Colma City Council
May 25, 2022

AGENDA

REGULAR MEETING

CITY COUNCIL OF THE TOWN OF COLMA
Wednesday, May 25, 2022
7:00 PM

The City Council meeting will be conducted virtually pursuant to the provisions of Assembly Bill 361 amending the Ralph M. Brown Act and Government Code Section 54953(e) (and without compliance with section 54953(b)(3)) related to conducting public meetings during the COVID-19 pandemic based on the current State of Emergency and the existing State recommendations on social distancing. The Council Chambers will not be open to the public for this City Council meeting.

Members of the public may view the meeting by attending, via telephone or computer, the Zoom Meeting listed below:

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Members of the public may provide written comments by email to the City Clerk at [email protected] before or during the meeting. Emailed comments should include the specific agenda item on which you are commenting or note that your comment concerns an item that is not on the agenda. The length of the emailed comment should be commensurate with the three minutes customarily allowed for verbal comments, which is approximately 250-300 words. Verbal comments will also be accepted during the meeting.

PLEDGE OF ALLEGIANCE AND ROLL CALL

ADOPTION OF AGENDA

PRESENTATIONS
 Colma Citizens Scholarship Recipients

PUBLIC COMMENTS
Comments on the Consent Calendar and Non-Agenda Items will be heard at this time. Comments on Agenda Items will be heard when the item is called.

CONSENT CALENDAR

1. Motion to Accept the Minutes from the May 11, 2022 Regular Meeting.

2. Motion to Adopt a Resolution Awarding and Authorizing the City Manager to Execute a Construction Contract for the 2022 F Street Pavement Rehabilitation Project to O' Grady Paving Inc. and Amend the 2021-22 Funding for the Annual Roadway Rehabilitation Project Budget (CIP #906) to be $172,000.

3. Motion to Adopt a Resolution to Request to the Metropolitan Transportation Commission for the Allocation of Fiscal Year 2022-2023 Transportation Development Act Article 3 Pedestrian/Bicycle Project Funding.

4. Motion to Adopt a Resolution Supporting the Rideshare Voucher Program and Submitting an Application to the San Mateo County Transportation Authority for Measure A Alternative Congestion Relief and Measure W Transportation Demand Management Program Funding.

5. Motion to Adopt a Resolution Supporting the El Camino Real/Mission Road Intersection Improvement Project and Submitting an Application to the San Mateo County Transportation Authority for Measure A Alternative Congestion Relief and Measure W Transportation Demand Management Program Funding.

6. Motion to Contingently Approve The 4-Year “Item Phase In” Program for Collecting Annual Sewer Collection Charges, to Only be Implemented if the New Annual Sanitary Sewer Charges Are Adopted on June 22, 2022.

NEW BUSINESS

7. FY 2022-23 WATER CONSERVATION INCENTIVE PROGRAM
Consider: Motion to Adopt a Resolution Establishing the Authorized Subsidy at $56,145.58 for the Water Conservation Incentive Program in Fiscal Year 2022-23.

STUDY SESSION

8. FY 2022-23 BUDGET
This item is for discussion only; no action will be taken at this meeting.

REPORTS
Mayor/City Council
City Manager

ADJOURNMENT

The City Council Meeting Agenda Packet and supporting documents are available for review on the Town’s website www.colma.ca.gov or at Colma Town Hall, 1198 El Camino Real, Colma, CA. Persons interested in obtaining an agenda via e-mail should call Caitlin Corley, City Clerk at 650-997-8300 or email a request to [email protected].

Reasonable Accommodation
Upon request, this publication will be made available in appropriate alternative formats to persons with disabilities, as required by the Americans with Disabilities Act of 1990. Any person with a disability, who requires a modification or accommodation to view the agenda, should direct such a request to Pak Lin, ADA Coordinator, at 650-997-8300 or [email protected]. Please allow two business days for your request to be processed.

Minutes – Regular Meeting 05.11.22 Page 1 of 5

MINUTES

REGULAR MEETING
City Council of the Town of Colma
Meeting Held Remotely via Zoom.us
Wednesday, May 11, 2022
CLOSED SESSION – 6:30 PM
REGULAR SESSION – 7:00 PM
CLOSED SESSION – 6:30 PM

1. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION - Pursuant to Government Code Section 54956.9(d)(4)
Town as Plaintiff
PLEDGE OF ALLEGIANCE AND ROLL CAL – 7:00 PM
Mayor Helen Fisicaro called the meeting to order at 7:01 p.m.

Council Present –Mayor Helen Fisicaro, Vice Mayor Raquel Gonzalez, Council Members Joanne F. del Rosario, John Irish Goodwin and Diana Colvin were all present.

Staff Present – City Manager Brian Dossey, City Attorney Christopher Diaz, Administrative Services Director Pak Lin, Chief of Police John Munsey, Director of Public Works Brad Donohue, City Planner Farhad Mortazavi, and City Clerk Caitlin Corley were in attendance.

The Mayor announced, “Welcome to another of our completely remote Council Meeting. As always, we are accepting public comments through email or the zoom chat function— you can email our City Clerk at [email protected] or use the chat function to let her know which item you would like to speak on. Please keep your comments to 3 minutes or less.

Thank you.”

REPORT FROM CLOSED SESSION
The Mayor asked the City Attorney to report out on the Closed Session. City Attorney Christopher Diaz stated, “Council voted in closed session unanimously to approve the authorization of the initiation of litigation against Bayer and Monsanto, joining the County and other cities, to deal with future costs associated with PCB contamination of San Francisco Bay.”

ADOPTION OF THE AGENDA
Mayor Fisicaro asked if there were any changes to the agenda; none were requested. She asked for a motion to adopt the agenda.

A
ction: Council Member del Rosario moved to adopt the agenda; the motion was seconded by Council Member Colvin and carried by the following vote:

Item #1
Minutes – Regular Meeting 05.11.22 Page 2 of 5
Name Voting Present, Not Voting Absent
Aye No Abstain Not Participating
Helen Fisicaro, Mayor 
Raquel Gonzalez 
Joanne F. del Rosario 
John Irish Goodwin 
Diana Colvin 
5 0

PRESENTATIONS
 The Mayor presented a proclamation in recognition of National Public Works Week; Director of Public Works Brad Donohue accepted the proclamation.  The Mayor presented a proclamation in recognition of Mental Health Awareness Month; Jean Perry, Mental Health Substance Abuse Recovery Commissioner accepted the proclamation.
 The Mayor presented a proclamation in recognition of HIP Housing 50th Anniversary; Laura Fanucchi, Associate Executive Director of HIP Housing accepted the proclamation.  Proclamation in recognition of Jewish American Heritage Month The Mayor stated, “Last Thursday, on May 5th, Israeli Independence Day, we had a wonderful event at the Community Center to raise the Flag of Israel, and present a proclamation in honor of Jewish American Heritage Month. We were honored to be joined by Matan Zamir, Deputy Consul General of the Consulate General of Israel, as well as representatives from all of the Jewish Faith Cemeteries in Colma. Many other members of the community also joined us to celebrate and recognize the Jewish American Community.”
She then read a section of the proclamation.

PUBLIC COMMENTS
Mayor Fisicaro opened the public comment period at 7:22 p.m. and seeing no one come forward to speak, she closed the public comment period.

CONSENT CALENDAR

2. Motion to Accept the Minutes from the April 27, 2022 Regular Meeting.

3. Motion to Accept the Minutes from the May 5, 2022 Special Meeting.

4. Motion to Approve Report of Checks Paid for April 2022.

5. Motion to Reconfirm Findings and Determinations Under Resolution No. 2021-33 and Assembly Bill 361 for the Continuation of Virtual Meetings.

6. Motion to Adopt an Uncodified Ordinance Adopting a Military Equipment Use Policy (second reading).

7. a. Motion to Adopt a Resolution Approving First Amendment to Commercial Lease Agreement with CSG Consultants, Inc.

Minutes – Regular Meeting 05.11.22 Page 3 of 5
b. Motion to Adopt a Resolution Approving First Amendment to Municipal Services Contract with CSG Consultants, Inc.

Action: Council Member Colvin moved to approve the consent calendar items #2 through 7; the motion was seconded by Vice Mayor Gonzalez and carried by the following vote:

Name Voting Present, Not Voting Absent
Aye No Abstain Not Participating
Helen Fisicaro, Mayor 
Raquel Gonzalez 
Joanne F. del Rosario 
John Irish Goodwin 
Diana Colvin 
5 0

PUBLIC HEARING

8. MISSION ROAD CROSS WALK IMPROVEMENT PROJECT – BID PACKAGE

APPROVAL
Council Member John Goodwin announced that he would not participate in this item out of an abundance of caution because he lives within 1000 feet of the edge of the project being discussed. The City Clerk removed Council Member Goodwin’s audio and video capabilities.

Director of Public Works and Planning Brad Donohue presented the staff report. Mayor Fisicaro opened the public hearing at 7:38 p.m. Resident Liz Taylor and Laura, a resident from Treasure Island Mobile Home and RV Park, made comments. The Mayor closed the public hearing at 7:43 p.m. Council discussion followed.

Action: Council Member del Rosario Approve Bid Document Package and Authorize Staff to Advertise Notice Inviting Informal Bids for the 2022 Mission Road Crosswalk Improvement Project and Authorize the City Manager to Approve Changes to the Plan Documents as Needed or Required; the motion was seconded by Council Member Colvin and carried by the following vote:

Name Voting Present, Not Voting Absent
Aye No Abstain Not Participating
Helen Fisicaro, Mayor 
Raquel Gonzalez 
Joanne F. del Rosario 
John Irish Goodwin 
Diana Colvin 
4 0
Council Member Goodwin rejoined the meeting with audio and video capabilities.

Minutes – Regular Meeting 05.11.22 Page 4 of 5

9. MISSION ROAD LANDSCAPE IMPROVEMENT PROJECT – BID PACKAGE APPROVAL Council Member John Goodwin announced that he would not participate in this item because he lives within 500 feet of the edge of the project being discussed. The City Clerk removed Council Member Goodwin’s audio and video capabilities.

Director of Public Works and Planning Brad Donohue presented the staff report. Mayor Fisicaro opened the public hearing at 8:19 p.m. and seeing no one request to speak, she closed the public hearing. Council discussion followed.

Action: Vice Mayor Gonzalez moved to Approve Bid Document Package and Authorize Staff to Advertise Notice for Bids for the 2022 Mission Road Landscape Project and Authorize the City Manager to Approve Changes to the Plan Documents as Needed or Required; the motion was seconded by Council Member del Rosario and carried by the following vote:

Name Voting Present, Not Voting Absent
Aye No Abstain Not Participating
Helen Fisicaro, Mayor 
Raquel Gonzalez 
Joanne F. del Rosario 
John Irish Goodwin 
Diana Colvin 
4 0
Action: Council Member Colvin moved to Adopt Resolution Amending the Total Capital Project Budget for Mission Road Landscaping (908) to be $372,200; the motion was seconded by Vice Mayor Gonzalez and carried by the following vote:

Name Voting Present, Not Voting Absent
Aye No Abstain Not Participating
Helen Fisicaro, Mayor 
Raquel Gonzalez 
Joanne F. del Rosario 
John Irish Goodwin 
Diana Colvin 
4 0
Council Member Goodwin rejoined the meeting with audio and video capabilities.

COUNCIL CALENDARING
The next Regular Meeting will be on Wednesday, May 25, 2022 at 7:00 p.m.

REPORTS
City Manager Brian Dossey gave an update on the following topics:
 Jefferson Union High School District is celebrating their 100th Anniversary and Ribbon Cutting of their new staff housing project on Friday, May 13, 2022 at 5:00 p.m.

Minutes – Regular Meeting 05.11.22 Page 5 of 5
 Lexus is hosting a “Coffee and Cars” event on Saturday, May 14, 2022 from 9:00 a.m. to 12:00 p.m.
 Bike to Wherever Day will be on Friday, May 20, 2022 from 7:00 a.m. to 9:00 a.m.  Town Clean Up Day will be on Saturday May 21, 2022 and will be hosted throughout Town as a pop-up style event.
 There will be a Closed Session on May 25, 2022 at 5:30 p.m.

ADJOURNMENT
Mayor Fisicaro adjourned the meeting at 8:30 p.m.

Respectfully submitted,

Caitlin Corley
City Clerk

2022 F Street Pavement Rehabilitation Project – Award of Contract Page 1 of 3 May 25, 2022

STAFF REPORT
T
O: Mayor and Members of the City Council
FROM: Brad Donohue, Public Works Director
Arash Kimia, Assistant Engineer
VIA: Brian Dossey, City Manager
MEETING DATE: May 25, 2022
SUBJECT: Notice of Award – 2022 F Street Pavement Rehabilitation Project

RECOMMENDATION
Staff recommends that the City Council adopt the following resolution:

RESOLUTION AWARDING AND AUTHORIZING THE CITY MANAGER TO EXECUTE A CONSTRUCTION CONTRACT FOR THE 2022 F STREET PAVEMENT REHABILITATION PROJECT TO O' GRADY PAVING INC. AND AMEND THE 2021-22 FUNDING FOR THE ANNUAL ROADWAY REHABILITATION PROJECT BUDGET (CIP #906) TO BE $172,000

EXECUTIVE SUMMARY
The proposed resolution would award and authorize the City Manager to execute a construction contract with O' Grady Paving Inc. for the 2022 F Street Pavement Rehab ilitation Project (“Project”).

Notice Inviting General Contractors to bid on the Project was published on April 21, 2022; bid opening occurred on Thursday , May 05, 2022. Four (4) total bids were received. Upon due diligence and exam ination of the bids received, Town Staff determined that O' Grady Paving Inc. is the lowest responsible bidder submitting a responsive bid in the amount of $146,020.00.

In 2019 a budget estimate of $150,000 was established. The cost of materials and labor has risen substantially over the last 3 years due to rising labor costs, lack of materials due to COVID 19 and most recently the cost of petroleum prod ucts, which is one of the main components in asphalt concrete. Staff is requesting that the project budget of $150,000 be increased to $172,000 to make up for the budget shortfall.

FINANCIAL ANALYSIS
The F Street Pavement Rehabilitation Project was originally estimated and budgeted to be $150,000. Given cost increases for both materials and labor, the p roject cost increased to $171,872.

Item #2

2022 F Street Pavement Rehabilitation Project – Award of Contract Page 2 of 3 May 25, 2022

The proposed project budget is summarized below:

Staff is requesting that City Council consider amending the Capital Improvement Project Budget, F Street Pavement Rehabilitation Project from the original estimate of $150,000 to $172,000.

BACKGROUND
The pavement on the 300 Block of F Street From El Camino Real to the County boarder has deteriorated to a level where its considered below average. On March 23, 2022, the City Council approved the 2022 F Street Pavement Rehabilitation Project bid package and authorized staff to advertise the notice inviting bids for the Project. On April 21, the Notice to Bidders was sent to four potential contractors . Prior to bid, staff contacted each contractor and reviewed the project. Bid opening for the Project occurred on May 05, 2022 at 2:00 pm.

ANALYSIS
A total of four (4) bids were received on Thursday, May 05, 2022.

O' Grady Paving Inc G. Bortolotto & Co. Interstate Grading & Paving Inc.

Golden bay
Construction, Inc.
$146,020.00 $155,555.55 $156,489.50 $165,481.75

Staff reviewed four (4) bid submissions and analyzed each bid item thoroughly . It has been determined that O' Grady Paving Inc. is the lowest responsible bidder, with a bid in the amount of $146,020.00 (including bid alternates).

COUNCIL ADOPTED VALUES
Adoption of the resolution is consistent with the City Council ’s value of being responsible , staying committed to their Capital improvement Plan strategies. The proposed work on the 300 Block of F Street is a commitment to keep the roadways in Colma ridable and safe for all modes of transportation.

SUSTAINABILITY IMPACT
Staff has considered and implemented sustainable practices in this project, such as off- hauling grinded asphalt into the plant so it can be recycled and used for other construction projects.

Cost Amount
Construction $146,020.00
Contingency (10%) $14,602.00
Construction Management, Support, and Inspection (7%) $11,250.00 Total $171,872.00

2022 F Street Pavement Rehabilitation Project – Award of Contract Page 3 of 3 May 25, 2022

CONCLUSION
Staff recommends that the City Council adopt a resolution awarding and authorizing the City Manager to execute a con struction contract for the 2022 F Street Pavement Rehabilitation Project to O' Grady P aving Inc. and amend the 2021-22 Funding for the Project to be set at $172,000.

ATTACHMENTS
A. Resolution
B. Bid Tabulation Summary

Reso 2022-__, 2022 F Street Pavement Rehabilitation Project Award of Contract Page 1 of 2 RESOLUTION NO. 2022-__

OF THE CITY COUNCIL OF THE TOWN OF COLMA
R

ESOLUTION AWARDING AND AUTHORIZING THE CITY MANAGER TO EXECUTE A CONSTRUCTION CONTRACT FOR THE 2022 F STREET PAVEMENT REHABILITATION PROJECT TO O' GRADY PAVING INC. AND AMEND THE 2021-22 FUNDING FOR THE ANNUAL ROADWAY REHABILITATION PROJECT BUDGET (CIP #906) TO BE $172,000
The City Council of the Town of Colma does resolve as follows:

1. Background
(a) The Town of Colma opened bids for the 2022 F Street Pavement Rehabilitation Project (“Project”) on May 5, 2022.
(b) Town Staff determined that O' Grady Paving Inc . is the lowest responsible bidder submitting a responsive bid in the amount of $146,020.00.

2. Findings
(a) The City Council finds that O' Grady Paving Inc. is the lowest responsible bidder submitting a responsive bid.

3. Approval and Authorization
(a) Award of the construction contract for the Project in the amount of $146,020.00 is hereby made to O' Grady Paving Inc.
(b) The construction contract for the Project between the Town of Colma and O' Grady Paving Inc., a copy of which is on file with the City Clerk, is approved by the City Council of the Town of Colma.
(c) The City Manager is hereby authorized to execute said contract on behalf of the Town of Colma, with such minor technical amendments as may be deemed appropriate by the City Manager and the City Attorney.
(d) A Town controlled ten percent (10%) construction contingency in the amount of $14,602.00 to be used in the event of unforeseen conditions and certain allowance items is established for the Project.
(e) The City Council hereby amends the Project budget (CIP#906) to be $172,000 with $146,020.00 for the construction contract, a Town controlled contingency in the amount of $14,602.00, and $11,250.00 for construction management, support, and inspection. //
//
//
Attachment A
Reso 2022-__, 2022 F Street Pavement Rehabilitation Project Award of Contract Page 2 of 2 Certification of Adoption
I certify that the foregoing Resolution 2022--__ was duly adopted at a regular meeting of said City Council held on May 25, 2022 by the following vote:

Name Voting Present, Not Voting Absent
Aye No Abstain Not Participating
Helen Fisicaro, Mayor
Raquel “Rae” Gonzalez
Joanne F. del Rosario
John Irish Goodwin
Diana Colvin
Voting Tally

Dated ______________________ ___________________________________ Helen Fisicaro, Mayor

Attest: ____________________________
Caitlin Corley, City Clerk

Bid Item
Quantity Unit Unit Price Amount Total Unit Price Amount Total Unit Price Amount Total Unit Price Amount Total Unit Price Amount Total 1 1 LS $ 10,000.00 $ 10,000.00 $ 8,500.00 $ 8,500.00 $ 6,897.00 $ 6,897.00 $ 24,798.15 $ 24,798.15 $ 11,500.00 $ 11,500.00 2 1 LS $ 10,000.00 $ 10,000.00 $ 10,000.00 $ 10,000.00 $ 11,014.00 $ 11,014.00 $ 8,000.00 $ 8,000.00 $ 13,700.00 $ 13,700.00 3 1,100 LS $ 20.00 $ 22,000.00 $ 10.00 $ 11,000.00 $ 19.00 $ 20,900.00 $ 15.00 $ 16,500.00 $ 15.00 $ 16,500.00 4 1 LS $ 6,500.00 $ 6,500.00 $ 11,000.00 $ 11,000.00 $ 6,442.00 $ 6,442.00 $ 9,100.00 $ 9,100.00 $ 8,700.00 $ 8,700.00 5 2,970 LS $ 8.00 $ 23,760.00 $ 9.00 $ 26,730.00 $ 9.00 $ 26,730.00 $ 7.92 $ 23,522.40 $ 9.50 $ 28,215.00 6 350 LS $ 220.00 $ 77,000.00 $ 175.00 $ 61,250.00 $ 230.00 $ 80,500.00 $ 168.00 $ 58,800.00 $ 175.00 $ 61,250.00 7 730 SY $ 2.00 $ 1,460.00 $ 5.00 $ 3,650.00 $ 3.50 $ 2,555.00 $ 5.00 $ 3,650.00 $ 3.30 $ 2,409.00 8 500 SF $ 2.00 $ 1,000.00 $ 2.00 $ 1,000.00 $ 1.75 $ 875.00 $ 2.50 $ 1,250.00 $ 1.60 $ 800.00 9 110 SF $ 4.00 $ 440.00 $ 5.00 $ 550.00 $ 3.50 $ 385.00 $ 6.00 $ 660.00 $ 3.20 $ 352.00 10 1 EA $ 300.00 $ 300.00 $ 700.00 $ 700.00 $ 517.00 $ 517.00 $ 525.00 $ 525.00 $ 500.00 $ 500.00 11 1 EA $ 300.00 $ 300.00 $ 700.00 $ 700.00 $ 345.00 $ 345.00 $ 425.00 $ 425.00 $ 320.00 $ 320.00 12 3 EA $ 300.00 $ 900.00 $ 700.00 $ 2,100.00 $ 345.00 $ 1,035.00 $ 400.00 $ 1,200.00 $ 320.00 $ 960.00 13 105 EA $ 2.00 $ 210.00 $ 8.00 $ 840.00 $ 2.75 $ 288.75 $ 5.00 $ 525.00 $ 2.70 $ 283.50 Total: $ 153,870.00 Total: $ 138,020.00 Total: $ 158,483.75 Total: $ 148,955.55 Total: $ 145,489.50 Bid Item
Quantity Unit Unit Price Amount Total Unit Price Amount Total Unit Price Amount Total Unit Price Amount Total Unit Price Amount Total 14 4 EA $ 800.00 $ 3,200.00 $ 1,500.00 $ 6,000.00 $ 1,216.00 $ 4,864.00 $ 1,200.00 $ 4,800.00 $ 1,900.00 $ 7,600.00 15 2 EA $ 500.00 $ 1,000.00 $ 1,000.00 $ 2,000.00 $ 1,067.00 $ 2,134.00 $ 900.00 $ 1,800.00 $ 1,700.00 $ 3,400.00 $ 158,070.00 $ 146,020.00 $ 165,481.75 $ 155,555.55 $ 156,489.50 2" AC Overlay
Install 4” Double Yellow Centerline per CA MUTCD Detail 21 (Extruded Thermoplastic)
Install 4” White Lane Line per CA MUTCD Detail 8 (Extruded Thermoplastic)
Install 8” White Channelizing Line per CA MUTCD Detail 38A (Extruded Thermoplastic)
Install Type III (B) Arrow (Extruded Thermoplastic)
Bid Item Description
Adjust Manhole
Adjust Valve
TOTAL OF BASE BID PLUS ALTTERNATE BID ITEMS (1-15):

Install Type III (R) Arrow (Extruded Thermoplastic)
Install Type VI Arrow for Right Lane Reduction (Extruded Thermoplastic)
Install 4” White Stripes for Parking Space and No Parking Zone
TOTAL OF BASE BID ITEMS (1-13):

Alternate Bid Schedule
Traffic Control and Notification
6" Dig Outs with 4" Plug
Crack Seal
Cold Planing 2" AC Pavement
O' Grady Paving Inc
Mobilization
Golden bay Construction, Inc. G. Bortolotto & Co. Interstate Grading & Paving Inc.

Bid Item Description
Town of Colma
2022 F St Pavement Rehabilitation Project
Bid Summary
Engineer's Estimate

ATTACHMENT B

Staff Report – TDA Article 3 Grant Funds Page 1 of 2
May 25, 2022

STAFF REPORT
TO: Mayor and Members of the City Council
FROM: Brad Donohue, Director of Public Works
VIA: Brian Dossey, City Manager
MEETING DATE: May 25, 2022
SUBJECT: Transportation Development Act Article 3 Pedestrian and Bicycle Project R

ECOMMENDATION
Staff recommends that the City Council adopt the following:

RESOLUTION TO REQUEST TO THE METROPOLITAN TRANSPORTATION COMMISSION FOR THE ALLOCATION OF FISCAL YEAR 2022-2023 TRANSPORTATION DEVELOPMENT ACT ARTICLE 3 PEDESTRIAN/BICYCLE PROJECT FUNDING

EXECUTIVE SUMMARY
Staff is recommending the City Council approve the Transportation Development Act, (TDA) Article 3 Bicycle and Pedestrian Grant for $90,000 from the Metropolitan Transportation Commission (MTC) to produce the Town of Colma Bicycle and Pedestrian Master Plan.

FISCAL IMPACT
T
he Town’s proposed TDA Article 3 grant allocation amount is $90,000. As part of the program’s criteria the Town’s commitment is a 10% funding match for a total project budget of $100,000.

BACKGROUND
City/County Association of Governments Government (C/CAG) issued a call for projects that would be eligible for Transportation Development Act (TDA) Article 3 bicycle and pedestrian projects. The Town responded to C/CAG’s call for projects and submitted an application to fund the Town of Colma’s Bicycle and Pedestrian Master Plan.

A
Selection Committee that was comprised of C/CAG Staff and the County Bicycle and Pedestrian Advisory Committee (BPAC) reviewed applications and project presentations from several municipalities from San Mateo County. The Town of Colma along with 6 other cities were recommended for award. The Selection Committee would make their recommendations to the C/CAG Board held on April 14, 2022. C/CAG Staff will now submit the projects that are Item #3
Staff Report – TDA Article 3 Grant Funds Page 2 of 2
May 25, 2022
recommended for funding to MTC allocation approval. MTC will provide allocation instructions to the Town directly once approved.

ANALYSIS
C/CAG Staff will be assembling the required documents to be forwarded to MTC for each jurisdictions project funding. As part of the grant application and Town obligation, the Town is required to submit a Resolution along with other required documents (Attachment A) and return the executed documents back to C/CAG to be assembled and submitted to MTC for review and approval.

Once approved, MTC will provide the allocation of funds for the recommended project. The County Auditor will be notified by allocation instructions to reserve funds for the approved projects. Claimants will be sent copies of the allocation instructions and funds should be invoiced in accordance with MTC’s disbursement instructions.

Council Adopted Values

The City Council’s action in approving a resolution would provide grant funding the Town wide Bicycle and Pedestrian Masterplan is responsible decision making. Promoting grant funding to better serve the community who rely on walking and biking to have safe paths of travel as they make their way through the Town of Colma.

CONCLUSION
Staff recommends that City Council adopt a resolution approving a request to the Metropolitan Transportation Commission for the allocation of Fiscal Year 2022- 2023 TDA Article 3 Bicycle and Pedestrian funding for the town of Colma’s Bicycle and Pedestrian Master Plan.

ATTACHMENTS

A. Resolution (with attachments)
Colma Resolution MTC Programming and Allocations Section Page 1 RESOLUTION NO. 2022-__

OF THE CITY COUNCIL OF THE TOWN OF COLMA

RESOLUTION TO REQUEST TO THE METROPOLITAN TRANSPORTATION COMMISSION FOR THE ALLOCATION OF FISCAL YEAR 2022-2023
TRANSPORTATION DEVELOPMENT ACT ARTICLE 3

PEDESTRIAN/BICYCLE PROJECT FUNDING
The City Council of the Town of Colma does resolve as follows:

1. Background.
(a) Article 3 of the Transportation Development Act (TDA), Public Utilities Code (PUC) Section 99200 et seq., authorizes the submission of claims to a regional transportation planning agency for the funding of projects exclusively for the benefit and/or use of pedestrians and bicyclists; and
(b) T he Metropolitan Transportation Commission (MTC), as the regional transportation planning agency for the San Francisco Bay region, has adopted MTC Resolution No. 4108, Revised, entitled “Transportation Development Act, Article 3, Pedestrian/Bicycle Projects,” which delineates procedures and criteria for submission of requests for the allocation of “TDA Article 3” funding; and
(c) MTC Resolution No. 4108, Revised requires that requests for the allocation of TDA Article 3 funding be submitted as part of a single, countywide coordinated claim from each county in the San Francisco Bay region; and
(d) T he Town of Colma desires to submit a request to MTC for the allocation of TDA Article 3 funds to support the projects described in Attachment B to this resolution, which are for the exclusive benefit and/or use of pedestrians and/or bicyclists; now, therefore, be it

2. Order.

Now, therefore, the City Council does hereby order that:
(a) T he Town of Colma declares it is eligible to request an allocation of TDA Article 3 funds pursuant to Section 99234 of the Public Utilities Code, and furthermore, be it (b) T here is no pending or threatened litigation that might adversely affect the project or projects described in Attachment B to this resolution, or that might impair the ability of the Town of Colma to carry out the project; and furthermore, be it (c) T he Town of Colma attests to the accuracy of and approves the statements in Attachment A to this resolution; and furthermore, be it (d) A certified copy of this resolution and its attachments, and any accompanying supporting materials shall be forwarded to the congestion management agency, countywide transportation planning agency, or county association of governments, as the case may be, of Attachment A
Colma Resolution MTC Programming and Allocations Section Page 2 San Mateo County for submission to MTC as part of the countywide coordinated TDA Article 3 claim.
* * * * * *
Certification of Adoption
I certify that the foregoing Resolution No. 2022-__ was duly adopted at a regular meeting of said City Council held on May 25, 2022 by the following vote:

Name Voting Present, Not Voting Absent
Aye No Abstain Not Participating
Helen Fisicaro, Mayor
Raquel “Rae” Gonzalez
Joanne F. del Rosario
John Irish Goodwin
Diana Colvin
Voting Tally
D
ated ______________________ ___________________________________ Helen Fiscaro, Mayor
At
test: ____________________________
Caitlin Corley, City Clerk

TDA Article 3 Claim Applications Appendix A Page 1
Resolution No. -
Attachment A
Re: Request to the Metropolitan Transportation Commission for the Allocation of Fiscal Year 2022-2023 Transportation Development Act Article 3 Pedestrian/Bicycle Project Funding Findings

1. That the Town of Colma is not legally impeded from submitting a request to the Metropolitan Transportation Commission for the allocation of Transportation Development Act (TDA) Article 3 funds, nor is the Town of Colma legally impeded from undertaking the project(s) described in “Attachment B” of this resolution.

2. That the Town of Colma has committed adequate staffing resources to complete the project(s) described in Attachment B.

3. A review of the project(s) described in Attachment B has resulted in the consideration of all pertinent matters, including those related to environmental and right-of-way permits and clearances, attendant to the successful completion of the project(s).

4. Issues attendant to securing environmental and right-of-way permits and clearances for the projects described in Attachment B have been reviewed and will be concluded in a manner and on a schedule that will not jeopardize the deadline for the use of the TDA funds being requested.

5. That the project(s) described in Attachment B comply with the requirements of the California Environmental Quality Act (CEQA, Public Resources Code Sections 21000 et seq.).

6. That as portrayed in the budgetary description(s) of the project(s) in Attachment B, the sources of funding other than TDA are assured and adequate for completion of the project(s).

7. That the project(s) described in Attachment B are for capital construction and/or final design and engineering or quick build project; and/or for the maintenance of a Class I bikeway which is closed to motorized traffic and/or Class IV separated bikeway; and/or for the purposes of restriping Class II bicycle lanes; and/or for the development or support of a bicycle safety education program; and/or for the development of a comprehensive bicycle and/or pedestrian facilities plan, and an allocation of TDA Article 3 funding for such a plan has not been received by the Town of Colma within the prior five fiscal years.

8. That the project(s) described in Attachment B which are bicycle projects have been included in a detailed bicycle circulation element included in an adopted general plan, or included in an adopted comprehensive bikeway plan (such as outlined in Section 2377 of the California Bikeways Act, Streets and Highways Code section 2370 et seq.) or responds to an immediate community need, such as a quick-build project.

9. That any project described in Attachment B bicycle project meets the mandatory minimum safety design criteria published in the California Highway Design Manual or is in a National Association of City and Transportation Officials (NACTO) guidance or similar best practices document.

10. That the project(s) described in Attachment B will be completed in the allocated time (fiscal year of allocation plus two additional fiscal years).

MTC Prog. & Alloc. Section April. 2005 TDA Article 3 Claim Applications Appendix A Page 2

11. That the Town of Colma agrees to maintain, or provide for the maintenance of, the project(s) and facilities described in Attachment B, for the benefit of and use by the public.

MTC Prog. & Alloc. Section April. 2005 TDA Article 3 Claim Applications Appendix A Page 3 Resolution No. INSERT NUMBER
Attachment B
page 1 of 2
TDA Article 3 Project Application Form
Fiscal Year of this Claim: FY 2022-2023 Applicant: Town of Colma Contact person: Brad Donohue
Mailing Address: 1198 El Camino Real, Colma Ca. 94014
E-Mail Address: [email protected] Telephone: 650-222-0448 Secondary Contact Brian Dossey
E-Mail Address: [email protected] Telephone: 650-997-8300 Project Title (Short Description): Town of Colma Bicycle & Pedestrian Master Plan Amount of claim: $90,000
Description of Overall Project:

Project Scope Proposed for Funding: (Project level environmental, preliminary planning, and ROW are ineligible uses of TDA funds.)
Project Budget and Schedule

Project Eligibility: YES?/
NO?
A. Has the project been approved by the claimant's governing body? (If "NO," provide the approximate date approval is anticipated).

Yes
Project Phase TDA 3 Other Funds Total Cost Estimated Completion (month/year)
Bike/Ped Plan $90,000 $10,000 100,000

ENV -

PA&ED -

PS&E -

ROW -

CON -
Total Cost 90,000 10,000 100,000 Establish a town wide bicycle and pedestrian master plan that can assist members of the public to ride and walk safely to work, school and to the various transit hubs in and around the Town of Colma.

The funding would be to contract with a consultant or consultants to survey the Town, establish various bike routes and safe walking routes for those who depend on bike on walking to and from essential activities such as work, school, use of public transportation. The funding would also enable us to perform public outreach and complete the required environmental documents to have the plan approved by the Town’s City Council.

MTC Prog. & Alloc. Section April. 2005 TDA Article 3 Claim Applications Appendix A Page 4 The Town wide Bicycle and Pedestrian Master Plan is part the Town of Colma’s 2022-2023 Capital Improvement Program.

B. Has this project previously received TDA Article 3 funding? If "YES," provide an explanation on a separate page. No C. For "bikeways," does the project meet Caltrans minimum safety design criteria pursuant to Chapter 1000 of the California Highway Design Manual? (Available on the internet via: http://www.dot.ca.gov).

The Bicycle and Pedestrian Master Plan will meet CalTrans minimum safety design criteria.

Yes
D. Has the project been reviewed by the Bicycle and Pedestrian Advisory Committee? (If "NO," provide an explanation).

Yes
E. Has the public availability of the environmental compliance documentation for the project (pursuant to CEQA) been evidenced by the dated stamping of the document by the county clerk or county recorder? (required only for projects that include construction).

No Construction is required for establishing the Town wide Master Plan for Bicycle and Pedestrians, final approval of the document may require a level of CEQA approval.

Yes
F. Will the project be completed before the allocation expires? Enter the anticipated completion date of project (month and year)

Estimated to be completed the first quarter of FY 2023-2024 Yes
G. Have provisions been made by the claimant to maintain the project or facility, or has the claimant arranged for such maintenance by another agency? (If an agency other than the Claimant is to maintain the facility provide its name:

The project is a Town wide Master Plan for Bicycle and Pedestrians only future updates to the plan maybe required )
Yes

Staff Report – ACR/TDM, Rideshare Voucher Project Page 1 of 3 May 25, 2022

STAFF REPORT
T
O: Mayor and Members of the City Council
FROM: Brad Donohue, Public Works Director
Alvin Jen, Assistant Planner
VIA: Brian Dossey, City Manager
MEETING DATE: May 25, 2022
SUBJECT: ACT/TDM, Rideshare Voucher Project

RECOMMENDATION
Staff recommends that the City Council adopt the following resolution:

RESOLUTION SUPPORTING THE RIDESHARE VOUCHER PROGRAM AND SUBMITTING

AN APPLICATION TO THE SAN MATEO COUNTY TRANSPORTATION AUTHORITY FOR

MEASURE A ALTERNATIVE CONGESTION RELIEF AND MEASURE W TRANSPORTATION

DEMAND MANAGEMENT PROGRAM FUNDINGEXECUTIVE SUMMARY
The attached resolution authorizes the filing of an application to the San Mateo County Transportation Authority (TA) for Measure A Alternative Congestion Relief and Measure W Transportation Demand Management (ACR/TDM) Program, committing any necessary matching funds, and stating assurance to complete the project.

The Town has designated a project for funding a Rideshare Voucher Program where the ACR/TDM grant funding would be expensed. This voucher program, partnering with Lyft (a rideshare company) will support first and last mile connections between retail centers in Town and BART stations. This program will address two areas: mobility equity and vehicle miles traveled (VMT).

FISCAL IMPACT
The estimated cost of this Rideshare Voucher Program is $75,000. To help supplement the overall program set-up, marketing, and operations, the Town of Colma will apply for the ACR/TDM Program and submit a grant application on May 27, 2022.

If
the ACR/TDM grant is accepted and funded, the Town’s estimated funding plan for the Rideshare Voucher Program is as follows:
• AC
R/TDM Grant $67,500
• Proposed General Fund Allocation (Local Match) $7,500 Estimated Project Total $75,000
Item #4
Staff Report – ACR/TDM, Rideshare Voucher Project Page 2 of 3 May 25, 2022
If
TA award the Town of Colma $75,000 for the Rideshare Voucher Program, the Town’s required local match will be $7,500 (10% of the project). The total cost is estimated to be $75,000.

BA

CKGROUND
In January 2022, the San Mateo County Transportation Authority (TA) adopted the first Alternative Congestion Relief and Transportation Demand Management (ACR/TDM) Plan to create and consolidate Measure A and Measure W programs to provide various congestion relief opportunities. These opportunities will have an emphasis on reducing VMT and in some cases such as Colma’s request have an equity component to help those who need services like a low to no cost transportation option. The purpose of this program is to encourage the use of sustainable transportation options and enhance mobility across San Mateo County.

This is the first Call for Projects (CFP) released by TA for the ACR/TDM Program. Projects funded through this CFP must meet the following goals of ACR/TDM program:
• Provide Congestion Relief;
• Increase Sustainable Transportation Options;
• Promote Sustainability & Health;
• Encourage Economic Development Opportunities; and
• Invest Funding Equity
T
he available Competitive Funding include:
• ITS Planning & Design: $885,600 (Max request up to $200k) • TDM Competitive Projects: $3,075,000 (Max request up to $200k) • TDM Planning: $775,800 (Max request up to $100k)
T
he Town will apply for this grant and request funding $75,000 including 10% local match through TDM Competitive Projects to fund the Rideshare Voucher Program project.

AN
ALYSIS
Public transportation service to and within Colma is served by two agencies, BART and SamTrans. The Colma BART station is located in the north part of Town, connecting to San Francisco and Daly City to the north, South San Francisco, San Bruno, and San Francisco International Airport to the south. SamTrans runs along two arterial streets in Colma, El Camino Real (ECR) and Junipero Serra Boulevard (JSB) traveling north and south directions.

Connectivity from east/west is limited to one transit line (SamTrans 120) along D street in the north part of town. Currently, SamTrans does not have east/west transit routes along Colma Boulevard, Serramonte Boulevard, and Collins Avenue.

The concentration of residential units in Colma is in the Sterling Park neighborhood in the north part of Town, Creekside Villas in Mid Town, Veterans Village, and Verano neighborhood in the southern part of Town. Residents who live in these areas of the Town may find it challenging to travel within the Town if they rely solely on public transportation. For residents who have disabilities and mobility issues, traveling to major destinations within Colma such as the Colma BART station, 280 Metro Center and Serra Center, may find difficulties because of the lack of east/west public transit connectivity. Because Mission Road is not served by public transit, for residents of Veterans Village and Verano neighborhood, car dependency is likely a requirement Staff Report – ACR/TDM, Rideshare Voucher Project Page 3 of 3 May 25, 2022
for those that live in those areas. This project would enhance mobility equity for an underserved part of Colma’s population. The rideshare program will help fill in the gaps that SamTrans does not currently serve and reduce the dependency on personal vehicles for travel within Colma thus reducing VMT.

This program will address mobility equity for Colma residents, especially those that are low- income, senior, and/or disabled through discounted rides in their Lyft app or by utilizing Lyft’s “Concierge Service”. Another feature of this program is for businesses in Colma and their employees who depend on public transportation to and from work in Colma. A discount code will be provided to those employers who can be used for an employee who may need this assistance to a local transit hub. The reduction of VMT will be addressed by encouraging multi- modal travel to and within Colma by utilizing public transportation in conjunction with rideshare, therefore, reducing the dependency on personal vehicles. By providing participants with heavily discounted rides through Lyft, this program will address VMT by encouraging participants in this program to travel to destinations within the Colma service area utilizing this program instead of taking their personal vehicles.

Community engagement and outreach were conducted to gauge the feasibility of this project.

Staff reached out to local businesses to introduce this program and gain an understanding of how employees travel to and from work. Staff also reached out to the Residents Services Coordinator for Veterans Village to gauge how the residents would utilize this program.

Council Adopted Values
The Rideshare Voucher Program is visionary because it involves improving access to those who live in Colma and those who travel to Colma for employment by addressing first and last mile connectivity.

S
ustainability Impact
This resolution in support for the Rideshare Voucher Program – ACR/TDM Funding Application to the San Mateo County Transportation Authority is consistent with the Town’s sustainability goals and Complete Streets and Green Streets Program goals.

AL

TERNATIVES
T
he City Council could choose not to adopt the resolution. Doing so is not recommended as the opportunity to provide equity mobility for residents, those who work in Colma, and reduced vehicle miles traveled.

CO

NCLUSION
Staff recommends that the City Council adopt the resolution.

A

TTACHMENTS
A. Resolution

Reso 2022-## Rideshare Page 1 of 2
RESOLUTION NO. 2022-XX

OF THE CITY COUNCIL OF THE TOWN OF COLMA

A RESOLUTION SUPPORTING THE RIDESHARE VOUCHER PROGRAM AND

SUBMITTING AN APPLICATION TO THE SAN MATEO COUNTY TRANSPORTATION

AUTHORITY FOR MEASURE A ALTERNATIVE CONGESTION RELIEF AND MEASURE W

TRANSPORTATION DEMAND MANAGEMENT PROGRAM FUNDING
T
he City Council of the Town of Colma does resolve as follows.

1. Background
(a) T he Town of Colma (Sponsor) desires to apply for funding for a Lyft voucher program to support first and last-mile connections between retail centers in town and BART stations, further supporting local transportation for Colma residents, including low-income, senior, and senior, and disabled residents, and increasing local transportation options for residents of Veteran’s Village.

The project scope will likely involve providing Colma residen ts and those who work in Colma a subsidized ride through Lyft’s Concierge service or through a code in their Lyft app. This subsidized ride or code will be either paid fully or largely discounted whenever it occurs within the Town of Colma or a defined serviced area. The program will also aim to reduce vehicle miles traveled (VMT) by encouraging shared rides to major destinations within the Colma service area. (b) T he Sponsor has developed the Rideshare Voucher Program (Project) to increase mobility equity for Colma residents, Colma workers, reduce VMT through rideshare, and (c) I t will cost [$75,000] to implement the Project scope, and (d) T he Sponsor seeks [$67,500] for the Project, and
(e) T he San Mateo County Transportation Authority (TA) issued a Call for Projects for the Measure A Alternative Congestion Relief & Measure W Transportation Demand Management (ACR/TDM) Program on April 7, 2022, and
(f) The TA requires a resolution from the Sponsor's governing body:

1. Supporting the Project and application for [$75 ,000] in TA ACR/TDM Program funds for Project, and

2. Committing the Sponsor to the completion of the Project, including the commitment of matching funds in the amount of [$7,500] needed for implementation, and

3. Certifying that any funds awarded by the San Mateo County Transportation Authority will be used to supplement existing funds for program activities, and will not replace existing funds or resources, and

4. Authorizing the chief executive of the Sponsor, or his/her designee, to sign a funding agreement with the TA, if funds are awarded, for TA ACR/TDM Program funding for the Project and to take any other actions necessary to give effect to this resolution, and
Attachment A
Reso 2022-## Rideshare Page 2 of 2

5. Committing to commence work on the Project, if awarded, within one year of the TA Board of Directors allocating 2022 ACR/TDM Program funding.

2. Order
Now, therefore, be it resolved that the Town of Colma
(a) Directs staff to submit an application for TA ACR/TDM Program funds for [$75 ,000] for the Rideshare Voucher Program.
(b) Authorizes the City Manager, or his/her designee, to execute a funding agreement with the TA to encumber any ACR/TDM Program funds awarded.
(c) Commits to the completion of the Project, including the commitment of [$7 ,500] of matching funds needed for implementation, if awarded the requested TA funds. (d) Certifies that any funds awarded by the TA will be used to supplement existing funds for the Project, and will not replace existing funds or resources. (e) Commits to commencing work on the Project, if awarded, within one year of the TA Board of Directors allocating the 2022 ACR/TDM Program funds. (f) Authorizes the City Manager to take any other actions necessary to give effect to this resolution.

Certification of Adoption
I certify t hat the foregoing Resolution No. 2022- ## was duly adopted at a regular meeting of said City Council held on May 25, 2022 by the following vote:

Name Voting Present, Not Voting Absent
Aye No Abstain Not Participating
Helen Fisicaro, Mayor
Raquel “Rae” Gonzalez
Joanne F. del Rosario
John Irish Goodwin
Diana Colvin
Voting Tally

Dated ______________________ ___________________________________ Helen Fisicaro, Mayor

Attest: ____________________________
Caitlin Corley, City Clerk
Staff Report – ACR/TDM, El Camino Real Mission Road Intersection Improvement Project Page 1 of 4 May 25, 2022

STAFF REPORT
T
O: Mayor and Members of the City Council
FROM: Brad Donohue, Public Works Director
Abdulkader Hashem, Senior Project Manager
VIA: Brian Dossey, City Manager
MEETING DATE: May 25, 2022
SUBJECT: ACT/TDM, El Camino Real-Mission Road Improvement Project

RECOMMENDATION
Staff recommends that the City Council adopt the following resolution:

RESOLUTION SUPPORTING THE EL CAMINO REAL/MISSION ROAD INTERSECTION

IMPROVEMENT PROJECT AND SUBMITTING AN APPLICATION TO THE SAN MATEO

COUNTY TRANSPORTATION AUTHORITY FOR MEASURE A ALTERNATIVE CONGESTION

RELIEF AND MEASURE W TRANSPORTATION DEMAND MANAGEMENT PROGRAM

FUNDING

EXECUTIVE SUMMARY
The attached Resolution authorizes Town staff to submit an application to the San Mateo County Transportation Authority (TA) for Measure A Alternative Congestion Relief and Measure W Transportation Demand Management (ACR/TDM) Program, commit any necessary matching funds, and provide assurances to the TA as necessary regarding the status and completion of the project.

T
he Town has designated a project at the El Camino Real (ECR)/Mission Road intersection where the ACR/TDM proposed grant funding would be expensed for environmental studies and engineering design costs (not construction). Currently the ECR/Mission Road intersection is lacking the traffic control features to provide bicycle and pedestrian crossings, proper ingress and egress onto Mission Road, and adequate vehicular safety. Several studies have been conducted and it appears that to satisfy all these demands and safety requirements in this area of ECR, a traffic signal with some roadway realignment needs to be considered. The reconfiguration of the ECR/Mission Road intersection will include realignment of the roadway to accommodate proper ingress and egress into the Mission Road Residential Business District.

The proposed project will also include installation of a three-leg signal that will be interconnected to existing signals to the North and South to maintain proper traffic flow, but more importantly, the signaled intersection will provide an element of safety for pedestrians and vehicles to traverse across ECR safely. ECR is part of the California Department of Item #5
Staff Report – ACR/TDM, El Camino Real Mission Road Intersection Improvement Project Page 2 of 4 May 25, 2022
Transportation (CalTrans) Highway system; thus, environmental studies, long term agreements, and construction permitting will need to be obtained from CalTrans.

FISCAL IMPACT
The estimated cost of engineering design and environmental studies for the improvements to El Camino Real/Mission Road intersection is estimated to be in the range of $180,000. To help supplement the overall design cost for the intersection improvements, the Town of Colma will apply for the ACR/TDM Program and submit a grant application on May 27, 2022.

If the ACR/TDM grant is accepted and funded, the Town’s estimated funding plan for the design of El Camino Real/Mission Road Intersection project is as follows:

• ACR/TDM Grant $162,000
• CIP Reserves (Local Match) $ 18,000
Estimated Project Total $180,000

If TA awards the Town of Colma $162,000 for the El Camino Real/Mission Road Intersection Improvement, the Town’s required local match will be $18,000 (10% of the project). Total engineering design and environmental studies cost is estimated to be $180,000.

BACKGROUND
In January 2022, the San Mateo County Transportation Authority (TA) adopted the first Alternative Congestion Relief and Transportation Demand Management (ACR/TDM) Plan to create a consolidated Measure A and Measure W program. The purpose of this program is to encourage the use of sustainable transportation options and enhance mobility across San Mateo County.

This is the first Call for Projects (CFP) released by TA for the ACR/TDM Program. Projects funded through this CFP must meet the following goals of the ACR/TDM program:
• Provide Congestion Relief;
• Increase Sustainable Transportation Options;
• Promote Sustainability & Health;
• Encourage Economic Development Opportunities; and
• Invest Funding Equity

The available Competitive Funding include:
• ITS Planning & Design: $885,600 (Max request up to $200k) • TDM Competitive Projects: $3,075,000 (Max request up to $200k) • TDM Planning: $775,800 (Max request up to $100k)

The Town will apply for this grant and request funding $180,000 including 10% local match through TDM Competitive Projects to prepare environmental studies and engineering services for El Camino Real/Mission Road intersection Improvements.

Staff Report – ACR/TDM, El Camino Real Mission Road Intersection Improvement Project Page 3 of 4 May 25, 2022

ANALYSIS
El Camino Real (“ECR”) is a State owned and operated highway. The highway is a North/South roadway that travels from one end of Town to the other end of Town. ECR is integral to our business and residential community along with providing access to the transit hubs which are located at both ends of the Town.

The ECR and Mission intersection is absent of any bicycle and pedestrian access, and those who choose to bike or walk find it challenging to cross the street safely. This portion of ECR is also the gateway into the Mission Road Residential and Business District. The residential area of Mission Road harbors Veteran Village, home to 66 Low Income housing units that serve our Veterans, including those who are disabled. It is also home to other residents who depend on walking and biking as their choice of transportation to and from the area. Mission Road is not served with Public Transportation, although ECR does provide bus stops for many of these individuals, but often those with disabilities who depend on public transportation are tasked with unreasonable journeys to get to one side of the road so they can utilize Public Transportation.

This project would enhance pedestrian, bike, and traffic safety and improve public transportation access to a severely underserved part of Colma’s population. The improvements that are being proposed would also help control vehicular speeding in the area and provide proper vehicular ingress and egress from the Mission Road Residential Business District.

Extensive community engagement and outreach was conducted through the planning process of the El Camino Real Improvement Project. The community engagement was designed to achieve a community-driven vision for El Camino Real, including the ECR/Mission Road “Y” intersection. For each phase, the project team engaged with the community through a series of resident-focused and business-focused activities, as well as through organized meetings with a Technical Advisory Committee (TAC), Caltrans, City Council reviews, pop-up events at BART station for public input from those who use and depend on public transportation, and an online intuitive survey.

Council Adopted Values

The El Camino Real/Mission Road Intersection Improvement is visionary , because it involves creating a design for a project that will provide safe, attractive, and sustainable paths of travel for those who walk, bike, or use public transportation to and from work along ECR.

Sustainability Impact
This resolution in support of the El Camino Real/Mission Road Improvements – ACR/TDM Funding Application to the San Mateo County Transportation Authority is consistent with the Town’s sustainability goals and Complete Streets and Green Streets Program goals.

ALTERNATIVES

The City Council could choose not to adopt the resolution. Doing so is not recommended as the opportunity to make the much-needed improvements at El Camino Real Mission/Road intersection, and to seek appropriate funding from TA to that effect, is critical to the safety of pedestrian and bicyclists.

Staff Report – ACR/TDM, El Camino Real Mission Road Intersection Improvement Project Page 4 of 4 May 25, 2022

CONCLUSION
Staff recommends that the City Council adopt the resolution.

ATTACHMENTS
A. Resolution

Reso 2022-__, El Camino Real/Mission Road Project and Application for Funding Page 1 of 3 RESOLUTION NO. 2022-__

OF THE CITY COUNCIL OF THE TOWN OF COLMA

RESOLUTION SUPPORTING THE EL CAMINO REAL/MISSION ROAD INTERSECTION

IMPROVEMENT PROJECT AND SUBMITTING AN APPLICATION TO THE SAN MATEO

COUNTY TRANSPORTATION AUTHORITY FOR MEASURE A ALTERNATIVE

CONGESTION RELIEF AND MEASURE W TRANSPORTATION DEMAND MANAGEMENT

PROGRAM FUNDING
The City Council of the Town of Colma does resolve as follows:

1. Background
(a) The Town of Colma (Town) has identified that the traffic flow, vehicular safety and Bicycle and Pedestrian safety at the intersection of El Camino Real (ECR) and Mission Road is impacted by the existing geometry of the intersection and lack of a traffic signal. The Project scope will include reconfiguration of t he intersection and installation a three -leg traffic signal. The intersection, which is part of CalTrans Highway system, will require environmental studies, plans, specifications, and estimates (PS&E), long term agreement and construction permitting from CalTrans.
(b) The Town has developed the El Camino Real/Mission Road Intersection Improvement (Project) to maintain proper traffic flow and provide an element of safety for Pedestrian and Vehicles to traverse across ECR.
(c) It will cost [$180,000] to implement the Project scope. (d) The Town is seeking [$162,000] in funding for the Project. (e) The San Mateo County Transportation Authority (TA) issued a Call for Projects for the Measure A Alternative Congestion Relief & Measure W Transportation Demand Management (ACR/TDM) Program on April 7, 2022.
(f) To participate in the Program, an applicant’s governing body (i.e., City Council) must adopt a resolution:
(i) Supporting the Project and application for [$162,000] in TA ACR/TDM Program funds for Project, and
(ii) Committing the Sponsor to the completion of the Project, including the commitment of matching funds in the amount of [$18,000] needed for implementation, and
(iii) Certifying that any funds awarded by the San Mateo County TA will be used to supplement existing funds for program activities, and will not replace existing funds or resources, and
(iv) Authorizing the chief executive of the Sponsor, or his/her designee, to sign a funding agreement with the TA, if funds are awarded, for TA ACR/TDM Program Attachment A
Reso 2022-__, El Camino Real/Mission Road Project and Application for Funding Page 2 of 3 funding for the Project and to take any other actions necessary to give effect to this resolution, and
(v) Committing to commence work on the Project, if awarded, within one year of the TA Board of Directors allocating 2022 ACR/TDM Program funding.

2. Approval and Authorization
Now, therefore, be it resolved by the Town of Colma that the Town:
(a) Directs staff to submit an application for TA ACR/TDM Program funds for [$162 ,000] for the El Camino/Mission Road Intersection Improvement.
(b) Authorizes the City Manager, or his/her designee, to execute a fu nding agreement with the TA to encumber any ACR/TDM Program funds awarded.
(c) Commits to the completion of the Project, including the commitment of [$18,000] of matching funds needed for implementation, if awarded the requested TA funds. (d) Certifies that any funds awarded by the TA will be used to supplement existing funds for the Project, and will not replace existing funds or resources. (e) Commits to commencing work on the Project, if awarded, within one year of the TA Board of Directors allocating the 2022 ACR/TDM Program funds. (f) Authorizes the City Manager to take any other actions necessary to give effect to this resolution.
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Reso 2022-__, El Camino Real/Mission Road Project and Application for Funding Page 3 of 3 Certification of Adoption
I certify that the foregoing Resolution 2022--__ was duly adopted at a regular meeting of said City Council held on May 25, 2022 by the following vote:

Name Voting Present, Not Voting Absent
Ay e No Abstain Not Participating
Helen Fisicaro, Mayor
Raquel “Rae” Gonzalez
Joanne F. del Rosario
John Irish Goodwin
Diana Colvin
Voting Tally
D
ated ______________________ ___________________________________ Helen Fisicaro, Mayor
At
test: ____________________________
Caitlin Corley, City Clerk

Staff Report – Sanitary Sewer Collection Charges- Phase In Program Page 1 of 3 May 25, 2022

STAFF REPORT
T
O: Mayor and Members of the City Council
FROM: Brad Donohue, Public Works Director
VIA: Brian Dossey, City Manager
MEETING DATE: May 25, 2022
SUBJECT: Sanitary Sewer Collection Charges - Phase in Program

RECOMMENDATION
Staff recommends that the City Council by Motion:

CONTINGENTLY APPROVE THE 4-YEAR “PHASE IN” PROGRAM FOR COLLECTING

ANNUAL SEWER COLLECTION CHARGES, TO ONLY BE IMPLEMENTED IF THE NEW ANNUAL SANITARY SEWER CHARGES ARE ADOPTED ON JUNE 22, 2022.

EXECUTIVE SUMMARY
The Town of Colma is in the process of establishing a new annual sanitary sewer charge for Town property owners that includes both collection costs and treatment costs. A new component to the annual sewer charges is the collection charge. As part of this new component, the City Council requested that staff look at a phase in approach to ease in the annual cost over a period of several years.

St
aff is recommending that the phase in program be phased in over a 4-year period, with a 25% percent increase each year.

FIS

CAL IMPACT
The annual collection charge that will be collected from the property owners for fiscal year 2022-23 is estimated to be in the rage of $250,000. This charge is proportionately delegated out to the various property owners based on water usage. Based on the above estimated collection charge for the property owners, if the City Council went with the four-year phase in program, for FY2022-23 the property owners as a whole would owe $62,500 and the Town’s General Fund would make up the difference of $187,500.

In
the analysis section of this staff report, examples of other phase in options will be exhibited.

Item #6
Staff Report – Sanitary Sewer Collection Charges- Phase In Program Page 2 of 3 May 25, 2022

BACKGROUND
The City Council held several study sessions to review and analyze the Town’s establishment of an enterprise fund for the annual sewer rates. Included in the new rate are the treatment charges from the two agencies (NSMCSD and SSF) where the Town’s wastewater flows and is treated. Currently the rate payers (Property owners who subscribe to the use of the Town’s sanitary sewer system) pay sewer treatment costs while the Town pays for costs that are associated with sewer collection, otherwise described as the “collection costs”. Through a rate study, performed by the Town’s Consultant, Bartle Wells, the collection cost was established for the various property owners in Town. The collection cost will be included in the new proposed sewer service rate. The rate study determined that the cost to maintain the collection system would be set at $3.22 per Hundred Cubic Feet (HCF) of water used. City Council then directed staff to proceed with issuing a Proposition 218 notice, allowing the various property owners in Town to weigh in on the new wastewater charge.

The City Council understood that this charge is essential to maintaining the Town’s wastewater system going into the future. However, the City Council also wanted to phase in the annual sewer increase in a gradual way.

ANALYSIS
Staff has calculated out four phase in options, including the no year approach where there is not a phase in program, and also including a 3-year, 4-year and 5-year phase in approach. The example below will be on the assumption that a property owner consumes 72 HCF of annual water use (Average 6 HCF of water use per month).

HCF Rate Annual
Charge Subsidy Annaul
Charge
Colma
Portion
72 3.22$ $ 231.84 0 $ 231.84 $ - NO Phase in Option
HCF Rate Annual
Charge Subsidy Annaul
Charge
Colma
Portion
72 3.22$ $ 231.84 0.33 $ 76.51 $ 155.33 72 3.22$ $ 231.84 0.67 $ 155.33 $ 76.51 72 3.22$ $ 231.84 1 $ 231.84 $ - 3 Year Option
Staff Report – Sanitary Sewer Collection Charges- Phase In Program Page 3 of 3 May 25, 2022
St
aff’s recommendation is for the City Council to proceed with the 4 year phase in option. This recommendation is being made based on the fact that a portion of the City Council favored the 3-year phase while the remainder of the City Council was in favor of the 5-year plan. The recommended plan provides a gradual approach for property owners to adjust to the new rate charges.

Council Adopted Values
The City Council’s phase in approach for the new annual sanitary sewer collection charges demonstrates respect to the various property owners in the Town. The City Council’s direction and potential action provides a phase in approach to ease in the new annual charges on the property owners in Colma.

AL

TERNATATIVES
T
he City Council could choose not to adopt the 4-year option, and instead could choose other options plans.

CO

NCLUSION
Staff recommends that the City Council, by motion, contingently approve the 4-year “Phase In” program for collecting annual sewer collection charges, to only be implemented in the event the City Council adopts the new rates on June 22, 2022.

HCF Rate Annual
Charge Subsidy Annaul
Charge
Colma
Portion
72 3.22$ $ 231.84 0.25 $ 57. 96 $ 173.88 72 3.22$ $ 231.84 0.5 $ 115. 92 $ 115.92 72 3.22$ $ 231.84 0.75 $ 173. 88 $ 57.96 72 3.22$ $ 231.84 1 $ 231. 84 $ - 4 Year Option-Staff Recomedation
HCF Rate Annual
Charge Subsidy Annaul
Charge
Colma
Portion
72 3.22$ $ 231.84 0.2 $ 46. 37 $ 185.47 72 3.22$ $ 231.84 0.4 $ 92. 74 $ 139.10 72 3.22$ $ 231.84 0.6 $ 139. 10 $ 92.74 72 3.22$ $ 231.84 0.8 $ 185. 47 $ 46.37 72 3.22$ $ 231.84 1 $ 231. 84 $ - 5 Year Option

Staff Report Water Conservation Incentive Program FY 2022-23 Page 1 of 4 05/25/2022

STAFF REPORT
T
O: Mayor and Members of the City Council
FROM: Brad Donohue, Director of Public Works
Abdulkader Hashem, Senior Project Manager
VIA: Brian Dossey, City Manager
MEETING DATE: May 25, 2022
SUBJECT: FY 2022-23 Water Conservation Incentive Program

RECOMMENDATION
Staff recommends that the City Council adopt the following:

RESOLUTION ESTABLISHING THE AUTHORIZED SUBSIDY AT $56,145.58 FOR THE WATER CONSERVATION INCENTIVE PROGRAM IN FISCAL YEAR 2022-23

EXECUTIVE SUMMARY
In July 2012, City Council approved a Water Conservation Incentive Program for all sewer service customers in Town. The program grants each sewer service user a subsidy if the customer used the same amount of water or less compared to the average of the prior three years. The proposed resolution would approve an authorized subsidy of $56,145.58 for the Water Conservation Incentive Program and direct the City Manager to include the appropriation in the proposed budget for fiscal year (FY) 2022-23 (as a reduction of General Fund revenue).

Approval of an authorized subsidy of $56,145.58 would reduce the sewer service charge for each “Eligible Customer” by 10% for FY 2022-23.

FISCAL IMPACT
Based on the 10% discount on each “Eligible Customer” the maximum cost the Town would incur for FY 2022-23 would be $56,145.58. Staff also requests a contingency amount of $2,000.00 for unforeseen changes due to modifications or usage calculation errors.

BACKGROUND
Resolution 2012-28, adopted in July 2012, the City Council approved a Water Conservation Incentive Program for all residential and commercial sewer service customers beginning in FY 2014-15. The program’s purpose was to create an incentive program by promoting water conservation, which if complied with, would help ease the cost of increasing sewer service rates the various property owners in Town.

Item #7
Staff Report Water Conservation Incentive Program FY 2022-23 Page 2 of 4 05/25/2022
The process of calculating the Annual Sewer Service charge discount was amended by the City Council at the April 11, 2018, City Council meeting.
 After the annual water consumption reports are provided to the Town via the Town’s water purveyor, Cal Water, Staff inputs the information and calculates out each property owners cost for their Annual Cost of Sewer charges.
 Once that effort has been completed, the next calculation is to determine who are “Eligible Customers” (Definition of Eligible Customer is: A property owner who is connected to the Towns Sanitary Sewer System whose domestic water use is the same or less than the prior three (3) year average).
 The Annual Sewer Service Discount is then based on the Annual Cost of Service for Eligible Customers only, for example if the Annual Cost of Service for Eligible Customers were $500,000 and the approved discount was 10%, the Annual Discount that the Town would be responsible for would be $50,000.

ANALYSIS
Authorized Subsidy
The proposed resolution would establish $56,145.58 as the Authorized Subsidy for the Water Conservation Incentive Program. The Town’s Annual Cost of Service for Eligible Customers for providing Town-wide sewer service is calculated to be $561,453.58 for FY 2022-23. Using this data, the Individual Sewer Service Discount would be calculated as follows:

Annual Cost of Collection Service for Eligible
Customers (NEW)
(South San Francisco + NCSMSD annual charges)
$207,838.30
Annual Cost of Treatment Service for Eligible
Customers

$353,615.28
Subtotal $561,453.58
Proposed Individual Sewer Service Discount
(Authorized Subsidy divided by Annual Cost of Service)

10.00%
Authorized Subsidy $56,145.58
Here’s an example of how this discount could affect an eligible residential customer1:

Sewer service charge applicable to parcel1 $753.00
Collection Charge (NEW) applicable to parcel1 $193.20

1 Using a hypothetical customer in the South San Francisco Sewer District plus new collection charge based on a annualized water consumption of 60 HCF,
Staff Report Water Conservation Incentive Program FY 2022-23 Page 3 of 4 05/25/2022
Subtotal $946.20
Individual Sewer Service Discount 10.00%
Savings to customer (Incl udes discount on Treatment
& Collection costs)
$94.62
Net charge to Eligible Customer $851.58
T
he maximum cost to the Town would only be the approved Individual Sewer Service Discount percentage of the Annual Cost of Service for Eligible Customers.

Fu
ture Subsidies
The Water Conservation Incentive subsidy has proven to be a successful program over the years and now includes the Collection fee which is also discounted as part of the program.

With the new formation of the Town’s sewer enterprise fund, City Council has inquired about other programs that could be implemented to help subsidize various property owners who may struggle with rising sewer costs. It is recommended that we keep the Water Conservation Subsidy in place this fiscal year and come back to City Council at a future date in FY2022-23 to reevaluate this program along with other subsidy programs such as low income and senior subsidies.

Council Adopted Values

The Water Conservation Incentive Program serves as a valid public purpose by rewarding and encouraging water conservation by both residents and businesses for their conservation efforts.

The program is innovative and
visionary , providing for an annual sewer subsidy for those who want to conserve a valued natural resource. The program also demonstrates the City Council’s commitment to adopting and implementing sustainability policies and programs.

Sustainability Impact
Programs such as the Water Conservation Incentive Program demonstrate what it means to be a sustainable community. Programs such as this bring focus to the importance of conservation.

Alternatives
Several alternatives are available to the Council: (2 examples, 5% and 15% discount) • The Council could lower the proposed Authorized Subsidy at 5% for Eligible Customers.

Please see Example below:

Sewer service charge applicable to parcels $561,453.58
Staff Report Water Conservation Incentive Program FY 2022-23 Page 4 of 4 05/25/2022
Individual Sewer Service Discount 5.00%
Savings to Eligible Customers $28,073
Net charge to Eligible Customers $533,380.58
• T
he Council could raise the proposed Authorized Subsidy at 15% for Eligible Customers.

Please see example below:

Sewer service charge applicable to parcels $561,453.58
Individual Sewer Service Discount 15.00%
Savings to Eligible Customers $84,218.36
Net charge to Eligible Customers $477,235.22
N
ext Steps
W
ith City Council approval of the Water Conservation Incentive Program, the City Engineer will prepare the Annual Engineer’s Report which will show the proposed sewer charge for each parcel for FY 2022-23. The Engineer’s Report will be presented to the City Council at the July 13, 2022, City Council meeting for approval. Upon approval, the Engineer’s Report will be submitted to the County Tax Collector, who shall then collect the sewer service charge against each parcel at the same time as the Collector collects the property tax against that parcel.

CONCLUSION
Staff recommends the City Council adopt the resolution allocating $56,145.58 for the Water Conservation Incentive Subsidy to help users reduce annual sewer charges while making a strong statement regarding the Town’s stance on providing programs that encourage the community to conserve natural resources such as water while adopting sustainable lifestyle practices.

ATTACHMENTS
A. Resolution
Res 2022-##, Water Conservation Incentive Program 2022-23 Page 1 of 2 RESOLUTION NO. 2022-##

OF THE CITY COUNCIL OF THE TOWN OF COLMA
A RESOLUTION ESTABLISHING THE AUTHORIZED SUBSIDY AT $56,145.58 FOR THE WATER CONSERVATION INCENTIVE PROGRAM IN FISCAL YEAR 2022-23 The City Council of the Town of Colma hereby resolves:

1. Background
(a) O n July 11, 2012, the City Council adopted Resolution No. 2012-28 establishing a Water Conservation Incentive Program for all sewer service customers in the Town. The proposed program would grant each sewer service user a subsidy if the customer used the same amount of water or less compared to the average of the prior three years. (b) The City Council finds that the payments to be made under the Water Conservation Incentive Program serve a valid public purpose – to reduce water consumption – and that the program is fair and equitable to all users.

2. Findings
The City Council finds as follows:
(a) The Water Conservation Incentive Program serves a valid public purpose, to wit, it rewards and encourages water conservation by both residents and businesses especially in drought periods;
(b) The program is innovative, providing for an annual sewer subsidy for those who want to conserve a precious natural resource;
(c) The program demonstrates the City Council’s commitment to adopting and implementing sustainability policies and programs;
(d) The proposed Authorized Subsidy described herein is affordable; and (e) In establishing the Authorized Subsidy described herein, the City Council has considered the long-term consequences to the financial health of the Town.

3. Order
The City Council hereby establishes an Authorized Subsidy of $56,145.58 for the Water Conservation Incentive Program for fiscal year 2022-23. /
/
/
Attachment A
Res 2022-##, Water Conservation Incentive Program 2022-23 Page 2 of 2 Certification of Adoption
I certify that the foregoing Resolution No. 2022-## was duly adopted at a regular meeting of said City Council held on May 25, 2022 by the following vote:

Name Voting Present, Not Voting Absent
Aye No Abstain Not Participating
Helen Fisicaro, Mayor
Raquel “Rae” Gonzalez
Joanne F. del Rosario
John Irish Goodwin
Diana Colvin
Voting Tally

Dated ______________________ ___________________________________ Helen Fisicaro, Mayor

Attest: ____________________________
Caitlin Corley, City Clerk

Staff Report re Budget Study Session (Part 3) Page 1 of 8

STAFF REPORT
T
O: Mayor and Members of the City Council
FROM: Pak Lin, Administrative Services Director
VIA: Brian Dossey, City Manager
MEETING DATE: May 25, 2022
SUBJECT: FY 2022-23 Budget Study Session 3

RECOMMENDATION
This item is a study session for informational purposes only. No City Council action is required; however, staff seeks City Council direction in preparing the FY 2022-23 Operating and Capital Budget for adoption on June 8, 2022.

EXECUTIVE SUMMARY
At tonight’s City Council Meeting, the Council will receive a report that reviews the Town’s overall revenues and expenditure budgets, General Fund revenues and expenditur es, preliminary estimates of Town-wide reserves, and major expenditure programs.

The City Council will be asked for their comments and review of the FY 2022-23 Budget. Changes directed by the City Council at this meeting will be incorporated in the final proposed budget document to be adopted after the public hearing on June 8, 2022 Regular City Council meeting.

FISCAL IMPACT
City Council review and direction on the FY 2022-23 Budget and Financial Plan will not impact the current FY 2021-22 Budget.

BACKGROUND
The Budget is an annual planning tool that communicates priorities and sets the Town’s operating and spending policy for the year. The City Manager is responsible for presenting a budget to the City Council according to Colma Administrative Code Sec tion 4.01 Division 2. The financial objective of the budget is to ensure that there are sufficient funds to meet ongoing spending.

Special projects and capital programs, where spending is generally one-time in nature, typically can utilize reserves. Operating expenditures should stay within the annual revenue constraint to avoid depleting the Town’s reserve and creating an unaddressed structural deficit.

Item #8

Staff Report re Budget Study Session (Part 3) Page 2 of 8

On April 13, 2022 the Town held the first budget study session for the development of the FY 2021-22 operating and capital budget. The preliminary budget for all funds included $23.2 million for revenues, $20.2 million for operations, and $4.6 million for the capital improvement program.

For the General Fund, the preliminary revenue budget is $19.1 million, operating budget is $18.6 million and net transfers is $2.6 million.

The total General Fund operating deficit plus net operating transfers is $2.1 million. The Town’s General Fund is obligated to fund debt payments and sewer operations.

At the April 27, 2022 City Council meeting, staff refined the FY 2022-23 capital program. Table 2 below shows the presented capital program by categories, and Table 3 below shows the funding summary.

Table 1: Summary of Activities
Town-wide Financial
For FY 2022-23
Operating Activities
Revenues 19,082,055$ 353,976$ 1,978,177$ 255,000$ 1,481,262$ 23,150,470$ Expenditures 18,566,729 528,302 4,360,925 220,000 1,109,025 24,784,981 Operating Surplus / (Deficit) 515,326 (174,326) (2,382,748) 35,000 372,237 (1,634,512) Net Transfers In/(Out)
Transfers to Capital Programs (2,250,925) (220,000) 2,470,925 - Transfers to Operating Programs (346,409) 297,569 - - 48,840 - Change in Fund Balance (2,082,008) (96,757) 88,177 35,000 421,077 (1,634,512) General Funds
Special
Revenues &
Debt Funds
Capital
Funds
Vehicle
Replacement
Fund
Enterprise
Funds Total

Staff Report re Budget Study Session (Part 3) Page 3 of 8

The proposed FY 202 2-23 Operating and Capital Budget (Attachment A) incorporates City Council’s feedback from the prior two study sessions and the changes discussed in the Analysis.

ANALYSIS
The FY 2022-23 Budget includes a projection of $22.76 million in total revenues for all funds and a budget request of $24.72 million in total expenditures, which consists of $19.81 million in Operating Expenditures, $299,000 in annual Debt Service (Town Hall Certificate of Participation) and $4.60 million in Capital Improvement Projects (combine of Capital Program Funds and Internal Service Funds).

Funding Plan
Total
Project Cost
2021/22
and Prior
2022/23
Budget
2023/24 to
2027/28
Projected
Future/
Unfunded
Capital Reserve (31) 836,085 836,085 0 0 0 City Facility (83) 55,000 55,000 0 0 0 Fleet Replcmnt (61) 1,249,000 164,000 220,000 865,000 0 Gas Tax & RMRA (21) 317,450 162,450 80,000 75,000 0 General Fund (11) 8,515,888 1,872,813 2,397,075 4,246,000 0 LEAP Grant (31) - Reimb 65,000 65,000 0 0 0 Measure A (22) 613,600 422,600 80,000 111,000 0 Measure M (35131) 320,032 320,032 0 0 0 Measure W (26) 153,950 31,950 60,000 62,000 0 Measure W Grant (32) 1,800,000 0 1,800,000 0 0 OBAG-LSR (35006) 100,000 100,000 0 0 0 OBAG-TLC (35005) 558,740 558,740 0 0 0 PLAN JPA (32) 10,000 10,000 0 0 0 REAP Grant (31) - Reimb 20,000 20,000 0 0 0 Safe Route to School (35007) 200,000 200,000 0 0 0 SB2 Grant (31) 93,000 93,000 0 0 0 SB2 Grant - pending reimbursement 67,000 67,000 0 0 0 TDA Art 3 Grant (32-35003) 95,000 0 95,000 0 0 Unknown Revenue Source 66,050,000 0 0 1,250,000 64,800,000 Total Funding 81,119,745 4,978,670 4,732,075 6,609,000 64,800,000 Table 4: Summary of Activities
Town-wide Financial
For FY 2022-23
Operating Activities
Revenues 19,082,055$ 353,976$ 1,978,177$ 255,000$ 1,088,159$ 22,757,367$ Expenditures 18,477,759 526,563 4,382,075 220,000 1,109,025 24,715,423 Operating Surplus / (Deficit) 604,296 (172,587) (2,403,898) 35,000 (20,866) (1,958,055) Net Transfers In/(Out)
Transfers to Capital Programs (1,391,100) (220,000) 1,611,100 - Transfers to Operating Programs (560,315) 297,569 - - 261,646 (1,100) Change in Fund Balance (1,347,119) (95,018) (792,798) 35,000 240,780 (1,959,155) TotalGeneral Funds
Special
Revenues &
Debt Funds
Capital
Funds
Vehicle
Replacement
Fund
Enterprise
Funds
Table 3

Staff Report re Budget Study Session (Part 3) Page 4 of 8

Table 4 above includes the following changes:
• Total General Fund expenditures reduced by $88,970 and the total Special Revenues & Debt Funds reduced by $2,839 . The reductions were related to adjustments in salaries, wages, and benefits. The changes were in leave payout and taxes. • Total Capital Funds expenditure increased by $21,150. Changes in the Capital program will be discussed below.
• Total Enterprise Funds revenues decreased by $393,103. The changes were correcting senior housing rent and adjusting the Sewer Enterprise Fund revenues. In the April 27, 2022 City Council meeting, staff was directed that a por tion of the sewer collection charges will be subsided by the General Fund in a phased -in approach. This reduced sewer revenues and increased the amount to be transferred in. Other changes include increases in the Town’s contribution to the water incentive program.

Capital Program:

Table 1 above shows the preliminary capital fund plus fleet replacement budget of $4.58 million.

After the April 14, 2022 budget study session, staff updated four of the capital project budget bringing the total capital budget (plus fleet replacement) to $4.73 million, an increase of $151,150. Since the April 27, 2022 capital budget study session, staff made the following changes to the capital programs:
• Mission Road Landscape (908) . On May 11, 2022 the City Council approved an increase to the project budget by $343,200 effective July 1, 2022. The project budget was considered separately from the capital budget . The project budget is included in the budget document for transparency and completeness.
• Mission Road Crosswalk (909). The budget request of $125,000 has been removed from the capital program. Staff will include the budget amendment with the contract award.
• Town-wide Bicycle & Pedestrian Master Plan (910). The budget request of $95,000 was changed to $90,000. There was a typo to the grant amount and project spending plan.
• Capital Transfer was reduced by $859,825. During the April 27, 2022 capital budget study session, the City Council directed staff to preserve the General Fund reserve and drawdown on the Capital Reserve by $880,975.

FY 2020-21 General Fund Surplus Transfer
During the Capital Budget Study Session, staff presented the FY 2020- 21 General Fund surplus transfers according to the Colma Administrative Code 4.01.190 titled Annual Surplus. According to CAC 4.01.190, the Town would transfer $890,474 from General Fund to Capital Reserve, as shown in Table 5 below. After the public comments, the City Council discussed and directed staff to use of the $890,474 capital reserve to fund part of the FY 2022-23 capital program request.

Staff Report re Budget Study Session (Part 3) Page 5 of 8

Town-Wide Reserves
Table 6 below shows the Town’s projected reserve balances on June 30, 2022 based on the conservative projections above. In the table below, unassigned reserves show a reduction of $1.44 million. The reduction in FY 2021 -22 includes the $3.03 million in transfers due to the FY 2020-21 General Fund surplus transfer, see Table 5 above for more information.

Table 5

Staff Report re Budget Study Session (Part 3) Page 6 of 8

General Fund Projection

duplicate of the General Fund projection section of the document The projection below shows the revenues and expenses lines crossing between FY 2023- 24 and FY 2024 -25. The gap between the revenue and expenditure lines continues to widen over time. This signifies that the Town’s General Fund revenues are not enough to support general government operations, such as police services, recreation services, planning, building, and engineering services, public infrastructure maintenance, and administrative support. T his is assuming no changes to revenue streams or operating structure.

In terms of General Fund Reserves, the unassigned reserve is projected to reduce by $5.07 million by June 30, 2024, and it is due to capital transfers of $4.75 million. Beginning

Staff Report re Budget Study Session (Part 3) Page 7 of 8

the fiscal year ending June 30, 2025, the reduction in unassigned reserves is attributed to the compounding of the operating deficit, shown in the table above, and transfers to support debt obligations, sewer services, and capital activities.

The FY 2019-20 Budget projected that the unassigned General Fund reserve will turn red beginning in FY 2023 -24. Since then, the Town increased its OPEB and pension trust contributions, made supplemental payments to CalPERS to reduce future unfunded liabilities, negotiated changes to employee benefits, and obtained several grants to fund major capital programs.

Transfer to 115 Trusts
In recent months, economists on various news outlets are beginning to discuss the rise in inflation and the potential for stagnation. Some are concerned that the US economy may enter stagflation, similar to the 1970s and the gas shortage. While the Town cannot control or increase our revenue streams quickly, the City Council may consider making a one -time supplemental payment to CalPERS in the amount of $1.0 million to $1.9 million, the FY 2020- 21 General Fund surplu s transfer to 115 Trust. We anticipate that CalPERS interest earnings will be substantially lower than their goal of 7%. This will amount to higher future pension unfunded liabilities. By making another supplemental payment, the Town will reduce some of it s unfunded liabilities and will offset part of the rise in pension cost.

Transferring the $1.9 million to 115 Trust will allow the Town to maintain a bit more control over the use of the funds. The expected return on the 115 Trust is 3-5%, which means the Town will eventually need to bridge the gap between the CalPERS rate of 7% and the 115 Trust’s investment return with General Fund monies. The City Council may also direct staff to pay a portion to CalPERS and transfer the rest to the 115 Trust.

Budget Document

Similar to the prior year, the FY 2022-23 Operating and Capital Budget is developed and reported entirely using OpenGov Budget, Reports, and Stories platforms. Links within the OpenGov platforms are interactive in nature, including the navigation buttons on top as well as underlined texts. Charts within the OpenGov platform allow users to scroll down to see the table of data.

Tables, on the other hand, are Microsoft Excel images. The link to the digital version can be found here: https://stories.opengov.com/colmaca/published/VlqJRLSeMk

Considering the Colma’s age demographics, the printed ve rsion is a duplicate of the online document, and for ease of use, all charts have a corresponding table below. This also applies to the Google Slide presentations that are embedded in the online document, wh ere each slide is presented as a separate image within the printed version.

After the adoption of the budget, staff will complete the videos on City Manager’s Message, How to Navigate the Digital Budget, and Budget -at-a-Glance. A transcript of the videos will also be available in the printed version.

Staff Report re Budget Study Session (Part 3) Page 8 of 8

Reasons For the Recommended Action/Findings
Providing for early public discussion of the Town’s Financial Plan allows an opportunity for staff to evaluate and incorporate any comments from the City Council and new items that may not be included in the budget.

Council Adopted Values
The Staff recommendation is consistent with the Council adopted values of:
• Responsibility: Making decisions after prudent consideration of their financial impact, considering the long-term financial needs of the agency, especially its financial stability. • Fairness: Support the public’s right to know and promote meaningful public involvement.

Alternatives
In addition to providing feedback on the budget , the City Council may provide direction to s taff on budgetary items to add or be removed.

CONCLUSION
Staff is requesting feedback on the proposed FY 202 2-23 budget. Changes will be incorporated in the final budget document to be considered and adopted after the public hearing on June 8 , 2022. A more detailed budget document will be provided in advance of these meetings.

ATTACHMENT
A. FY 2022-23 Operating and Capital Budget.

Web version: https://stories.opengov.com/colmaca/published/VlqJRLSeMk

1 Attachment A

2 Preface

3 Table of Contents
The contents below are linked to the corresponding section of the document. Clicking on the section title or the page number will bring you directly to that section of the document.

Introductory
Preface 2
Budget Award (below) 4
Introduction 6
How to Use Navigate
Document 6
City Manager's Message 6
Budget-at-a Glance 7
Colma Profile 8
Colma Revenues Profile 10
Major Employers in Colma 11
Budget Overview 12
Budget Development 12
Basis of Budgeting 13
Economic Assumptions
for FY 2022-23 13
Town-wide Financial
Summary 14
General Fund 16
Inter-Fund Transfers 22
Projected Reserve Balance
for All Funds 22
Budget Detail
Department Budget 23
General Government 27
City Council (110) 34
City Attorney (130) 37
City Manager/City
Clerk (140) 40
Human Resources (141) 44
Finance (150) 48
General Services (151) 52
Debt Service (620) 56
Emergency
Response (19-600) 59
Public Safety 62
Administration (210) 69
Patrol (220) 72
Communication (230) 75
Community Services (240) 77
Public Works & Planning 81
Engineering &
Building (310) 91
Maintenance (320) 94
Planning (410) 98
Facility Operations (800s) 102
Recreation (510) 107
Capital Improvement Plan 115
Capital Overview 115
Streets, Sidewalks, &
Bikeways 120
Sewers & Storm Drains 138
City Facilities &
Long-Range Plans 141
Major Equipment,
Technology, & Vehicles 158
Supplementary
Financial Summaries 166
Historical Financial
Summaries & Forecast 166
Financial Summaries 170
Appendix 177
2022-23 Appropriation
Limit 177
Staffing 179
Description of Funds 180
Town's Financial Policies 182
Glossary of Terms 184
Resolutions for:

Budget Adoption 198
GANN Limit 198

4 Budget Award

The Government Finance Officers Association of the United Stat es and Canada (GFOA) presented a Distinguished Budget Presentation Award to the Town of Colma, California, for its annual budget for the fiscal period beginning July 1, 2021.

In order to receive this award, a government unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device.

This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements and we are submitting it to GFOA for award consideration.

5 Introduction 6
Introduction

Navigating Through the Digital Budget

City Manager's Message

Introduction 7
Budget -at -a Glance

Expenditures by Funds

GF 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 Actual Thru 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 Expenditures by Funds Actual Actual Actual Actual Actual Budget April '22 Est. Actual Budget Projection Projection Projection Projection Projection General Fund 13,323,024 14,682,852 14,336,497 15,275,872 13,918,293 17,982,721 13,461,353 17,259,625 18,477,759 19,028,442 19,820,049 20,510,380 21,316,699 22,198,905 Capital Project Funds 3,717,895 8,252,413 5,888,225 1,066,644 2,982,172 1,067,434 198,475 1,027,434 4,382,075 4,874,000 720,000 50,000 50,000 50,000 Enterprise Funds - - 1,101,636 1,105,264 1,118,504 1,337,375 969,765 1,036,799 1,109,025 1,141,778 1,175,647 1,210,956 1,247,023 1,284,620 Debt Service Funds 299,069 295,069 301,669 297,218 297,719 297,569 88,134 297,569 298,669 294,619 294,219 294,319 294,969 295,281 Special Revenue Funds 170,044 300,745 211,139 210,002 221,416 220,128 205,224 217,387 227,894 227,944 234,315 240,876 247,682 254,671 Internal Service Funds 30,964 112,587 113,433 171,578 19,973 164,000 161,165 164,000 220,000 150,000 215,000 150,000 200,000 150,000 Total Expenditures (All Funds) 17,540,996 23,643,665 21,952,599 18,126,578 18,558,076 21,069,227 15,084,115 20,002,814 24,715,423 25,716,783 22,459,230 22,456,531 23,356,373 24,233,476

Introduction 8
Colma Profile
Colma History

More information about Colma’s history is available at the Colma Historical Association website at https://www.colmahistory.com/history.html
The link to the YouTube video is https://youtu.be/Lu1qSTikCQ4

Introduction 9
Map of Colma
Courtesy of Google Map
Colma is located 11 miles south of San Francisco and 47 miles north of San Jose.

Colma Census Data
Population Growth

Race and Ethnicity

Age Ranges

Household Income

Introduction 10
Colma Revenues Profile
The Town's primary sources of revenues are sales, cardroom, and property taxes. Cardroom tax is based on gross income.

Sales Tax R evenues
Where doe s my sale s t ax dollar go?

Sales Tax Trend

The tax rate for San Mateo County is 9. 375%.

The chart above shows that for every dollar of
the sales tax you pay, 11 cents go to the Town
of Colma.

The sales tax chart (above) shows actual
receipts. For FY 2021- 22, the Town received
$9.53 million in sales tax through April 2022. The
estimated actual projected for FY 2021 -22 is
$12.70 million.
2021 Sales Tax Comparison
Town of Colma

HdL Client Database Statewide Totals

Introduction 11
Property Tax R evenues
Where does my property tax dollar go?

For every dollar of property tax you pay, the
Town gets 7 cents. This does not include special
bonds and other fees added to the property tax
roll.

Property Tax Trend

Major Employers in Colma
The data below are arranged in alphabetical order.
• Ashley Home Store (General Consumer
Goods)
• Best Buy (General Consumer Goods)
• Black Bear Diner (Restaurants and Hotels)
• Cadillac (Auto and Transportations)
• Car Max (Auto and Transportations)
• Cypress Lawn (Cemeteries)
• Home Depot (General Consumer Goods)
• Home Depot Pro (General Consumer
Goods)
• Honda of Serramonte (Auto and
Transportations)
• Kohl’s (General Consumer Goods)
• Lexus of Serramonte (Auto and
Transportations)
• Lucky Chances (Entertainment)
• Serramonte Ford (Auto and
Transportations)
• Stewart Chevrolet Chrysler Dodge Jeep
Ram (Auto and Transportations)
• Target (General Consumer Goods)
• Tesla (Auto and Transportations)
Major Industry Group
• Auto and Transportations (51)
• General Consumer Goods (77)
• Building and Construction (6)
• Restaurants and Hotels (28)
• Business and Industry (10)
• Food and Drugs (4)
• Cemeteries (16)
• Leisure/Entertainment (3)

Budget Overview 12
Budget Overview

The FY 2022-23 Budget includes a projection of $ 22.76 million in total r evenues for all funds and a budget request of $24.72 million in total expenditures, which consists of $19.81 million in Operating Expenditures, $299,000 in annual Debt Service (Town Hall Certificate of Participation) and $4.60 million in Capital Improvement Projects (combine of Capital Program Funds and Internal Service Funds).

Budget Development
The Budget Development Process begins in February with the mid-year financial update and budget review. Market and economic indicators, by mid- year, provide the foundation for the following fiscal year's budget. For FY 2022-23, the mid-year financial update was presented at the February 23, 2022 Regular City Council meeting. Each department received the budget instructions for the FY 2022-23 budget development with the following assumptions.
• Base Operation : The base operating budget assumes that the Town wi ll be in full operation on July 1, 2022. The budget should be consistent with historical data (4- year average) and economic trends (CPI). Personnel costs incorporate Council -approved COLAs and average benefit increases (5%).
• Program Assumptions : Programs above the base operation must align with the 2020-2022 Strategic Plan. The plan and the status update are available at https://www.colma.ca.gov/strategic-plan/
• Economic Assumptions: The budget account s for the operating impact of COVID and the War in Ukraine, including additional COVID sick leave and facility cleaning, reduction in investment income, and an increase in fuel, equipment, and construction cost s as a result of supply shortages.
• Other Guiding Documents: The Town of Colma has other guiding documents that impact the annual budget development, including the Colma Budget Procedures & Reserve Policies, Unfunded Liabilities Strategies, Sewer Fee Study, and Economic Development plans.

Budget Overview 13
The following chart shows the budget development timeline for FY 2022-23.

Basis of Budgeting
The budget numbers are developed based on a modified- accrued basis; where revenues are recorded when the amount is known and available, and the expenditures are recorded when the related liability is incurred. Although the Sewer Enterprise, City Facilities Enterprise, and the Fleet Replacement funds use the full accrual basis of accounting in the audited financial statements, for the purposes of the budget development, the modified accrued basis is used for all funds.

Economic Assumptions for FY 2022 -23
As a financial planning document, the Town of Colma considers global and local economic conditions in the development of the FY 2022-23 budget.

Globally, the Town of Colma operation continues to be impacted by COVID -19, inflation, and the War in Ukraine. With the COVID-19 Omicron surge, the State required all employers to provide an addi tional 80 hours of supplemental COVID sick leave which is in addition to the Town's accrued leave policy. The additional sick leave is an additional cost to the Town and sunsets in September 2022. Additionally, with each positive case, the Town is required by Cal/OSHA to conduct deep cleaning of the impacted facility.

The FY 2022-23 budget accounts for both the supplemental sick leave and the facility cleaning costs.

Inflation impacts the Town's revenues and expenditures. For revenues, the increase in the c ost of consumer goods equates to higher sales tax collected. The increase in sales tax revenues is temporary and will reduce once the market readjusts. On the expenditures side, the purchase of selected supplies and equipment will increase due to inflation. Additionally, due to the rise in inflation, the Federal Reserve

Budget Overview 14
has scheduled several rate increases to slow down the market. This will impact the Town's commercial development and interest earnings. The War in Ukraine further exacerbated the supply chai n shortages and the impact of inflation.

Locally, the Town of Colma has been dealing with the decline in brick and mortar and the rise in unfunded liabilities. With the convenience and availability of online sales, the Town saw an increase in vacant storefronts, pre -pandemic. Part of the Colma 2020- 2022 Strategic Plan is creating an economic development ad hoc committee chaired by the City Manager and facilitated by various economic development consultants. The plan to address vacant storefronts is under development.

As for unfunded liabilities, the City Council has approved and updated the unfunded liabilities strategy and the Town's reserve policy to fund 115 trusts for future pension and OPEB costs. The Town also made additional contributions to CalPERS to reduce the Town's unfunded pension liabilities. As of June 30, 2021 the Town has $22.19 million in net unfunded liabilities and $7 .64 million in its 115 trusts.
1 Budget Analysis
The budget assumes full operations and adds in contingency. A budget-to-budget analysis provides operational changes without needing to address vacancies and operational interruptions during the year. An estimated actual to budget comparison provides good economic indicators on how the current year's operation will perform and how that will impact the following budget year. For this reason, estimated actual to budget comparison is great for revenue analysis and budget to budget comparison is more informative when assessing operations.

Town -W ide Financial Summary for Fiscal Y ear
The FY 2022-23 Budget projects the Town will receive $22.7 6 million in revenues for all funds and will need $24.72 million for operation, debt, and capital improvements.

Revenues and Expenditures (All Funds)
The line chart shows the Town's revenues and expenditures since FY2016- 17. There are five instances where the orange line is above the green. These are the years the Town drew down on reserves. FY 2017-18 is when the Town entered the construction phase of the Town Hall Renovation, an $18.08 million project. The Town issued debt to finance $5.30 million of the total project cost. FY 2019-20 is the beginning of the COVID- 19 pandemic, where the Town experienced an immediate reduction in tax revenues due to the Shelter -in-Place Order and curfews. In FY 2020-21, the Town added $2.00 million to the reserves, largely due to additional sales tax as a result of the passage of AB147, as it's related to the collection of sales tax in online sales. In response to the COVID- 19 pandemic, the Town deferred m ost capital projects to retain reserves. As a result, the Town is projecting expenditures to exceed revenues in FY 2021- 22 and FY 2022- 23 to fund the capital program.

1 Unfunded liabilities are generally a year behind in valuation. The latest available valuation is as of June 30, 2021.

Budget Overview 15

Revenues & Expenditures Summary
R evenues by Categories for All Funds
Sales tax, cardroom tax, and revenues from other agencies represent 79% of total revenue s for all funds, or $18.07 million. Sales tax and cardroom tax revenues will be discussed further in the General Fund section, below. The $2.35 million in revenues from other agencies includes grant funding awarded for three of the Town's capital projects, the El Camino Real Bicycle and Pedestrian Improvement Project ($1.80 million), the Town -Wide Bicycle and Pedestrian Master Plan ($90,000), and Housing Element Update ($85,000). Annually, the Town also received $345,000 in grants for public safety services and roadway maintenance and improvements.

Budget Overview 16
Expenditures by Cat egories for All Funds
Salaries, wages, & benefits, professional & contractual services, and capital outlay are the three largest expenditure categories for FY 2022-23 and represent 89% of the total expenditures budget.

The $12.13 million in salaries, wages, & benefits include $6.61 million for salaries and wages for the 43.1 FTE, $2.30 million in pension contributions, $1.55 million payment towards OPEB liabilities, and $1.68 million towards active employee benefits. The $4.41 million in capital outlay is outlined in the FY 2022- 23 Capital Program section of the budget. The $ 5.36 million in professional & contractual services accounts for $988,000 in sewer operation, $941,000 in insurance, and the remaining $3.43 million in various contract services, such as planning, building & engineering services, legal and audit services, and routine repair and maintenance services.

Expenditures by Department for All Funds

General Fund Budget
For FY 2022-23, General Fund is projected to receive $19.08 million in revenues, spend $18.48 million in operations, and transfer $1.95 million to support capital, debt, and sewer programs. After transfers, General Fund will need $1.35 million of unassigned reserves.

Budget Overview 17
General Fund R evenues and Expenditures (No Transfers)

General Fund Revenues and Expenditures

The General Fund operating surplus for FY 2022- 23
is projected to be $604,000. It reflects the difference between the projected General Fund revenues of
$19.08 million and the General Fund expenditure s
budget of $18.48 million. Since the Town's General
Fund also supports capital, debt, and sewer
operations, the operating surplus of $604,000 does
not reflect the full picture.

As stated above, after accounting for General Fund
transfers, the net fund deficit is $1. 35 million for FY 2022-23. Transfers include $1. 39 million to the
Capital Program (31 & 32), $299,000 to Debt
Service (43), and $ 262,000 to Sewer Operations
(81).

GF 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 Actual Thru 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 General Fund Actual Actual Actual Actual Actual Budget April '22 Est. Actual Budget Projection Projection Projection Projection Projection Revenues 18,125,608 18,745,552 18,394,614 15,638,109 17,882,386 17,531,264 13,681,790 18,370,806 19,082,055 19,354,521 19,567,136 19,782,947 20,002,004 20,224,353 Expenses (13,323,024) (14,682,852) (14,336,497) (15,275,872) (13,918,293) (17,982,721) (13,461,353) (17,259,625) (18,477,759) (19,028,442) (19,820,049) (20,510,380) (21,316,699) (22,198,905) Revenues Less Expenses 4,802,584 4,062,700 4,058,117 362,237 3,964,093 (451,457) 220,437 1,111,181 604,296 326,079 (252,913) (727,433) (1,314,696) (1,974,552)

Budget Overview 18
General Fund Revenues
Total tax revenues of $18.07 million represent 95% of the total general fund revenues budgeted for FY 2022-23.
• Sales tax: Per our discussions with HdL, the Town’s tax consultant, the Town will receive close to $13.00 million in sales tax revenues by June 30, 2022 and close to $13.50 million by June 30, 2023. Due to uncertainties surrounding inflation, supply shortages, the war in Ukraine, and the COVID-19 Omicron surge, the sales tax projection for FY 2021-22 and FY 2022-23 is less than the HdL’s projection at $12.70 million and $13.08 million, respectively. • Cardroom tax is the Town's second-largest general fund revenues source. Cardroom taxes have also been restored to pre-pandemic levels in FY 2021-22. While FY 2021-22 is projected to be a little over $4.00 million, the FY 2022 -23 budget of $ 4.21 million is the pre- pandemic budget for cardroom taxes.
• Property and other taxes is a relatively stable revenues source. Growth is limited to 2% per year, per Prop 13, but during an economic crisis, property values may reduce per Prop 8 housing valuation relief. In general, property tax impacts are delayed by 2 years, whereas sales tax and cardroom tax revenues can be impacted immediately. The budget projects the Town will receive $788,000 in property and other taxes.

Gener al Fund Revenues by Categori es Trend

Budget Overview 19

General Fund Tax R evenues Trend

Budget Overview 20
General Fund Expenditures
The FY 2022-23 General Fund budget is $18.48 million, an increase of $1.22 million from FY 2021-22 Estimated Actual and $0.53 million more than the FY 2021- 22 Budget. The $1.2 2 million increase from FY 2021-22 Estimated Actuals to FY 2022-23 Budget is attributed to salary savings from unfilled vacancies in Police and Recreation departments, deferred programs and projects as a result of COVID-19 operational interruptions, and unused contingencies in maintenance, facilities, and contract services.

When comparing the FY 2022- 23 Budget to FY 2021- 22 Budget , the increase in General Fund operation increased by 3%.

Budget Overview 21
Many of the budgeted programs are designed to align with the Town's 2020-2022 Strategic Plan, as shown below. The amounts are listed in total and the table was presented as part of the April 11, 2022 Regular City Council budget study session.

Strategic Plan Focus
Area FY 2022-23 Budget Programs
Resiliency
Ensure long term
Financial health,
Workforce
development,
Emergency
preparedness and
Climate adaptation
• Grant, advocacy and earmark consulting services ($ 72,000); • Self-sustaining sewer enterprise fund – Town’s sewer fee portion plus water incentive program ($48,840);
• Student Aide/Internship Program ($34,464);
• Online employee portal ($10,000);
• Employee wellness, training, and coaching ($40,000)
• COVID response ($72,000);
• Contribution to unfunded liabilities
• Pension ($499,94 4);
• OPEB ($1,545,456);
• Accrued Leave Payout ($109,061) ;
Operations
Increase Civic
engagement,
Transparency and use
of Technology
• Codification of Municipal Code ($27,500);
• Additional cell phones for police services ($14,700); • Police cameras annual subscriptions ($82,000) – body worn, in car, and license plate readers;
Economic Development
Create Placemaking &
Develop marketing
strategy
• Economic development program, including the use of consultants to help fill retail vacancies and commercial devel opment ($55,000); Community
Build upon our
Community identity &
Maintain quality of life
• City Council donation increased by $10,000 ($100,000); • Town facilities improvements ($217,000);
• Recreation programs ($189,200, i.e. Holiday Events, Picnic, Concerts, Community Fair, Day Camp, Senior programs, etc.) Capital Program • The Town’s capital program is scheduled for the April 27, 2022 Regular City Council meeting for public review and discussion.

Budget Overview 22
Int e r-Fund Transfers Summ ary
The first transfer summary table below is the historical summary of transfers in and out of the General Funds. This includes Fund 11, 12, and 19. Fund 11 is the general fund operating fund. Fund 12 is where the Town records City Council committed reser ves per the Colma Administrative Code reserve policy.

Fund 19 houses all COVID-19 related activities.

The second table summarizes the FY 2022-23 inter-fund transfers for all Town funds. The numbers in the (brackets) represents transfers out and the numbers without a (bracket) are the transfers in.

Projected Reserve Bal ance
The tables below shows the reserve balance by fund categories.

Departmental 23
Departmental Budget

The Town's operation is made up of four main functions:

1. General Government,

2. Public Safety,

3. Public Works & Planning, and

4. Recreation.

Aside from Recreation, there are multiple departments/divisions within each of the functions above.

Organizational Chart
All five slides of the online version of the organizational chart are available below as separate images.

The link to the digital budget for this section is
https://stories.opengov.com/colmaca/published/IfsG8vhC8C

Departmental 24

Departmental 25

Departmental 26
Departmen tal Re lat ionship
The Town’s General Fund supports majority of the Town’s operations. Below shows the relationship of each department to the various Town funds, including the percent of support from each fund.

Departmental | General Government 27
General Government

General Government comprises of the following departments/divisions:
• City Council (110),
• City Attorney (130),
• City Manager & City Clerk (140),
• Human Resources (141),
• Finance (150),
• General Services (151),
• Debt Services (620), and
• Emergency Response (19-600).

All departments and divisions within the General Government function are fully supported by the General Fund (11), with the Debt Services (620) department housed under the Debt Service Fund (43) and are fully supported through annual transfers from the General Fund.

Revenues Summary
The General Government function is mainly supported by General Fund. The Town receives insurance reimbursements for workers' compensation, general liability, and property claims. The budget for insurance reimbursement is $50,000.

The negative $171,192 the Actual Thru April ’22 reflects grant funding the Town expects but has not received. In accordance with modified accrual basis of accounting, the Town recorded the revenue in FY 2021-22, which resulted in the negative revenue in FY 2022-23.

Departmental | General Government 28

Expenditures Summary

The t otal general government budget for FY
2022-23 is $5,168,232. The salaries, wages, &
benefits category represents 4 6% of the total
general government budget. It supports 7.8
FTEs. The professional & contractual
services category includes insurance- related
costs ($941,000) and debt payments
($296,000). Key changes in major general
government expenditures categories will be
discussed further in the respective departments.

The three largest departments/divisions within
the general government function include City
Manager/City Clerk at 33%, General Services at
28%, and Finance & HR at 18% of th e total
budget. More information is available in the
departmental budget narratives.

Departmental | General Government 29
Expenditures by Categori es

Expenditures by Fund

Departmental | General Government 30

Accomplishments
Strategic Plan:
• Improved communications with community through consistent messaging on Social Media Channels.

Operational:
• Updated 2020-22 Strategic Plan.
• Received a clean audit for FY 2020-21.
• Successfully recruited and hired HR Analyst.
• Received budget award for FY 2021-22 Budget from CSMFO and GFOA. • Welcomed several new businesses including Cadillac, Kia Serramonte, Apex Barber, and Centrix Builders.
• Restarted C.A.P.E. program.
• Updated and published Colma COVID Prevention Plan.
• Updated and published Return to Work Policy.

Performance Measurement:

The 2022-23 Goals in the images below reflects the annual average. All four slides of the General Government performance measures presentation are available below as separate images. The link to the digital budget for this section is
https://stories.opengov.com/colmaca/published/KPDlFOGv8b

Departmental | General Government 31

Departmental | General Government 32

COVID Response
• Exhausted ARPA funding and completed the annual reporting requirement. • Published the Colma COVID Prevention Plan on the Town's website, along with the latest Return to Work policies as directed by CDD, CDPH, and Cal/OSHA. • Coordinated with C.A.P.E.
• Moved Public Meetings to online platform Zoom.
• Provided PPE and established COVID-19 protocols for working within the office. • Updated online tools and resources for business continuity. • Updated a webpage on the Town's website for COVID-19 related updates and resources.

Departmental | General Government 33
Future Obj ecti ves
Strategic Plan:
• Research on new grant and earmark opportunities.
• Prepare for hybrid City Council meetings.
• Focus economic development activities on future land use, capital improvement programs, retail recruitment & retention, and events & communities. • Begin the Town’s financial system replacement project and the urban tree management program.
• Add credit card system at Town Hall and Police Station.

Operational:
• Implement City Council priorities as directed.
• Prepare 2023-2025 Strategic Plan.
• Implement a document codification system making Town codes and ordinances easier to search and update.
• Complete annual audit for the fiscal year ending June 30, 2022. • Digitize HR records.

Departmental | General Government | City Council 34
City Council

Department Descri ption
The City Council Department is part of the General Government Function, and its main funding source is the General Fund (11).

The City Council is the elected policy-making body for the Town of Colma. The City Council has four key roles – Legislative, Governing Body, Quasi-Judicial, and Representative. • Legislative - In its legislative role, the City Council makes laws, which may be in the form of an ordinance or a resolution. Some examples of legislative acts are an Ordinance Regulating the Uses of Land in the Town and an Ordinance Prohibiting Nuisances in the Town.
• Governing Body - In its governing body role, the Council sets policies for the Town’s key staff, much like a Board of Directors of a publicly -held corporation. The Council also sets goals and expectations of the City Manager and City Attorney and determines overall staffing levels for the Town. In the Council-Manager form of government, Council Members are not involved in managing the day-to-day operations of the City, leaving that role to the City Manager.
• Quasi-Judicial - The Council frequently sits as an adjudicatory body. At times, the Council is obligated to hear evidence and make an impartial decision. At others, the Council has some discretion on how to rule. An application for a use permit and a request to revoke a use permit are examples of the types of matters that come before the Council in its quasi- judicial role.
• Representative - Council Members frequently act as the Town’s representative before other public agencies. In these cases, the member’s authority goes only so far as the instructions given to him or her by the entire council. Members of the City Council represent the Town on various local, regional and statewide committees, boards and commissions, such as the San Mateo County Council of Cities.

General Government

Departmental | General Government | City Council 35
Staffing

The City Council is comprised of five mem bers
elected at large who serve four-year overlapping
terms. Each year, the Council selects a member
to act as Mayor.

Revenues Summary
City Council operation is entirely funded by General Fund revenues.

Expenditures Summary
FY 2022-23 Cit y Council Budget Di fference between FY 2022 -23 Budget and FY 2021-22 Estimated Actual

The t otal City Council budget for FY 2022- 23 is
$392,042. The City Council budget has two
expenditure s categories, salaries, wages, &
benefits and supplies & services . The salaries,
wages & benefits category represents 66% of the
total City Council budget.

The FY 2022-23 budget is $48,268 or 14% more than
FY 2021 -22 Estimated Actual. As shown above, the
largest change in the City Council budget when
compared to the FY 2021 -22 Estimated Actual is in
supplies & services , with an increase of $38,600.

The main reason for the increase is the restoration to
pre-pandemic budgetary numbers. Additionally, the
community donation budget increased from $90,000
to $100,000.

Departmental | General Government | City Council 36
Expenditures by Categori es

Expenditures by Funds

Departmental | General Government | City Attorney 37
City A ttorney

Department Descri ption
The City Attorney's Department is part of the General Government Function, and its main funding source is the General Fund (11).

The City Attorney:
• Provides legal advice to the City Council, City Manager and staff in identifying legal options and strategies for implementing and achieving the goals, policies and objectives of the City Council.
• Attends meetings of the City Council and other advisory committees, as needed. • Meets regularly with City Manager and staff to dis cuss proposed programs, policies and activities.
• Prepares or reviews all resolutions, ordinances for consideration by the City Council and all contracts for the Town.
• Monitors and disposes of pending claims involving potential tort liability. • Represents the Town in significant litigation matters involving the Town or manages the representation provided by outside counsel.
• Interprets the law for Council Members and staff and renders formal legal opinions. • Provides training to Council Members and staff on ethics, Brown Act and new laws. • Provides general legal advice and opinions to the City Council and staff regarding all relevant municipal law matters.

The City Attorney’s mission is to provide legal advice and support to the City Council and staff to aid them in carrying out their responsibilities.

Staffing
The Town contracts for City Attorney services through a retainer.

Revenues Summary
City Attorney operation is entirely funded by General Fund revenues.

General Government

Departmental | General Government | City Attorney 38
Expenditures Summary
FY 2022 -23 City Attorney Budget Di fference between FY 2022 -23 Budget and FY 2021-22 Estimated Actual

The total City Attorney's budget for FY 2022-23
is $316,500. The City Attorney’s budget consists
of one main category - the professional &
contractual services . The budget includes
general counsel through retention, contingency
for specialized legal services, and codification of
the Colma municipal and administrative code.

The FY 2022-23 budget is $46,077 or 17% more
than FY 2021-22 Estimated Actual. The increase
to the City Attorney's FY 2022- 23 Budget when
compared to FY 2021 -22 estimated actual is
primarily due to contingency restoration for
general and specialized legal counsel, as well as
the codification of the Colma municipal and
administrative code. The codification project has
been deferred to FY 2022-23.

Expenditures by Categori es

Departmental | General Government | City Attorney 39

Expenditures by Funds

Departmental | General Government | City Manager/City Clerk 40 City Manager/ City Clerk

Department Descri ption
The City Manager/City Clerk Department is part of the General Government Function, and its main funding source is the General Fund (11).

The Administration Division provides support to residents, members of the City Council and staff.

Division functions include front office reception and general administrative support; City Council agenda and packet preparation; Council meeting minutes; records management; and elections.

Staffing
Positions include the City Manager, the
Administrative Services Director, the City Clerk and
two Administrative Technicians. The City Manager
also serves as the City Treasurer.

The Administrative Services Director is the Town’s
ADA Coordinator responsible for administering ADA
requests for reasonable accommodation. Other
responsibilities include Risk Manager, chairing the
Safety Committee and ensuring the impl ementation
of risk management activities, and General Services
function.

Revenues Summary
City Manager/City Clerk operation is entirely funded by General Fund revenues.

General Government

Departmental | General Government | City Manager/City Clerk 41 Expenditures Summary
FY 2022-23 Cit y Manage r/ Cit y Cle rk
Budget
Di fference between FY 2022 -23 Budget
and FY 2021-22 Estimated Actual

The t otal City Manager/Cit y Clerk’s budget for FY
2022-23 is $1,712,750 . The salaries, wages, &
benefits category represents 84% of the total City
Manager/City Clerk department budget. It supports

5.25 FTEs in the department. This category includes
$325,000 contributions to reduce the Town’s pension
and OPEB unfunded liabilities.

The City Manager/City Clerk’s budget includes
$55,000 w ithin the professional & contract ual
services category towards economic development
and $72,000 for s eeking new funding sources. Both
programs are part of the Colma’s 2020- 2022
Strategic Plan.

The FY 2022 -23 budget is $158,647 or 10% more
than FY 2021- 22 Estimated Actual. The increase in
salaries, wages, & benefits of $107,980 is a result
of 3 key elements – COLA, benefit increase s, and
unfunded liability contributions. Increase in
professional & contractual services reflects the
changes to the economic development and new
funding sources programs, and the increase in
supplies & services are related to restoring pre-
pandemic programs.

Departmental | General Government | City Manager/City Clerk 42 Expenditures by Categori es

Departmental | General Government | City Manager/City Clerk 43 Expenditures by Funds

Departmental | General Government | Human Resources 44 Human Re source s

Department Descri ption
The Human Resources Department is part of the General Government Function, and its main funding source is the General Fund (11).

The Human Resources Division is responsible for personnel functions including policy development and compliance, recruitment and retention, compensation, and benefits administration. The Division’s budget contains program expenses for the annual employee r ecognition event, citywide training, safety committee activities and professional consulting services including labor negotiations.

Staffing
The Division contains the Management (HR) Analyst
and is also supported by the Administrative Services
Director position.

Between 2017 and 2020, the Town had a HR
manager. The FTE started from 47% to 80%. The
FY 2021-22 FTE includes one full time Management
(HR) Analyst and 0.15 FTE for a part -time student
aide.

Revenues Summary
The Human Resources operation is entirely funded by General Fund revenues.

General Government

Departmental | General Government | Human Resources 45 Expenditures Summary
FY 2022-23 Human Resources Budget Di fference between FY 2022 -23 Budget and FY 2021-22 Estimated Actual

The total Human Resources budget for FY 2022- 23 is
$326,130. The salaries, wages, & benefits category
represents 74%, which supports 1.15 FTE. This
category includes $26,700 contributions to reduce the
Town’s pension and OPEB unfunded liabilities.

The Human Res ources budget includes $40,000 for
employee wellness, employee training, and coaching
programs in supplies & services and professional &
contractual services . Each departments' budget
includes specialized training. The HR training budget is for trainings t hat are available for all Town employees, including trainings offered by the SMC Consortium and
Supervisory training offered by LCW.

The FY 2022- 23 budget is $42, 484 or 15% more than
the FY 2021- 22 Estimated Actual. Salaries, wages, &
benefits increased by $16,200 and is primarily due to
COLA, merit increase per salary schedule, and increase
in benefit costs.

The largest increase in the non-personnel budget is
related to $15,000 coaching budgeted in FY 2021- 22
and FY 2022-23 but was not used in FY 2021-22.

Departmental | General Government | Human Resources 46 Expenditures by Categori es

Departmental | General Government | Human Resources 47 Expenditures by Funds

Departmental | General Government | Finance 48
Finance

Department Descri ption
The Finance Department is part of the General Government Function, and its main funding source is the General Fund (11).

The Finance Division is responsible for paying the Town’s bills, maintaining and reconciling accounts, payroll, financial reporting, responding within one business day to vendor and employee inquiries and maintaining related records.

The Administrative Services Director is responsible for oversight of the Finance Division and also two non-departmental activities: General Services, which includes all insurance for the Town, utility bill payments and miscellaneous expenditures; and Debt Service for the 2015 Certificates of Participation Town Hall Renovation Project. Each of these activities has detailed budget pages.

Staffing
The Finance Divisi on is staffed by two Accounting
Technicians (1.8 FTE). The Division reports to the
Administrative Services Director.

Revenues Summary
The Finance operation is entirely funded by General Fund revenues.

General Government

Departmental | General Government | Finance 49
Expenditures Summary
FY 2022-23 Finance Budget Di fference between FY 2022 -23 Budget and FY 2021-22 Estimated Actual

The total Finance budget for FY 2022- 23 is $617,462.

The salaries, wages, & benefits category represents
62%, which supports 1.80 FTE. This category includes
$59,000 contributions to reduce the Town’s pension and
OPEB unfunded liabilities.

The Finance budget includes $75,000 for staff
augmentation in professional & contractual services
to prepare and manage the FY 2021-22 year -end
closing process and financial audit. The department
includes a $50,000 budget in FY 2019-20 and FY 2020-
21 for year -
end support. The budget was not used
during COVID-19 to reduce spending.

The FY 2022-23 budget is $129,466 or 27% more than
the FY 2021- 22 Estimated Actual. Salaries, wages, &
benefits increased by $24,510 and is primarily due to
COLA and increases in benefit costs.

The largest increase is in professional & contractual
services, which is related to staff augmentation. The
professional & contractual services includes a budget
for financial audit services, single audit preparation, and cardroom revenues audit.

Departmental | General Government | Finance 50
Expenditures by Categori es

Departmental | General Government | Finance 51
Expenditures by Funds

Departmental | General Government | General Services 52 General Services

Department Descri ption
The General Services Department is part of the General Government Function, and its main funding source is the General Fund (11).

The General Services budget includes expenditures shared by all departments, such as the telephone system, cellular telephones, utilities and insurance. This Activity also includes the cost of funding Town-wide communications support (basic cable television) for residents.

Staffing
The Administrative Services Director is responsible for General Services. This activity has no staff.

Revenues Summary
Operating expenditures in General Services is generally supported by non- departmental General Fund revenues. Annually, the Town is reimbursed for recovered Town property damage and workers comp claims filed and for risk mitigation. The risk mitigation grant is allocated through PLAN JPA and unused portions are rolled over to the following year.

General Government

Departmental | General Government | General Services 53 Expenditures Summary
FY 2022-23 General Servi ces Budget Di fference between FY 2022 -23 Budget and FY 2021-22 Estimated Actual

The t otal General Services budget for FY 2022- 23 is
$1,433,421. Expenditures and services that benefit all
departments, such as insurance and technology
support, or the community, such as basic cable
services, are recorded in the General Services
department.

Insurance Costs are the largest expenditures category
in the General Services budget. It is generally part of the professional & contractual services category. The
supplies and services budget of $263,921 includes
$110,000 in desktop and technology support, as well as
Office 365 subscription.

The FY 2022 -23 budget is $81,874 or 6% more than
the FY 2021-22 Estimated Actual. The largest change
is in insurance costs, as the property and general
insurance market in California shrink. The Town is
part of the PLAN JPA pool to share general and
property claim risks. In recent years, the pool show ed an insurance premium increase of 35% to 40% due
to that the market shrinkage.

Departmental | General Government | General Services 54 Expenditures by Categori es

Departmental | General Government | General Services 55 Expenditures by Funds

Departmental | General Government | Debt Services 56
Debt Services

Department Descri ption
In 2015, the Town of Colma issued a $5.30 million Certificates of Participation (COPs, a AA rating per S&P) to fund the Town Hall Campus Renovation. The financing documents require the City Council to appropriate the annual lease payments as part of the Operating Budget. The Debt Service Fund will receive a Transfer of resources from the General Fund to cover the expenses. The Financ e Division is responsible for the transfer of funds to the Trustee to make timely payments on principal and interest. The first installment is due in October and the second installment in April. As shown in the expenditure charts below, Actual thru April '22 is $88,134 because teh second installment has not been made as of end of April.

The total outstanding debt at June 30, 2022 is $4.55 million. The FY 2022-23 Budget includes debt service payments and administrative cost of $298,669.

The Town records Debt Service Activities in Fund 43, and the Debt Service Fund is part of the General Government Function. Annual debt payments are fully supported by the General Fund (11) through interfund transfers. While the debt margin table below shows that the Town may take on more debt, the Town has no intention in pursuing additional debt in the foreseeable future.

Legal Debt Margin
2018/19
Actual
2019/20
Actual
2020/21
Actual
2021/22
Estimated
2022/23
Budget
Total Actual Taxable Valuation 666,825,579 682,162,568 756,494,493 769,569,994 808,048,494

State Mandated Debt Limit (15%) 100,023,837 102,324,385 113,474,174 115,435,499 121,207,274 Budget Stabilization & Debt Reserve 12,600,000 12,600,000 12,600,000 15,600,000 15,600,000 Unreserved Debt Capacity 112,623,837 114,924,385 126,074,174 131,035,499 136,807,274

Outstanding COP 4,900,000 4,785,000 4,760,000 4,550,000 4,425,000 Proposed Debt Issuance: None 0 0 0 0 0
Total Debt Subject to Limit 4,900,000 4,785,000 4,760,000 4,550,000 4,425,000

Total Legal Debt Margin ^ 107,723,837 110,139,385 121,314,174 126,485,499 132,382,274

^ Total Legal Debt Margin represents total debt the Town may have based on California Government Cost 43605.

General Government

Departmental | General Government | Debt Services 57
Revenues Summary
The Debt Service Fund is fully supported by the General Fund through annual transfers.

Expenditures Summary
FY 2022-23 Debt Servi ces Budget Di fference between FY 2022 -23 Budget and FY 2021-22 Estimated Actual

The t otal Debt Services budget for FY 2022-23 is
$298,669. The main expenditure in this department is
debt payments . The department also includes debt
filing services required by the Certificate of Participation.

The FY 2022 -23 budget is $1,100 more than the FY
2021-22 Estimated Actual. The increase is related to
debt payments.

Expenditures by Categori es

Departmental | General Government | Debt Services 58

Expenditures by Funds

Departmental | General Government | Emergency Services (COVID -19) 59 E mergency R esponse

Department Descri ption
The Emergency Response Fund (19) was created in FY 2019-20 to track all personnel and operating spending in response to the COVID-19 pandemic. Fund 19 is part of the General Fund, and the revenues and expenditures are rolled into the General Fund group from an accounting standpoint.

Staffing
There is no staffing recorded for Emergency Response. All staff from all departments charges a portion of their time to this fund when it is related to the COVID-19 response. Activities include staff time in contact tracing, facilities cleaning above and beyond the normal level, and food delivery to at risk residents.

Revenues Summary
The Town recorded $406,200 in COVID grants with $50,000 in CARES Grant and $356,200 in the American Rescue Plan Act of 2021 funds. The Town is working with FEMA to receive reimbursements for COVID-19 response and projected the receipt of $180,000 in FY 2021- 22 Estimated Actual. No anticipated funding is expected in FY 2022- 23. Additionally, the Town received a one- time dental insurance relief as part of the COVID-19 relief package.

General Government

Departmental | General Government | Emergency Services (COVID -19) 60 Expenditures Summary
FY 2022-23 E mergency Servi ces Budget Di fference between FY 2022 -23 Budget and FY 2021-22 Estimated Actual

Total Emergency Services budget for FY 2022- 23 is
$71,258. For FY 2022-23, the Town anticipates $66,300
in personnel cost s to track California supplemental
COVID-19 sick leave and $5,000 in supplies &
services for needed PPE and take-home COVID tests.

The FY 2022 -23 budget is $84,852 less than the FY
2021-22 Estimated Actual. The change is related to
the cancellation of COVI D cleaning at the Colma
Police Station.

Expenditures by Categori es

Departmental | General Government | Emergency Services (COVID -19) 61

Expenditures by Funds

Department | Public Safety 62
Public Safety

The Public Safety Function consists of the following departments:
• Police Administration(210),
• Patrol (220),
• Communication/Dispatch (230), and
• Community Services (240).

The Department is primarily supported by the General Fund, with the exception of the Community Services Officer (CSO) position which is funded by a SLESF grant from the State of California.

Revenues Summary
The Police Department is projected to receive $301,020 in departmental revenues in FY 2022 -23.

Included in the $301,020 is $150,000 of annual Supplemental Law Enforcement Services (COPS Grant) and Multi-Agency Juvenile Justice growth funds. The COPS grant fund is recorded in Fund 29 and supports activities charged to Fund 29.

With a total department budget of $9. 21 million dollars, the department depends largel y on non- specified General Fund revenues.

Department | Public Safety 63

Expenditures Summary
FY 2022-23 Public Safety Budget by
Categori es
FY 2022-23 Public Safety budget by
Department

The t otal public safety budget for FY 2022- 23 is
$9,207,693. The salaries, wages, & benefits
category represents 90% of the total public safety
budget. It supports 25.9 FTEs, the Town's largest
staffed department. The department has 15.22 police
officers and sergeants, 2 detectives, 3.2
dispatch/communication, 1.48 comm unity services
officers, and 3 in administrative functions .

With 15.22 police officers and sergeants, Police
Patrol is the largest division within Public Safety.

More information is available in the departmental
budget narratives.

Department | Public Safety 64
Expenditures by Cat egorie s

Expenditures by Funds

Department | Public Safety 65

Accomplishments
St rat e gic Plan:
• The Police Department entered into contract with the company AXON to provide Body Worn Cameras, Car Cameras, Tasers and Evidence downloading and storage technology.

As of the early part of 2022 all portions of the project have been implemented. • The Police Department entered into contract with the company Flock to provide Automated License Plate Reader Cameras in the Town. The Town now operates four cameras, Holy Cross Cemetery has also purchased a camera. Cypress Lawn Cemetery and Stewart Chevrolet are in the process of purchasing cameras.

Operational:
• The conditions continue to be difficult under COVID 19 restrictions, however the Colma Police Department still made community engagement a top priority by participating in National Night Out, Coffee with a Cop, Drive by Birthdays, Elderly Food Distribution, Youth Super Bowl Party, Blood Drive, Veterans Christmas Eve Food and Gift distribution and movie nights and Trunk or Treat Event.
• Police Detectives Mendoza, and McKenna each received 10851 Pins for their efforts in vehicle theft recovery and arrests. Police Officer Kim Trask was Honored by the Lyons Club, receiving the Service Award.
• Officer Chris Grant was promoted to the Rank of Sergeant. New hires consisted of Executive Assistant Nikole Azzopardi, Officer Carlos Huayllapuma, Offi cer Brian Nagata, and CSO Anthony Thickstun.
• Per State Law, both the Racial Identity Profiling Act and California Incident Based Reporting systems were implemented.

Performance Measures:

The 2022-23 Goals in the images below reflects the annual average. All four slides of the Public Safety performance measures presentation are available below as separate images. The link to the digital budget for this section is:
https://stories.opengov.com/colmaca/published/BJMahPBEnH

Department | Public Safety 66

Department | Public Safety 67

Department | Public Safety 68
COVID Response
• The Colma Police Department worked with all agencies in the county to ensure the safest procedures possible. Colma Police Officers were faced with fulfilling their duties while wearing protective gear and social distancing.
• The Colma Police Department hosted a Youth Mask Give-A-Way event.

Future Obj ecti ves
St rat e gic Plan:
• Continuing our use of technology to provide better public safety through our strategic plan, we are seeking funds through the FY 22/23 budgets to purchase cellular phones to all police officers. The cellular phone service will allow police officer to access the AXON Mobile App.

This app will allow police officers to collect digital evidence such as pictures, videos, audio recordings etc. and have them automatically uploaded into the corresponding case.

Operational:
• We are currently working on the implementation of two new programs for the police department.

First is the implementation of a Colma Police Department Explorer Program, utilizing remaining grant funds from the Youth L.EY.P. Program. The second is a Colma Police Honor Guard to represent the department and Town at various events.

Department | Public Safety | Police Administration 69
Police Administration

Department Descri ption
Police Administration provides the planning, direction and oversight control of the Department.

Staffing
The staffing for this Division includes the Police
Chief, a Detective Sergeant, a Detective and an
Executive Assistant.

Revenues Summary
The Police A dministration Division is primarily funded by the General Fund and does not have a specific revenues resource.

Public Safet y

Department | Public Safety | Police Administration 70
Expenditures Summary
FY 2022-23 Police Administ rat ion
Budget
Di fference between FY 2022 -23 Budget
and FY 2021-22 Estimated Actual

The total Police Administration budget for FY 2022-23 is $1,846,429. The salaries, wages, & benefits category
represents 79% and supports 4.0 FTE. This category
includes $462,000 of contributions to reduce the Town’s pension and OPEB unfunded liabilities.

The FY 2022 -23 budget is $ 201,309 or 12% more
than the FY 2021- 22 Estimated Actual. The largest
change is in supplies & services in the amount of
$118,000. The increase is attributed to the annual
maintenance and subscription cost s for the new
ALPR’s, body -worn cameras, and in- car cameras
installed as part of the F Y 2021-22 Capital Program .

The salaries, wages, & benefits category increased
by $ 62,000 and is primarily due to an increase in
pension contributions .

Expenditures by Categori es

Department | Public Safety | Police Administration 71

Expenditures by Funds

Department | Public Safety | Police Patrol 72
Police Pat rol

Department Descri ption
Police Patrol provides a front -line uniform response to calls for police services. Police Patrol addresses neighborhood quality-of-life issues and responds to all security -related service needs of the community, including threats to life and property, enforcement of traffic laws and investigation of crimes against persons and property.

Staffing
The Division’s personnel include a Police
Commander, four Police Sergeants and 11 Police
Officers. As staffing allows, one officer is assigned to a motorcycle on a part -time basis, and officers work
a variety of other ancillary assignments including
SWAT, San Mateo County Gang Task Force, Bicycle
Patrol and STEP (Saturation Traffic Enforcement
Program).

Revenues Summary
The Police Patrol Division is primarily funded by the General Fund and does not have a specific revenue resource. The Police Patrol Division's related grants are recorded in Federal/State/County Grants revenues accounts and these accounts are grouped and presented under Public Safety.

Public Safet y

Department | Public Safety | Police Patrol 73
Expenditures Summary
FY 2022-23 Police Pat rol Budget Di fference between FY 2022 -23 Budget and FY 2021-22 Estimated Actual

The t otal Police Patrol budget for FY 2022- 23 is
$5,914,996. The main expenditures in this department
are salaries, wages & benefits, representing 95% of
the total budget.

The department includes a $6,000 budget for the youth
grant program and crisis intervention training for all
Colma police officers.

The FY 2022- 23 budget is $49,709 or 1% less than
the FY 2021- 22 Estimated Actual. The main change
is in salaries, wages, & benefits and it’s due to a
reduction in unfunded pension liabilities
contributions. As CalPERS classic members retire
and PEPRA members are hired, the Town’s
unfunded liabilities will change.

Expenditures by Categori es

Department | Public Safety | Police Patrol 74

Expenditures by Funds

Department | Public Safety | Police Communications/Dispatch 75 Public Safet y
Police Communications

Department Descri ption
Police Communications handles the clerical and record-keeping duties of the Department and citizen- initiated calls for service, including 9-1-1.

Staffing
The positions in this Division are one Dispatch
Records Supervisor, three Dispatchers and Per
Diem Dispatchers (equivalent to 0.2 FTE).

Revenues Summary
The Police Communications Division is primarily funded by the General Fund and does not have a specific revenues resource. Dispatch center related grants are recorded in Federal/State/County Grants revenues accounts and these accounts are grouped and presented under Public Safety.

Department | Public Safety | Police Communications/Dispatch 76 Expenditures Summary
FY 2022-23 Police Communicat ions
Budget
Di fference between FY 2022 -23 Budget
and FY 2021-22 Estimated Actual

The t otal Police Communications/Dispatch budget for
FY 2022- 23 is $1 ,189,458. The salaries, wages, &
benefits represents 82% of the total budget and is the
largest category for this department. It supports 4.2 FTE and contributes $193,000 towards unfunded liabilities.

The FY 2022 -23 budget is $86,797 or 8% more than
the FY 2021- 22 Estimated Actual. The increase in
salaries, wages, & benefits in the amount of
$53,000 is a result of the increase due to COLA ’s,
pension liabilities contributions , and medical/ dental costs.

Expenditures by Categori es

Department | Public Safety | Police Communications/Dispatch 77

Expenditures by Funds

Department | Public Safety | Police CSO 78
Public Safet y
Police Community Services

Department Descri ption
The Police Community Services Division was referred to in previous budgets as Police Grants, which reflected the primary funding source since 2001- 02. The state grant fund is the Supplemental Law Enforcement Services Fund (SLESF), which is for front-line personnel services. This division funds a Community Service Officer (CSO) and specific training costs.

Staffing
The Division consists of 1.48 FTE Community
Services Officer (CSO).

Revenues Summary
Annually, the Town receives $150,000 from Supplemental Law Enforcement Services Funds (SLESF) and Multi- Agency Juvenile Justice growth fund. Per Government Cost Section 30062, monies allocated for SLESF is to be expended exclusively to provide front line law enforcement services. The Town classified parking enforcement as front-line law enforcement services.

Department | Public Safety | Police CSO 79
Expenditures Summary
FY 2022-23 Police Communit y Se rvice s
Budget
Di fference between FY 2022 -23 Budget
and FY 2021-22 Estimated Actual

The total Community Services budget for FY 2022-23 is
$256,809. The salaries, wages, & benefits category
represents 98% of the total department budget. It
includes $65,000 of contributions towards unfunded
liabilities.

The FY 2022 -23 budget is $15,372 or 6% more than
the FY 2021- 22 Estimated Actual and it’s mainly in
salaries, wages, & benefits . Th e increase is
primarily due to increases in unfunded liabilities
contributions.

Expenditures by Categori es

Department | Public Safety | Police CSO 80
Expenditures by Funds

Department | Public Works & Planning 81
Public W orks & Planning

The Public Works & Planning Department consists of the following Divisions:
• Engineering and Building (310),
• Public Works Maintenance – including Sewer operations (320), • Planning (410), and
• Facility Operations (800s).

Contract technical professionals and three Town employees provide Public Works and Planning services.

Department responsibilities include the development and implementation of the Town’s Five-Year Capital Improvement Program (CIP); administration and implementation of solid waste recycling and National Pollutant Discharge Elimination System (NPDES) regulations; administration of private land development and building permits; maintenance of all Town -owned facilities and infrastructure; current and advanced planning; and neighborhood and sustainability services.

The Department continues to address traffic and transportation issues; identify and develop future capital improvement projects; improve maintenance and land development services; address the needs of other Town departments as they relate to Public Works and Planning; administer local, state, and federal regulations; administer grants and applications; and maintain the overall operation of the Department.

Public W orks & Planning Revenues
The main revenue sources for Public Works & Planning operations is the General Fund. The department generates some revenues to offset certain expenditures, as indicated below. • Sewer charges (or fees) is one of the revenue sources generated by the Public Works & Planning operation - $927,000. Revenues received from sewer charges are recorded in a separate fund (Enterprise Fund) from the General Fund to pay for sewer conveyance and treatment costs charged by the North San Mateo County Sanitation Dist rict and the City of South San Francisco. Sewer maintenance and capital improvements are funded by the General Fund through annual transfers.
• The department also collects permit fees and service charges for planning, building, and engineering activities - $114,000. The various permits and application fees are based on the City Council approved 2019 Cost of Service Study. The collected charges offset up to 90% of the actual cost of providing such services.
• Grant funding, such as Gas Tax, Measure A, and Measure W ($195,000), are used for specific activities. A portion of Gas Tax supports streetlight and traffic light repairs, and the remaining funds are reserved for streets, sidewalk, and bikeway-related capital programs.

Department | Public Works & Planning 82

Department | Public Works & Planning 83
Expenditures Summary
FY 2022 -23 Public W orks & Planning
Budget by Categories
FY 2022-23 Public W orks & Planning
Budget by Department

The total Public Works & Planning budget for FY
2022-23 is $ 4,666,557. The professional &
contractual services category represents 63% of
the total budget and is the largest budget category.

Unlike other departments, the Town contracts out its
planning, engineering, and building functions.

The Maintenance department includes Sewer
Operations, a $988,000 operation budget. More
information is available in the departmental budget
narratives.

Department | Public Works & Planning 84
Expenditures by Categori es

Expenditures by Funds

Department | Public Works & Planning 85

Accomplishments
The following accomplishments are broken down by Division:

St rat e gic Plan:

Engineering and Building Division (310):
• Completed the El Camino Real Bicycle and Pedestrian Plan. • Completed the Mission Road Bicycle and Pedestrian Improvement Project • Plan development and bid documents for:
o The rehabilitation of the F Street Retaining Wall.
o Mission Road Landscape Project.
o 300 Block of F Street Road Rehabilitation.
o High Visibility Crosswalk on Mission Road.
• Grant applications and administration.
• Rate study for Sanitary Sewer Enterprise Fund.
• Applied for and granted $1.8 million for ECR Bike and Pedestrian project-Project Study Report (PSR).

Public Works Maintenance Division (320):
• Made various repairs to Historical Museum.

Planning Division (410) :
• Completed the General Plan Update and the associated Environmental Impact Report (EIR), approved, adopted by City Council and recorded with San Mateo County Recorder's office. • Started the process and public outreach as it relates to the Town's Housing Element Update. • Implemented policies from the Climate Action Plan.
• Worked with Town’s Franchise Waste Hauler and Businesses to comply with the SB 1383, Organic Waste Reduction Requirements.
• Participated in the next phases of El Camino Real Bicycle & Pedestrian Improvement Project. • Continued participation in regional meetings (County and Bicycle and Pedestrian Plan, Grand Boulevard Initiative, RICAPS, County Stormwater Committees, County Flood and Sea Level Rise District, Bay Area Planning Directors Association, 21 Elements Housing, etc.). • Applied for and received a grant for Master Bicycle and Pedestrian Master Plan.

Operational :

Engineering and Building Division (310):
• Continued work on the Municipal Regional Permit Green Infrastructure program. • Represented the Town at County and Regional meetings: Countywide NPDES meetings, C/CAG TAC, Colma Creek Flood Control Advisory and TAC meetings, San Mateo Sea

Department | Public Works & Planning 86
Level Rise committee and board meetings, Cal Building Official Association, CALBO, City and County Engineers and League of California Cities.
• Oversee repair of failed drainage line from CalTrans Right of Way. • Started negotiations with South San Francisco on sewer rates and charges. • Continued work with C/CAG and neighboring cities in developing the Smart Corridor Project in the North County.
• Worked with SFPUC and cemeteries on the potential of a reclaim water system. • Worked with property managers, developers, and contractors to open several new businesses, Target remodel, Cadillac Dealership, Tesla Dealership, and new businesses at 280 Metro Mall.

Public Works Maintenance Division (320):
• Inspection and upkeep of Sterling Park Playground Equipment. • Upgraded lighting at Sterling Park Recreation Facility. • Installed reflective borders on the signal head.
• Installed street signage, street striping and pavement markers. • Made minor repairs and Paint Train Depot.
• Installed flashing beacon for-pre warning for curve in roadway. • Repaired various retaining walls along roadway.
• Made drainage improvements at Police Facility.
• Responsible for the cleaning and recording of 275+ s torm drains throughout with in the right of way and facilities.
• Inspected commercial facilities regarding FOG compliance (Fats, Oil and Grease) along with stormwater compliance.
• Certified all Town-owned domestic and irrigation backflow devices. • Made minor facility repairs and maintenance & oversite of the landscape and janitorial contracts.
• Attended Integrated Pest Management Countywide meetings. • Conducted annual street sweeping activities, cleaning 660 miles of Colma roads. • Continued staff training.

Planning Division (410) :
• Continued work with San Mateo County on the Local Hazard Mitigation Plan update. • Continued to monitor legislation and propose ordinance amendments, if required. • Continued to participate in activities and meetings related to economic development. • Continued to represent Colma in regional meetings.
• Continued to process current planning development applications. • Continued work with property owners to resolve property maintenance issues. • Continued participation in the Auto Retailers and Cemetery outreach meetings.

Performance Measures:

The 2022-23 Goals in the images below reflects the annual average. All three slides of the Public Works & Planning performance measures presentation are available below as separate images.

The link to the digital budget for this section is
https://stories.opengov.com/colmaca/published/zaEjU_Rbel

Department | Public Works & Planning 87

Department | Public Works & Planning 88

COVID Response
Though an adjustment at the beginning, the Engineering, Planning and Building Divisions successfully shifted to remote operations as a result of the Covid- 19 shelter in place order. The Planning and Engineering Divisions were able to assist the public remotely by phone, email and virtual conferencing conducting administrative hearings, preconstruction meetings, bid openings, committee meetings and other. Planning and Permit applications along with plan reviews were taken in and processed electronically. Town staff from the Planning and Building Departments assisted various businesses with temporary use permits or plan reviews for their temporary outdoor structures. Many within our department were obligated to perform work that involved working within the Right of Way, facility operations, and project inspections. Obligations where one had to encounter the public, staff adhered to strict Covid- 19 best management practices to continue the duties that their department were obligated to perform. The Planning Division was also very active in sending out regular e- blasts and community memorandums to the business community offering information about financial assistance, loans, operating restrictions, along with a weekly (now every other month) update meetings with cemeteries.

Department | Public Works & Planning 89
Future Obj ecti ves
St rat e gic Plan:

Engineering and Building Division (310):
• Work with County Transit Authority and CalTrans on the ECR Bicycle and Pedestrian Improvement project, select and oversee consultant for the Project Study Report, (PSR). 90% of this project is funded through Measure W Grant.
• Complete the rehabilitation of the F Street Retaining wall. • Complete the Mission Road High Visibility Crosswalk.
• Start the 1st phase of the Storm Drain Assessment Project. • Complete the Mission Road Landscape project.
• Complete resurfacing of Town-owned facility parking lots. • Continue work on the formation of the Town’s Sanitary Sewer Enterprise Fund. • Continue work in establishing easements with the various property owners as it relates to Colma Creek.
• Resume the study of annexing Colma’s portion in the Colma Street Light District and the potential of creating the Town’s own Street Light & Landscape District.

Public Works Maintenance Division (320):
• Work with staff to establish RFP for HVAC maintenance Contract. • Institute new asset management program.

Planning Division (410) :
• Complete the Housing Element update.
• Update reach codes at the time of building code adoption. • Commence and complete Zoning Code update.
• Continue to participate in activities and meetings related to economic development. • Work with Cal Recycle and Town waste hauler regarding strategies for SB 1383, Organic Waste Reduction compliance and residential and business outreach as it relates to waste stream recycling.
• Further the Public Art CIP program.

Operational:

Engineering and Building Division (310):
• Continue negotiations with South San Francisco and NSMCSD on new sewer agreements. • Develop a cost recovery system for stormwater Business inspections. • Continue work with SFPUC, NCSMSD, Cal -water, and Cemeteries regarding a recl aim water system.
• Establish an equipment replacement fund.
• Represent Town at Local, County -wide, Regional and State required meetings and conferences.

Public Works Maintenance Division (320):
• Perform minor construction and painting as needed.
• Establish Monthly training programs to further develop maintenance staff. • Work with the Sustainability group to meet our Climate Action Plan and Goals.

Department | Public Works & Planning 90
• Continue work with the County Stormwater program and the SF Reginal Boards' goals of reducing trash in the Town’s waterways.
• Work with local businesses to be compliant with stormwater discharge adherence and their FOG Program.
• Work with staff on a request for proposal for tree maintenance services and tree safety program.
• Continue work on the Towns Sidewalk safety program.
• Establish a roadway striping and signage program.
• Join the Maintenance Superintendents Association.
• Continue to certify all Town-owned backflow devices.
• Monitor and manage minor encroachment work.
• Continue working with the County Integrated Pest Management (IPM) program.

Planning Division (410) :
• Continue work with San Mateo County on the Local Hazard Mitigation Plan update. • Continue to process planning development applications. • Continue implementation of policies pertaining to the Climate Action Plan. • Continue to represent Colma in local & regional meetings. • Continue to monitor legislation and propose ordinance amendments, if required. • Monitor and review plans, development proposals, and environmental documents of surrounding communities and utility companies to assure that the interests of the Town are considered.
• Outreach with Businesses and residents regarding sustainability goals, alternative energy resources, and water conservation.
• Continue participation in the Auto Retailors and Cemetery outreach meetings. • Continue work regarding Town wide Code Enforcement.

Department | Public Works & Planning | Engineering & Building 91 Engineering & Building

Department Descri ption
The Division consists of the following functions: Public Works Administration, Engineering and Building. Contract professionals provide the staffing for the day -to-day duties; the five- year Capital Improvement Program (CIP); the County wide Storm Water NPDES permitting and maintenance program; annual sewer service maintenance and charges; solid waste, recycling and sustainability programs; sanitary sewer system maintenance and reporting requirements; right of way infrastructure, Geographical Information System (GIS) upkeep and other daily and annual service activities. The Division assists the Public Works Maintenance and Planning Divisions and the Town’s Police and Recreation Departments in their current and future infrastructure and facility ne eds. The Division provides comprehensive engineering, building inspection and CASp (Certified Access Specialist) inspection and consulting services; processes building, grading and encroachment permits; and provides plan review and inspection services for land development projects. These activities are partially supported by fees.

Staffing
Public Works Administration, Engineering and Building Division services are provided under contract with CSG Consultants. The Division coordinates with the Public Works Maintenance Division but does not oversee operations.

Revenues Summary
The Engineering and Building departments generate revenues from permit activities. The fees and charges collected offsets the services provided for encroachment review, inspection, and other development activities. The fees and charges assessed are based on the City Council approved cost of service fee study and has a target recovery of 90%. The total FY 2022 -23 Engineering & Building revenues budget is $240,794 and the expenditures budget is $938,500. The difference of $697,706 is supported by non-departmental General Fund revenues.

Public Works & Planning

Department | Public Works & Planning | Engineering & Building 92

Expenditures Summary
FY 2022-23 Engine e ring & Building
Budget
Di fference between FY 2022 -23 Budget
and FY 2021-22 Estimated Actual

The total Engineering & Building budget for FY 2022-23
is $938,500. The Town partners with a private company
to provide engineering and building services. When
comparing to the FY 2021 -22 Budget, the increase is
immaterial ($500).

The FY 2022 -23 budget is $3 0,000 or 3% more than
the FY 2021- 22 Estimated Actual. A m ajority of the
increase is in professional & contractual services,
and it is to reset the FY 2022- 23 Budget to be the
same as FY 2021- 22 Budget.

Department | Public Works & Planning | Engineering & Building 93 Expenditures by Categori es

Expenditures by Funds

Department | Public Works & Planning | Public Works Maintenance 94 Public Works Maintenance

Department Descri ption
The Public Works Maintenance/Sewer Division is responsible for the upkeep and maintenance of public streets, sidewalks, traffic signals, streetlights , storm water systems and public facilities. The Division also manages roadway weed and litter control and graffiti abatement; participates in the National Pollutant Discharge Elimination System (NPDES) Storm Water Program; and are the first responders to sanitary sewer overflows. The Division also manages the landscape, facility janitorial and HVAC maintenance contracts.

Staffing
The Division is composed of one Maintenance
Supervisor and two Maintenance Technicians,
overseen by the City Manager.

Public Works & Planning

Department | Public Works & Planning | Public Works Maintenance 95 Revenues Summary
The FY 2021-22 Public Works Maintenance revenues budget is $1,105,897 with $901,354 in sewer operations (Fund 81) , $157,560 from State and County grant allocations, and $21,667 in General Fund (Fund 11) reimbursement. The sewer fees collected offsets the sanitary sewer operating cost of $988,000.

Department | Public Works & Planning | Public Works Maintenance 96 Expenditures Summary
FY 2022-23 PW Maintenance Budget Di fference between FY 2022 -23 Budget and FY 2021-22 Estimated Actual

The t otal Public Works Maintenance budget for FY
2022-23 is $2,385,562. The Sewer operations budget
is $988,000, or 41% and the salaries, wages, &
benefits budget is $756,117 or 32%. Professional &
contractual services is the third largest categories at $537,900 or 23% of total budget.

The FY 2022 -23 budget is $ 226,789 or 11% more
than the FY 20 21-22 Estimated Actual. The increase
of $82,080 in professional & contractual services
is due to the resetting of the FY 2021-22 Budget. Part of the budget includes contingencies for roadway and
public-right-of-way minor improvements. Sewer
operations increased by $68,126 and reflects the
Town’s projected increase for sewer treatment.

Salaries, wages, & benefits increase of $62,583 is
related to COLA ’s and benefit changes.

Expenditures by Categori es

Department | Public Works & Planning | Public Works Maintenance 97

Expenditures by Funds

Department | Public Works & Planning | Planning 98
Planning

Department Descri ption
The Planning Division is responsible for Advanced (long range) Planning, Current Planning (application processing), Climate Action, Economic Development and Neighborhood Services. The Planning staff, i n partnership with other Town staff, residents and the business community, implements the community vision for the physical development of Colma, as described in the General Plan. Specific activities include: preparing planning studies to update policies and regulations in light of changing laws and conditions to ensure Colma continues to be a desirable community in which to live, work, visit and recreate; coordination with or participation in County and regional planning efforts to represent Colma’s interests; reviewing development proposals to ensure high quality and compatible development; reviewing all building permits for compliance with zoning requirements; enforcing codes and promoting property maintenance; and providing public information about planning and development.

Staffing
The Town contracts with CSG Consultants for planning services – partially offset by fees. Professional contract staff, including the City Planner, an Assistant Planner, an Associate Planner, a Sustainability Manager, a Code Enforcement Officer and additional planning staff are available to assist the Town on an as-needed basis. Administrative support is provided by the Town’s Administrative Technician, who is under the supervision of the City Clerk.

Public Works & Planning

Department | Public Works & Planning | Planning 99
Revenues Summary
The FY 2021-22 Planning revenues budget is $51,920 and the operating budget is $451,000. Fees collected for planning activities are based on the 2018 cost of service fee study with a recovery target of 90%. Non permit related activities are supported by General Fund revenues.

Department | Public Works & Planning | Planning 100
Expenditures Summary
FY 2022-23 Planning Budget Di fference between FY 2022 -23 Budget and FY 2021-22 Estimated Actual

The t otal Planning budget for FY 2022- 23 is
$472,100. Similar to Engineering & Building, the
Town partners with a private company in providing
planning and sustainability services.

The FY 2022- 23 budget is $ 5,944 or 1% less
than the FY 2021- 22 Estimated Actual. The
budget for Code Amendments and Advanced
Planning services were reduced with the
recently adopted General Plan update, and the
Sustainability Services budget was increased
to address Senate Bill 1383 mandates.

Expenditures by Categori es

Department | Public Works & Planning | Planning 101
Expenditures by Funds

Department | Public Works & Planning | Facility Operations 102 Facility Operations

Department Descri ption
The Facility Operations Activity includes non- personnel operating expenses for all Town facilities, such as janitorial and landscape contract services for facilities, water, electricity, and pest control.

Staffing
The Public Works Maintenance Supervisor oversees facility maintenance operations, and the staffing cost is fully charged to Public Works Maintenance Division.

Revenues Summary
The FY 2021- 22 Facility Operations revenues budget is $257,207, with $180,300 from Creekside Villas and Verano. Creekside Villas and Verano rental incomes are recorded in Fund 83, City Properties fund - an Enterprise Fund and are used to offset facility operation costs in Fund 83.

Public Works & Planning

Department | Public Works & Planning | Facility Operations 103

Expenditures Summary
FY 2022-23 Facilit ies Operat ions
Budget
Di fference between FY 2022 -23 Budget
and FY 2021-22 Estimated Actual

The total Facility Operations budget for FY 2022- 23 is $870,395. The Recreation & Museum budget of
$325,435 includes facility maintenance and services at
Colma Community Center, Sterling Park, Colma
Museum, and Bark Park. The next largest function is
Police, at $204,260 which includes the Police Station
and the Gun range.

The FY 2022 -23 budget is $ 151,984 more than the
FY 2021 -22 Estimated Actual. The largest increase
for all facilities is interior and exterior maintenance at $85,000, where several projects were deferred from
FY 2021- 22 to FY 2022- 23, including a secondary
entry to dispatch and repair to the cupola at Sterling
Park.

The next largest increase is related to supplies and
services at $53,800 - $21,100 increase to account for
first aid, cleaning supplies, masks and other personal
protective equipment (PPE); and $32,700 increase in
services related to janitorial, landscaping, pest
control, security system s, and HVAC system upkeep.

Department | Public Works & Planning | Facility Operations 104 Expenditures by Facilit ie s

Department | Public Works & Planning | Facility Operations 105 Expenditures by Categori es

Department | Public Works & Planning | Facility Operations 106 Expenditures by Funds

Departmental | Recreation 107
R ecreation

The Recreation Services Department provides programs, activities and events for Colma residents of all age groups ranging from youths to seniors at two park facilities: Colma Historical Park & Community Center and Sterling Park. Program elements include: Fitness, Enrichment, Special Events, Cultural Events, Sporting Ev ents, Trips and Community Events. It is the goal of the Recreation Services Department to offer a balanced program ensuring all elements are offered to all age groups throughout the fiscal year.

Recreation program fees are subsidized using a system that provides a greater discount for programs that serve the community versus programs that serve the individual. The policy -based system was approved by the City Council in 2011 and the Department has typically recovered 12% -14% of department costs, including the recreation facilities maintenance budgets. In FY 2020- 21, the Department is projected to recover 8% of department costs, including the recreation facilities maintenance budgets. The lower cost recovery rate is due to the Covid- 19 pandemic and reduced revenues.

The Department has experienced an increase in program participation every year beginning in FY 2012-13. The increase is attributed to more in- house activities and community-based programming, ensuring opportunities for all populations. In FY 2020- 21, staff had to alter traditional recreation programming and moved to an online and virtual platform with a few drive- through special events.

Traditional recreation program participation suffered but online and virtual program participation did much better than expected.

The 2017-2019 and 2020-2022 Strategic Plans call for the coordination and implementation of more community-based programming and additional recreation opportunities for the Teen population. Over the last few years, the Department has developed the following community-based programs and Teen activities: Halloween House Decorating Contest, Holiday House Decorating Contest, Super Bowl Party, Summer Concert Series, Friday Night Lights, Teen Center hours at Sterling Park, Teen L.E.Y.P program, Colma Community Fair and Bike Rodeo, Cinema at the Cemetery, Parol Lantern Workshop, Annual Holiday Tree Lighting, and Día De Los Muertos Festival. During the Covid-19 pandemic a lot of the above-mentioned programs were cancelled, and new online programming was developed.

Departmental | Recreation 108
Staffing

The staffing for this Department includes one
Recreation Manager, two Recreation Coordinators,

2.5 FTE in part-time Facility Attendants and 2 FTE
in part-time Recreation Leaders. In FY 2022-23 the
Recreation Manager and Recreation Coordinator
position were filled.

Revenues Summary
The FY 2021-22 Recreation revenues budget is $110,000. As shown in the table below, Recreation revenues from program charges and rentals are insufficient to fund the total Recreation Department operating expenditures of $1.02 million. General Fund revenues supports the remaining $932,000 of the operating expenditures.

Departmental | Recreation 109

Expenditures Summary
FY 2022-23 Recreation Budget Di fference between FY 2022 -23 Budget and FY 2021-22 Estimated Actual

The total Recreation budget for FY 2022- 23 is
$1,070,866. Salaries, wages, & benefits represents
66% and supplies & services represents 23% of the
total budget. Salaries, wages, & benefits supports 3
full time and 7.5 FTE of part -time staff. Supplies &
services also includes $189,200 in recreation
program expenses.

The FY 2022 -23 budget is $216,294 more than the
FY 2021-22 Estimated Actual. The largest increase is
in supplies & services where recreation programs
were budgeted in FY 2021 -22 but cancelled due to
COVID-19 restrictions. The FY 2022- 23 budget for
supplies & services is a reset to the FY 2021- 22
Budget, with the expectation that the Town will be
able to offer these community programs and activities
in FY 2022-23.

Departmental | Recreation 110
Expenditures by Categori es

Departmental | Recreation 111
Expenditures by Fund
The Recreation operating expenditures are part of the General Fund operation.

Accomplishments
St rat e gic Plans:
• Completed Age-Friendly City “Doorhanger Project,” and focused on recruiting additional Task Force Members and providing Age-Friendly initiatives to the community. • Hosted CAPE/CERT program and certified three new members. • Hosted modified, and COVID-19 safe Trunk or Treat for the community, Dia De Los Muertos Celebration, Holiday Events and Eggstravaganza.

Operational:
• Hosted multiple Blood Drives with the Red Cross, Stanford Blood Center and Vitalant. • Partnered with Second Harvest Foodbank of San Mateo County delivering food to populations in need.
• Partnered with Italian Cemetery to safely host Cinema at the Cemetery. • Provided take home Parol Lantern Kits.
• Safely hosted Summer Concert Series.
• Safely hosted a Veterans Day Celebration at Veterans Village.

Departmental | Recreation 112
Performance Measures:

The 2022- 23 Goals in the images below reflects the annual average. All three slides of the Recreation performance measures presentation are available below as separate images. The link to the digital budget for this section is:
https://stories.opengov.com/colmaca/published/lswWrumtls

Departmental | Recreation 113

Departmental | Recreation 114
COVID Response
Due to the Covid-19 pandemic and Shelter in Place Orders, the Recreation Services Department had to transition from providing in person services to a virtual, online, take home and drive thru recreation service provider. For a period of time picnic areas, outdoor workout equipment, and the basketball court were closed and the recreation facilities were closed for rentals since April 2020. Facility rentals for indoor, in-person gatherings started in the Fall of 2021; however, closed during the Omicron surge (December-February) and then re-opened in March 2022.

During FY 2021-22, the Recreation Services Department began offering an array of online programs and remote activities for the community, some of those programs were:
• Community online Bingo and Trivia,
• Remote Armchair Travel,
• Take Home Parents Night Out,
• Senior Breakfast Bingo,
• Delivered Senior Lunches,
• Take home Arts and Crafts & Dessert for Kids,
• Delivered craft kits to seniors,
• Ceramic Painting Kits for adults, and
• Delivered instructional painting kits for adults/seniors.

The Recreation Department also partnered with the Second Harvest Food Bank of San Mateo County delivering food to over 100 households once or twice a month throughout the year.

Future Obj ecti ves
For FY 2022-23, the Recreation Services Department will:

Strat e gic Plans:
• Continue working on Age Friendly Cities initiatives.
• Coordinate the annual Town Picnic and Adult Holiday Event, if permitted. • Continue to develop and offer more community based and teen programming including, • Cinema in the Cemetery Movie Series;
• Dia De Los Muertos festival in collaboration with a local cemetery; • Multicultural Craft Day; and
• Working with local shopping centers promoting economic development.

Operational:
• Attempt to provide the same service level (offer the same number of programs and meet participation levels) as FY 2019-20.
• Partner with the Colma Historical Association to create a scavenger hunt for the community. • COVID-19 permitting, fully open recreation facilities for facility rentals and indoor programming; and
• Offer modified in-person Day Camp, Afterschool programs and adult/senior programs.

Capital Improvement Plan Summary 115
Capit al Improveme nt Plan

The Capital Improvement Plan (CIP) is a project management and financial planning document . It provides a brief project scope, description, and funding & spending plans for major maintenance, improvements, and rehabilitations of Town properties, long- range planning documents, and equipment and technology purchases in excess of $10,000 for the next five years . The document shows the Town’s capital priorities for the year, as well as future obligations and needs.

The FY 2022- 23 CIP includes capital plans t hrough FY 2027- 28. The five-year CIP program costs $81.00 million – with $16.20 million funded or planned to be funded in the next five years and $64.80 million pending funding opportunities.

Capital Program Overview
CI P Proj ect Categori es
The projects listed in the FY 2022- 23 through FY 2027-28 CIP program is organized into four major categories, as listed below. The images below are linked to the corresponding sections of the capital program.

Capital Improvement Plan Summary 116
Category 1
Streets, Sidewalks & Bikeways

Category 2
Sewer & Storm Drain

Category 3
City Facilities & Long-Range Plan

Category 4
Major Equipment, Technology, & Fleet

Project Status
Within each of the four categories listed above, the projects are grouped by statuses. The statuses are Active, Closed, Future, or Unfunded.
• Active - existing or new CIP projects that have available funding and activities (spending) in FY 2022-23. These projects may have future and unfunded portion. • Closed - CIP projects that have been completed or have been closed out. These projects will only appear in future CIP budgets if they have project expenditures during the prior three years. • Future - CIP projects that are programmed for FY 2023 -24 through FY 202 7-28. Project budget and funding are identified but are not earmarked. • Unfunded - CIP projects that are Town priorities but are currently without budgeted funds.

Unfunded projects will be reviewed annually during the Town Budget process to see if funds are available for construction and if the proposed projects are ready to move from the Unfunded to the Budgeted projects list.

More information about the project status can be found in the project description.

Capital Improvement Plan Summary 117
FY 2021-22 Capital Improvement Program Overview
The FY 2021- 22 Capital program has 15 projects with a total project budget of $4.94 million since project inception. From inception to April 30, 2022, the Town has spent $4.09 million of the total project budget. This leaves an unspent balance of $854,000, and part of the unspent balance will be carried over to FY 2022-23.

During the year, the Town closed Mission Road and Pedestrian Improvement Project (903) and Creekside Villa Repair & Painting (952) and added Mission Road Crosswalk (909) and Mission Road Landscape (908) projects. In March 2022, the Town completed General Plan Update (991) proj ect, which will be presented to the City Council for project closure and fund release after the FY 2021-22 year-end process is completed.

Of the 15 projects, there are six that has not begun as of April 2022, but the Town plans to begin these projects in May or June of 2022. Projects in the streets, sewer/storm drain, and facilities categories are often weather dependent and would start in the summer/fall months. More information are available in the project description section of the capital budget.

Capital Improvement Plan Summary 118
FY 2022-23 Capit al Improve ment Plan Highlight
The FY 2022- 23 Capital program includes 17 active projects, 16 future/unfunded projects, and 4 projects that are closed will be closed by June 30, 2022. Of the 37 total projects, the following six projects are newly added.

1. Town-Wide Bicycle & Pedestrian Master Plan (910) - $105,000;

2. Public Arts Program (980) - $15,000;

3. Urban Tree Master Plan & Program (998) - $300,000 ($100,000 in FY 2022-23);

4. EV Charging Station at Town Facilities - $300,000;

5. Solar Panel Installation at Colma Community Center - $300,000; and

6. Phone System Upgrade (982) - $250,000.

Ongoing projects includes:

1. Annual Roadway Rehabilitation and Preventative Maintenance (906) - $292,900;

2. Equipment Purchase and Replacement (984) - $150,000;

3. IT Infrastructure Upgrades (986) - $50,000; and

4. Vehicle Replacement (987) - $164,000.

There are three projects that was part of the FY 2021- 22 budget with a status of Future/Unfunded that will begin in FY 2022-23:

1. El Camino Real Bicycle and Pedestrian Improvement (923) - $2,000,000 (with a Future unfunded project cost of $29.1 million);

2. Storm Drain Assessment (972) - $70,000 (with future funded project cost of $140,000); and

3. Town-Wide Branding (959) - $100,000 (with a future funded project cost of $100,000).

Project Funding and Spending Plan for FY 202 2-23 through FY 202 7-28 The Funding Plan table below summarizes the revenues sources that the Town plans to use to support the capital program. The funding identification process includes apply grant and special fundings first to the capital project, then special contributions, and finally the General Fund or the Capital Reserve Fund.

The Capital Program bar chart below summarizes the projects by categories. The corresponding table is below the bar chart. To get to the table, use the scroll bar on the right of the bar chart. At first glance, the table shows the total program by fiscal year and by categories. The project list is also available in the table by clicking on the triangles on the left of the categories.

Capital Improvement Plan Summary 119

Capital | Streets, Sidewalks, & Bikeways 120
Streets, Sidewalks, & Bikeways

Annual Roadway Rehabil i tation and Preventative Maintenance ( 906) Project Scope
The Annual Roadway Rehabilitation and Preventative Maintenance Program includes minor repairs, such as crack sealing, and major rehabilitation, such as slurry seal and mill and fill. The goal of the program is to maintain the Town’s Pavement Condition Index (PCI) at 80 or above; the current PCI has been rated at 79. The multi-year project budget includes design, construction management, and construction costs. The Engineering Department has identified the following locations for the current program cycle:
• 300 Block of F Street (FY 2021-22)
• Hillside Boulevard (FY 2022-23)
• Colma Boulevard and 400 Block of Serramonte Boulevard (FY 2023-24) • Collins Avenue and Junipero Serra Boulevard (FY 2024-25) The total project cost for the locations identified above is $917,900.

Status as of June 30, 2022
The 300 Block of F Street Road Rehabilitation project is scheduled to begin in the Spring of 2022 and be completed in the Summer of 2022. A portion of the project will be completed in FY 2022-23.

Active Projects
Capital Improvement Plan

Capital | Streets, Sidewalks, & Bikeways 121
Schedule for FY 2022 -23 and Thereafter
Staff will start assembling plans and specifications for the Hillside Boulevard surface treatment project.

The project is anticipated to go into construction either before the winter months of 2022/2023 or early spring of 2023. Colma Boulevard and 400 Block of Serramonte Boulevard surface treatments are scheduled for FY 2023-24, and Collins Avenue and Junipero Serra Boulevard surface treatments in FY 2024-25.

Impact on Operation
An effective roadway maintenance program includes minor repairs as part of the operating budget and major rehabilitation as part of the Annual Roadway Rehabilitation and Preventative Program. By rehabilitating the roadway whe n needed, the Town is able to maintain the annual roadway repairs operating budget of $95,900.

Project Funding and Spending Plan
The Annual Roadway Rehabilitation project is an eligible project to utilize the State and County allocated Gas Tax and SB -1 RMRA (21), Measure A (22), Measure W (26), and Measure M grant funding.

Capital | Streets, Sidewalks, & Bikeways 122
E l Camino Real Bi cycl e and Pedestri an Improvement ( 923) Construction Phase Scheduled for future (unknown)
Estimated Project Cost for Construction Phase: $29.1 million (Future Unfunded) Project Scope
The project includes a re- design of El Camino Real (ECR). It incorporates a lane reduction in each direction so that Class 4 bike lanes can be designated on the Northbound and Southbound directions.

The project also includes continuous compliant sidewalks, additional bicycle and pedestrian safety features, new traffic signals, landscaping, reconfiguration of the Mission Road (“the Y”) intersection, and bioretention storm drain infrastructure along ECR. The project presents a vision for residents and visitors to travel safely, comfortably, and with ease.

Status as of June 30, 2022
The El Camino Real Bicycle and Pedestrian Master Plan was completed in FY 2021-22. For the next phase of this project, the Town applied for and was granted a $1.8 million grant, with a required 10% local match to fund the Project Study Report (PSR). The PSR is a project initiation document that provides key opportunities for CalTrans and other regional and local agencies to achieve a consensus on the project purpose and need, the project scope, and the proposed project schedule. This PSR phase of work is programmed to take approximately 18 months.

Schedule for FY 2022 -23 and Thereafter
Once the PSR is completed, staf f will seek funding to move into the Project Approval and Environmental Document phase of the project.

Impact on Operation
There will be an increase in landscaping maintenance and irrigation costs. The proposed improvements and beautification enhancements will not only beautify one of the main thoroughfares, but it will also provide safe access for those who choose to walk or bike in the area.

Project Funding and Spending Plan
Currently, staff is working with the County and CalTrans on future funding opport unities. Staff understands that this project will need financial assistance from outside agencies if it is to be built out.

Capital | Streets, Sidewalks, & Bikeways 123

F-Street Retaining Wall ( 902)
Project Scope
In 2019, the Engineering Department surveyed the retaining wall on F Street. The survey determined that the deterioration of the F-Street wall is likely due to poor drainage. The first phase of the project is design, specifications, plans, and construction estimates. The second phase includes soliciting bids for construction and construction management services.

Status as of June 30, 2022
The project plans and specifications have been completed. Town staff has solicited bids from qualified contractors and the project buildout has started.

Schedule for FY 2022 -23 and Thereafter
The project should be completed by late summer or early fall of 2022.

Impact on Operation
The proposed improvements will decrease maintenance on and around the wall. Regular monitoring and maintenance of the drainage system will be needed and part of the annual operating budget.

Capital | Streets, Sidewalks, & Bikeways 124
Project Funding and Spending Plan

L awndale L andscape and Median ( 956)
Scheduled for FY 2023 -24
Projected Cost: $1.53 million ($130k for design; $1.4 million construction) Project Scope
The median landscape and back of sidewalk on Lawndale Boulevard are in need of rehabilitation. As a result of the severe drought conditions in recent years, the State of California has levied irrigation restrictions that prevent cities from irrigating the street medians with turf. The Town’s turf medians on Lawndale Boulevard will need a significant landscape design makeover to replace the 3/4 quarter mile of turf with sustainable and drought -resistant plantings. The project also includes landscaping along the backside of the sidewalk along the northside of Lawndale Boulevard. This landscape area will be addressed in the following phases.
• Phase 1 is the conceptual review and preliminary approvals for the landscaping and public use and enhancement on Lawndale Boulevard - completed in FY 2019-20. • Phase 2 will provide “Shovel Ready” project plans, specifications, and estimates (PS&E) and prepare a bid package - tentatively scheduled for FY 2023-24. • Phase 3 is the construction phase, which includes awarding the contract, building and inspection services, and construction - future unfunded $1.53 million.

Capital | Streets, Sidewalks, & Bikeways 125
The study will also focus on green infrastructure possibilities, stormwater enhancements, and recreational features. Grant opportunities may be available for Phase 3 of this project.

Status as of June 30, 2022
CIP 956 was identified as the Lawndale and El Camino Real Median Landscape Project. The El Camino Real portion of this capital project has been removed and is now part of the El Camino Real Bicycle and Pedestrian Improvement Project, (CIP 923). The Lawndale Median Project was suspended due to COVID-19.

Schedule for FY 2022 -23 and Thereafter
The plans, specifications, and estimates are scheduled FY 2023-24, the buildout is also scheduled to take place in FY 2023-24 and be completed in FY 2024-25.

Impact on Operation
The rehabilitation of the landscape median along Lawndale Boulevard with drought resistant vegetation will increase the aesthetic beauty of the roadway. The rehabilitation of the landscaping will provide a more pleasurable experience when walking, biking, and vehicle travel along Lawndale Boulevard. Once plant establishment takes place, monthly maintenance and irrigation will be at a minimum due to the drought resistant plant pallet.

Project Funding and Spending Plan

Capital | Streets, Sidewalks, & Bikeways 126
Mission Road Crosswalk ( 909)
Project Scope
Design and construct a high visibility crosswalk on Mission Road at the back entrance to the Treasure Island mobile home park. The high visibility crosswalk will be delineated with pre- emptive signage, viable pavement markings and pedestrian activated solar powered Rectangular Rapid Flashing Beacons (RRFB’s). Part of the design portion of the project is to design speed humps for the roadway.

This will be introduced into the bid documents as a bid alternative.

Status as of June 30, 2022
The project will go before the City Council in May of 2022. The Construction drawing phase will include plans that will be ready to go to bid, specifications that will detail out the specifics of the project, and an engineer’s estimate for the work and any other associated costs such as contingencies and construction management. At the time of award, an amendment to the project budget for the construction and management phase will presented to the City Council for reconsideration.

Schedule for FY 2022 -23 and Thereafter
After contract approval in June of 2022, the street project is anticipated to start construction in early to mid-July.

Impact on O perat ion
Once installed, annual cost to maintain is nominal. Street markings is anticipated to be completed every 3 to 5 years.

Capital | Streets, Sidewalks, & Bikeways 127
Project Funding and Spending Plan

Mission Road L andscaping ( 908)
Project Scope
After completion of the Mission Road Bicycle and Pedestrian Improvement Project in FY 2020-21, a second phase of the project was added to landscape the open area between Holy Cross’s Historic Rock Wall and the back of sidewalk that fronts Holy Cross Cemetery on Mission Road. The landscape design will be to emphasize drought resistance low maintenance plants and s hrubs. The tree pallet will be a species of trees that thrive in Colma’s microclimate along with providing color to enhance the roadway frontage and shade for those who walk through th e Mission Road Residential and Business District. The landscape area will have rest stops that will be constructed to meet accessibility requirements, park benches, trash receptacles, and a dog mitt station.

Status as of June 30, 2022
Project approval is going to City Council in May of 2022. City Council approved budget amendment for the construction and management phase of the project on the May 11, 2022 Regular City Council meeting. The $343,200 budget amendment will be added on July 1, 2022.

Schedule for FY 2022-23 and Thereafter
The project is scheduled to start in late summer and be completed in late fall of 2022.

Capital | Streets, Sidewalks, & Bikeways 128

Capital | Streets, Sidewalks, & Bikeways 129
Impact on Operation
The plant pallet will be low maintenance and drought resistance, after the plants, shrubs and trees reach some level a maturity annual cost should come down substantially. Irrigation is being supplied by Holy Cross Cemetery. The improvements will enhance walking and biking for those who live and work in the Mission Road Neighborhood.

Project Funding and Spending Plan

Town -Wi de Bicycl e and Pedestri an Master Pl an ( 910) Project Scope
Colma was awarded funding through the Transportation Development Act Article 3 (TDA3) Pedestrian and Bicycle Program for a Bicycle and Pedestrian Master Plan. The Colma Bicycle and Pedestrian Master Plan will envision a safer, more connected active transportation system in the Town of Colma.

This project will build on the El Camino Real Bike and Pedestrian Plan, the Serramonte Collins Master Plan, the Hillside Boulevard complete streets improv ement project, the Mission Road improvement project, and Systemic Safety Analysis Report (SSAR) performed by the Town of Colma.

Status as of June 30, 2022
Grant was awarded in April and r equest for proposals have been drafted. The project will be processed in FY 2022-23 and will carry over to FY2023-24.

Capital | Streets, Sidewalks, & Bikeways 130

Schedule for FY 2022 -23 and Thereafter
Estimated schedule:
• September 2022: Contract approval
• October 2022: Project kickoff
• January/February 2023: Study session with City Council • April 2023: Finalize draft plan
• May 2023: Bring plan to Council for environmental clearance and plan adoption Impact on Operation
The Town-Wide Bicycle and Pedestrian Master Plan will primarily be completed by a transportation planning consulting company, so the impacts on operations will be minimal. There will be some impact to staff time with respect to hiring and orienting the sub- consultant, reviewing the consultant’s work, and bringing the plan to council for a study session and adoption.

Project Fund ing and Spending Plan

Capital | Streets, Sidewalks, & Bikeways 131
Projects Funding & Spending Schedule for FY 2023 -24 through FY 2027 -28

Colma Boulevard Improvement ( 912)
Scheduled for future (unknown)
Estimated Project Cost: $1.5 million (Future Unfunded)
Project Scope
Improvements to be considered include accessibility enhancements, mobility improvements, safety features, landscape improvements, roadway improvements (potential lane reduction), street light upgrades, and bike lanes. Colma Boulevard Improvements have been studied in the Town’s Roadway Network Plan (SSAR) - Project No. 993. The result of the SSAR study pursues funding options to help offset costs with the associated upgrades. Project phases would include development of a master plan, PS&E, and construction costs.

Status as of June 30, 2022
None. Pending availability of future funding.

Future Projects

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Schedule for FY 2022 -23 and Thereafter
Pending availability of funds.

Impact on Operation
Minor increase in streetlight electrical cost, improvements for bicyclists that use Colma Boulevard for travel.

El Camino Re al and Mission Road Traffic Signal (912)
Scheduled for future (unknown)
Estimated Project Cost: $3.4 million (Future Unfunded)
Project Scope
Traffic flow, vehicular safety and Bicycle and Pedestrian safety at the intersection of El Camino Real (ECR) and Mission Road is impacted by the existing geometry of the intersection and lack of a traffic signal. The reconfiguration of the intersection will include realignment of the roadway to accommodate proper ingress and egress into the Mission Road Residential Business District. The installation of a three-leg signal that will be interconnected to existing signals to the North and South to maintain proper traffic flow, but more importantly is the signaled intersection will provide an element of safety for pedestrian's, bicyclists and vehicles to traverse across ECR safely. ECR is part of the CalTrans Highway system, thus environmental studies, long term agreements and construction permitting will need to be obtained from CalTrans.

The estimated project cost increased from $700,000, originally estimated in 2017, to $3.4 million. The rise in project costs is the result of CCCI (California Construction Cost Index) and change in project scope. Since 2017, escalation in construction costs have risen between 15 to 20 percent. After the completion of the El Camino Real Bicycle and Pedestrian Master Plan, several features have been added to this project, includin g required signal interconnects, roadway hardscape and landscape features, realignment of the roadways, and required traffic studies and environmental work to meet the State's Right of Way requirements.

Status as of June 30, 2022
Future Unfunded.

Schedule for FY 2022-23 and Thereafter
Pending availability of funds.

Impact on Operation
Annual cost sharing for maintenance and electrical charges will be shared with Cal Trans. The signalized intersection at ECR and Mission Road will provide access for pedestrian and bicyclist to traverse across the highway safely. It will also provide for vehicular safety (potential speed reduction) when entering the Town of Colma on this portion of ECR.

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Hillside Boule vard Beaut ificat ion (901)
Scheduled for future (unknown)
Estimated Project Cost: $9.1 million (Future Unfunded)
Project Scope
Phase 1 of the three- phase Hillside Beautification Project (Hoffman Street to 600 feet south of Serramonte Boulevard) was completed in the FY2014-15. Phase 2 and 3 start 600 feet south of Serramonte Boulevard to Lawndale Boulevard. Similar to Phase 1, Phase 2 and 3 of the Hillside Boulevard Beautification project will be compliant with “Complete Streets” policies such as continuous sidewalks, high visibility crosswalks, street lighting , ADA accessibility, and bike paths. The project also includes sustainable landscaping and stormwater treatment features, undergrounding of utilities and placement of new utilities such as water and sanitary sewer. The phasing of the of the remainder of this project will be evaluated on potential grant and other funding opportunities. Project estimates will also need to be updated to incorporate green infrastructure mandates. A reserve of $930,889 is being held in the Capital Improvement Fund towards an estimated $9,100,000 project.

Status as of June 30, 2022
On hold. Future Unfunded. Appling for grants and congressional budget earmarks.

Schedule for FY 2022 -23 and Thereafter
Pending availability of funds.

Impact on Operation
There will be an increase in landscapi ng maintenance and irrigation costs, streetlighting and future roadway maintenance. The various street and right of way improvements will provide safe paths of travel for those who use Hillside Boulevard to walk or bike to work or for pleasur e. The Hillside Boulevard improvement project will also incentivize property owners and developers to invest in development of the property on Hillside Boulevard that has been now zoned for commercial development, thus creating job opportunities for local residents.

Serramonte Blvd/Collins Ave Roadway Improvement ( 905)
Scheduled for future (unknown)
Estimated Project Cost: $20.0 million.

Project Scope
The primary purpose of the Serramonte Boulevard and Collins Avenue Master Plan (Master Plan) is to improve the overall design, function and identity of the corridors with a view to supporting the Town of Colma’s main economic engine and one of the premier auto rows in the Bay Area. The Master Plan thus addresses the design of the right of way, connections and accessibility , safety and operational challenges, identity and character, sustainability, and green infrastructure. Please refer to https://www.colma.ca.gov/documents/serramonte-boulevard-collins-avenue-master-plan/ for the
Serramonte Boulevard and Collins Avenue Master Plan

Capital | Streets, Sidewalks, & Bikeways 134
Status as of June 30, 2022
None. Scheduled for future unknown.

Schedule for FY 2022-23 and Thereafter
It is anticipated that this project will be broken into phases, scheduling of the various phases of design and construction are to be determined.
• Phase 1a: Traffic Signal at Serra Center (separate project)- see project 911 below. • Phase 1b the island (Collins Ave): Close down the slip lane at Serramonte and Collins in the east bound direction, also restripe Serramonte Boulevard simulating the proposed road diet, (lane reduction) from the Serramonte/Serra Center entrance to El Camino Real.
• Phase 2: Reconstruct Collins Avenue, continuous sidewalks, high visible crosswalks, streetlights, landscaping, underground of overhead utilities, car carrier offloading zones for local car dealerships.
• Phase 3: Continue improvements to Serramonte West: Lane reduction, sidewalks, landscaping, sustainability enhancements, street lighting, and accessibility improvements,
• Phase 4: landscaping, accessibility enhancements, street lighting, bike paths, streetlights.

Please note that phasing is meant to separate the project out into sections, City Council at their discretion can state when they want certain phases to take place.

Impact on Operation
The project will improve safety and mobility along Serramonte Blvd and Collins Avenue, reducing enforcement costs, and enhancing economic viability going into the future.

Serramonte/Serra Center Signalization ( 911)
Scheduled for FY 2023 -24
Estimated Project Cost: $1.00 million (Future Unfunded) Project Scope
Install traffic signal on Serramonte Blvd at the Serra Center entrance (Target). The project will be partially funded by a development impact fee ($26,000). Estimated project cost of $500,000 includes for the signalization of the intersection, the road realignment work at Serramonte Boulevard and Collins Avenue and removing the existing slip lane, restriping of S erramonte Boulevard to simulate the proposed lane reduction on Serramonte Boulevard, plus design and project management cost s associated with the project.

Capital | Streets, Sidewalks, & Bikeways 135
The elimination of the slip lane will provide a safer approach for pedestrians and bicyclists as vehicles enter Collins Avenue. The removal of the slip lane will provide a landscape area for wayward signage, gateway signage and landscaping while entering into the Serramonte Auto Row District.

Another aspect of this project is to install temporary street stripping to simulate how the lane reduction on Serramonte Blvd. will perform and if the lane reduction is feasible. The restriping of the roadway will simulate the proposed lane reduction and will take two lanes of travel in each direction and reconfigure it to one lane of travel in each direction with a turn lane in the middle of the roadway. The purpose of the middle lane will provide vehicles to enter a safe area to make left hand turns into the various car dealerships and retail outlets. Likewise, vehicles exiting the various businesses along Serramonte will be able to make safe left hand turns onto the roadway and be able to enter the middle lane before merging into the oncoming traffic lane.

The signalization of the Serramonte/Serra Center inters ection, roadway reconfiguration roadway striping is part of the Serramonte Blvd/Collins Ave Master Plan. These improvements have been separated for the Master Plan Project (CIP#905) for potential grant funding.

Status as of June 30, 2022
The project currently has set idle due to COVID 19 and is figured to go into design in FY 2022-23.

Schedule for FY 2022 -23 and Thereafter
Construction of these improvements are contingent on future grant funding and General Fund contributions. Staff will be pursuing funding opportunities to assist with the buildout of this project.

Impact on Operation
Annual operation and maintenance costs as they relate to the streetlight signal. These improvements will provide both pedestrian and vehicular safety in the Serramonte and Collins Avenue Commercial District.

Sterling Park Streetlight (926)
Scheduled for future (unknown)
Estimated Project Cost: $960,000.

Project Scope
The antique streetlights in the Sterling Park Residential Neighborhood have shown signs of deteriorating, some of the streetlights have deteriorated to the point where the rust/decay has rotted through the pole. It is estimated that approximately 10 to 25 percent of the streetlights have different levels of decay from minor to severe. It is projected that the decay process is taking place on the remaining lights, to what extent it has not been determined. It is recommended that the existing streetlights be replaced with lights that are more conducive to the salt air and damp weather conditions.

In a City Council Study session, it was the City Council's preference to replace the decaying metal streetlights with an ornate antique concrete pole with energy efficient single luminaire LED lighting.

Currently, the Town owns the streetlights, and the Colma Lighting District provides maintenance support and pays for the annual electrical charges. The fi rst phase of the project was to provide a

Capital | Streets, Sidewalks, & Bikeways 136
conceptual plan for the replacement of the streetlights within the Sterling Park residential area. The study has been completed and the next step will be to complete the plans and specifications, secure funding or partial funding with the Colma Lighting District and then go to bid for the streetlight replacement project. The original engineer's estimates that was provided in the study has been increased due to escalation cost s as it relates to construction and materials/supplies along with construction management costs.

Status as of June 30, 2022
None, project sat idle due to funding and issues related to COVID-19.

Schedule for FY 2022 -23 and Thereafter
Follow up with the Colma Lighting District for contributions for funding. Once established, the project will go into construction design documents and bid approval.

Impact on Operation
The improved street light structures should reduce long term maintenance. Electrical costs, (Even though they are paid for by the County Lighting District) will be reduced due to the energy efficient lighting that is being proposed.

Mission Road Bicycle and Pedestrian Improve ment Project (903) Closed as of December 31, 2021
Project Scope
The Mission Road Bicycle and Pedestrian Improvements Project includes the implementation of several safety- related improvements for pedestrians, bicyclists, and vehicles along Mission Road between El Camino Real and Lawndale Boulevard.

Status as of December 31, 2021
The design phase is complete, and the construction phase is nearly completed or will be completed by December 31, 2021.

Schedule for FY 2022 -23 and Thereafter
Closed

Closed Projects in FY 2022-23

Capital | Streets, Sidewalks, & Bikeways 137
Impact on Op erat ion
The project will provide a safer bicycle and pedestrian path and will mitigate the risk of accidents and control the Town’s cost in annual insurance premiums and claims.

Project Funding and Spending Plan

Capital | Sewer & Storm Drain 138
Sewer & Storm Drains

Storm Drain System Assessment and Mapping ( 972)
Project Scope
The project will review and analyze the Town's 11 miles of the Storm Drain System. The process will begin with starting to assess the current Storm Drainage system by way of internally videotaping the system in its current state. The video will provide several insights; it will unveil any needed repairs and unrecorded blind or illegal connections. The videotaping equipment used to view the interior of the storm drain lines will also have the capabilities of recording the data and allowing the data to be mapped in the Town’s Geographical Information System (GIS). The findings that come through the videotaping process will allow staff to budget for repairs or enhancements to the storm drain system.

Only portions of the system will be addressed each year. The project is expected to be a 3-year effort; funding will be requested on an annual basis for the specific scope of work for each year.

Status as of June 30, 2022
The project was deferred due to COVID-19 pandemic and has been rescheduled to begin in FY 2022-

23. The Storm Water Drainage Assessment Project will need to be funded through the Capital Reserves on an annual basis. This project is anticipated to start FY 2022- 23. Budget $70,000/per year for 3 years starting FY 2022-23.

Schedule for FY 2022 -23 and Thereafter
Develop a scope of work to go to a qualified contractor by the summer of 2022. The work is estimated to start in late summer/early fall of 2022 and may work its way into the 2023 calendar year.

Impact on Operation
Future costs for repairs or enhancements will be evaluated as part of the assessment and will be budgeted in future operating or capital projects.

Active Projects
Capital Improvement Plan

Capital | Sewer & Storm Drain 139
Project Funding and Spending Plan

Projects Funding & Spending Schedule for FY 2022 -23 through FY 2026 -27

Future Projects

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Colma Cre ek Channel Repairs ( 934)
Scheduled for future (unknown)
Estimated Project Cost ($300,000)
Project Scope
Sections of the Colma Creek concrete channel have deteriorated over the years. Because there are different levels of deterioration, a study will need to be performed as Phase 1 of this project. This study will identify, categorize, and map the deteriorated areas, estimate costs to repair those areas , and identify permits required to enter and repair the creek walls and floor. Progress has been made working with The San Mateo County Flood and Sea Level Rise Resiliency District, also known as One Shoreline, to establish a program for creek repairs has been limited due to the presence of COVID 19. Because Colma Creek runs through private properties it is the Town's responsibility to first establish "Right of Entry” (ROE) agreements to enter the creek and eventually easements that will be granted to One Shoreline for creek maintenance and repair when needed.

Phase 2 of the
project will be to prepare plans and specifications for the project along with applying for and obtaining all necessary permits to perform the work. Phase 3 will be the preparation of the bid documents, project and construction management, and the repair work. Once the easements are established and recorded, Colma Creek will become the responsibility of One Shoreline with the Town of Colma assisting the District.

Status as of June 30, 2022
The Town’s role to date is to establish ROE and easements with those property owners where the creek travels through their property. To date, property owners, and contact information has been established. Next step will be t o make contact with the various property owners to establish ROE and eventually easements that will be dedicated to One Shoreline for ongoing maintenance and repairs.

Schedule for FY 2022 -23 and Thereafter
In FY 2022-23, staff will be working with the vari ous property owners to inform them of the intent to establish easements so that the responsible agency (One Shoreline) or their agent can clean and maintain the portion of the creek that travels through their property.

Impact on Operation
Once this assessment is made, Colma staff can petition One Shoreline for the funds that are needed to perform the maintenance and repair work.

No active projects are scheduled to close by June 30, 2022.

Closed Projects in FY 2021-22

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Cit y Facilit ies & Long-Range Plans

Facility Parking L ot Upgrades and Repairs ( 953)
Project Scope
Several of the Town owned facility parking lots are in need of reconstruction and/or resurfacing along with striping and Americans with Disabilities Act (ADA) upgrades. This project will address long term parking lot maintenance and reconstruction needs at: Creekside Villas, the Colma Community Center and Historical Museum, the Colma Police Station and the Public Works Maintenance Corporation Yard. The work will vary from facility to facility ranging from reconstruction, (Mill and fill) to minor surface treatments, such as crack sealing and slurry coats. All facilities will be restriped. Installation of additional ADA stalls will be considered if feasible for the Colma Community Center parking lot.

Given the recent increase in oil prices and construction escalation costs, it is estimated that the project
will increase by more than 20% over original estimates that were presented several years ago.

Status as of June 30, 2022
This project was deferred from the FY2021-22 CIP due to the COVID- 19 pandemic. After further review and looking at cost saving measures it is estimated that combing all parking lot upgrades, surface treatments and repairs, the Town would get better value bidding out all the parking lot restorations at one time, in lieu of piecemealing the pr ojects. The Police Station, Creekside Villas, Community Center, Historical Museum, and Corporation yard parking lot will be combined into one project.

Schedule for FY 2022 -23 and Thereafter
The Parking lot upgrades, and repair project is estimated to be ready for City Council consideration and approval in the winter of FY2022-23. The project is estimated to go to construction in the spring of 2023.

Active Projects
Capital Improvement Plan

Capital | City Facilities & Long -Range Plans 142
Impact on Operation
No additional annual maintenance costs (Within the 5-year CIP Plan) are anticipated at this time.

Project Funding and Spending Plan

Housing Element Update ( 996)
Project Scope
Pursuant to state law, the Town of Colma is required to update its General Plan’s Housing Element on a predetermined schedule. The 6th Cycle Housing El ement Update (HEU) is required to be completed and certified by the state by January of 2023. Staff is working with 21 Elements, a consultant who is working with other San Mateo County jurisdictions on tasks related to the preparation of the HEU report , including a housing site inventory and feasibility study. The updated housing element will need to include a map and inventory of sites which will show where 202 units can feasibly be built within the 8-year term of the Housing Element. The sites are determined through the Regional Housing Needs Allocation (RHNA) process and completed by the Association of Bay Area Government (ABAG). In addition, the Housing Element will include policies and implementation items to remove barriers to the production of housing.

Additional required activities may include site re- zonings, policy development, and zoning text amendments. An environmental review of the project is required which will be the process of an amendment to the approved and adopted General Plan Update’s Environmental Impact Report (EIR) for the fulfilment of CEQA requirements.

Capital | City Facilities & Long -Range Plans 143
Status as of June 30, 2022
Preliminary work on the housing site inventory is currently underway. Regular coordination with 21 Elements consultants will continue. The site inventory is prepared with the consideration of staff’s meeting with HCD (State Housing and Community Development Agency) in April, and the first draft housing report (for HCD) is reviewed by the Council in June. The first draft report will be forwarded to HCD in June 2022.

Schedule for FY 2022 -23 and Thereafter
A majority of the work will continue through January 2023 when the HEU is due for submittal to the State. In June 2022, the first draft report of the update will be forwarded to HCD for a 90-day review.

The final report will be presented to the council by or prior to December 2022 in preparation of the final report to be forwarded to HCD. Final close of the project is anticipated to concluded by June 30, 2023.

Impact on Operation
Completion and certification of the Housing Element will allow the Town to be in full compliance with state law. Failure to have a certified Housing Element may cause the Town to incur financial or legal penalties and may make the Town ineligible for certain future grants and funding opportunities.

Project Funding and Spending Plan

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Public Art s Program ( 980)
Project Scope
The Town of Colma ’s Strategic Plan for 2020- 2022 includes an objective of developing a public art and wayfaring program, in the interest of building upon our community identity and maintaining quality of life. On October 13, 2021 and February 23, 2022 the Planning Department presented a public art study session to the City Council in order to gauge interest in implementing public art in Colma. In FY 2022-23 staff is proposing 2-4 pieces of small public art. Once approved, staff would recommend designs that are decorative and that depict uncontroversial subjects.

Paint or vinyl-wrap two utility cabinets
Utility cabinets are a popular site for small-scale public art. In Redwood City, the artist fee for painting a utility cabinet is $500 and the cost of UV -resistant coating can cost up to $1,000. Some potential starter sites for art on utility cabinets include Junipero Serra Blvd (near Serra Center) and at Colma Blvd and Junipero Serra Blvd (near 280 Metro Center). Some jurisdictions order vinyl wraps rather than painting directly on the utility cabinet, though that increases the project cost.

Paint on bike rack at the Colma Community Center
Bike racks can be detached from their location and shipped or driven to an artist to paint and return.

Great candidates for this treatment could include the bike racks at Town Hall and/or the bike rack at the Colma Community Center and Historical Museum.

Status as of June 30, 2022
New Project.

Schedule for FY 2022 -23 and Thereafter
Town staff will prepare requests for proposals for qualified artist and interested residents to participate in the Towns civic art program. Once proposals have been received, Town staff will engage the City Council to review the short list of candidates so that the artist can be commissioned to perform their artistry on various pieces of utility cabinets or Town owned bike racks.

Impact on Operation
There will be some minor work on keeping the art clean and free of graffiti. Civic art is an expression of the local community, which can help create civic pride in the community. This art project is the one of many projects that will keep the local community engaged in Colma.

Capital | City Facilities & Long -Range Plans 145
Project Funding and Spending Plan

Town -Wide Branding ( 959)
Project Scope
The 2012 Economic Development Plan identified several strategies within the framework of the study.

One of the strategies was to create Branding and Promotional Materials emphasizing Colma’s commercial activities. Phase 1 of this project will be to prepare an RFP and hire a firm to develop a community branding cam paign. The process will involve local outreach, surveys, interviews with business leaders, and other research, and utilizing this information to establish creative options for the community’s brand. Phase 2 will be to launch an expanded image and branding campaign highlighting Colma’s brand through logo, marketing brochures, letterhead, street light banners, promotional campaigns, advertisements, and tag lines. Staff will look to partner with local businesses and shopping centers for funding opportunities.

Status as of June 30, 2022
This Project was deferred in FY2021- 22 due to the COVID -19 pandemic, however some initial groundwork has been started by the Economic Development Ad- Hoc Committee and outreach to business community.

Schedule for FY 2022 -23 and T hereafter
Phase 1 of this project is scheduled to begin in FY 2022-23 and carryover into FY 2023-24 for Phase

2. Capital | City Facilities & Long -Range Plans 146
Impact on Operation
There may additional annual costs to maintain the branding campaign which may include updated street light banners and marketing materials.

Project Funding and Spending Plan

Urban Tree Master Plan & Improvement (998)
Project Scope
An Urban Tree Master Plan outlines the objectives and actions needed to sustain, protect, and enhance trees along streets, parks, and open space area. The Town’s trees have been tagged and entered into a GIS database. The next step is to contract with a certified arborist to survey and assess the health of town trees and provide a tree maintenance schedule that includes pruning, fertilizing, and replacing trees. The result of the study will be incorporated into the existing GIS database, along with tree maintenance and replacement schedule.

Cost for the tree survey and incorporating the results into the GIS database is estimated at $100,000.

The project also includes tree replacement ; however, an analysis of the existing tree conditions is required prior to any replacement. Staff is recommending a budget of $200,000 for future year tree replacement.

Status as of June 30, 2022
No work to date has taken place.

Capital | City Facilities & Long -Range Plans 147
Schedule for FY 2022 -23 and Thereafter
This fall, staff will develop a scope of work, and prepare a Request for Proposals for the tree inventory and development of the GIS data base. Tree replacement will be determined after the inventory has been completed.

Impact on Operation
Managing the Town owned trees will provide Public Works staff with a clearer understanding of what is needed to keep our tree inventory healthy and safe. This is also a best management practice that will assist the Town in keeping annual insurance cost down and reasonable.

Project Funding and Spending Plan

Zoning Code Update ( 997)
Project Scope
Pursuant to state law, the Town of Colma is required to amend its zoning code and zoning map after the adoption of the General Plan, which was completed in March 2022. The General Plan and zoning must be consistent with one another. The Town of Colma zoning code has been added to over the years, making it challenging to find information with land uses and development standards for each zone in two separate places in the code. The code requires reformatting and updating to be more user friendly. In addition, in anticipation of the Municipal Code being converted to a searchable document by sections, the update will align with the goal of creating an easily searchable document.

Sections will also be updated to comply with current state law. An environmental document will be required to be prepared as required by CEQA requirements.

The project was added to the FY 2020-21 CIP as part of the mid-year budget amendment.

Capital | City Facilities & Long -Range Plans 148
Status as of June 30, 2022
This project started in the first quarter of 2022 and is anticipated to be completed in 2023.

Schedule for FY 2022 -23 and Thereafter
Continued work on the Zoning Code update, including several study sessions with City Council and public will be held to gather opinions and direction regarding land use, zoning map, compatibility with other codes and ordinances, and compliance with CEQA requirements.

Impact on Operation
The Zoning Code update will improve usability of the zoning code by the public and developers. Staff will ensure that the zoning code complies with current legal requirements and that it is consistent with the adopted General Plan Update.

Project Funding and Spending Plan

Capital | City Facilities & Long -Range Plans 149

Projects Funding & Spending Scheduled for FY 2022 -23 through FY 2026 -27

Bark Park Upgrade ( 958)
Scheduled for FY 2023 -24
Estimated Project Cost: $95,000
Project Scope:

The Bark Park located on lower D Street provides dog owners a site where they can allow their pets to play, run and socialize with other dogs. Though the park caters to dogs, it is also a place where residents can meet while their pets play and be contained within a safe and confined area. Currently, the Bark Park is an underutilized park space, due to the fact that much of the facility has grown old, and is in need of repair and upgrades. The proposed project and upgrades include:
• Additional Picnic and seating spaces
• Resurface and expand grass area
• Install concrete curbing around lawn and decomposed granite walkways • Provide play features for pets, including obstacle course and add additional pet amenities • Add permanent shade structure over benches and picnic table area Future Projects

Capital | City Facilities & Long -Range Plans 150
• Add outdoor message board
• Replace fencing as needed
The funding is expected to come from the Town’s CIP reserves.

Status as of June 30, 2022:

The funding for the project has been secured through the Parks & Recreation per capita grant program.

Schedule for FY 2022 -23 and Th ereafter
The project is scheduled to start in the fall of 2023 and is estimated to be completed by early 2024.

Impact on Operation
Annual repairs will decrease, operation and maintenance of the Bark Park facility should stay the same as in past years.

Colma Community Center Painting and Repair ( 960)
Schedule for FY 2024 -25
Estimated Project Cost: $100,000
Project Scope
The work will include painting of the exterior, minor trim and building repairs, re-staining of the back deck, painting of miscellaneous iron work, guard and handrails. The Project is scheduled to take place in FY 2024-25.

Status as of June 30, 2022
None. Project was originally scheduled to start in FY 2022- 23. The project start has been pushed to FY 2024-25.

Schedule for FY 2023 -24 and Thereafter
The project is scheduled to start and be completed in the summer of 2024.

Impact on Operation
Painting and minor repair work will decrease some of the annual maintenance costs as it relates to the exterior of the building.

Capital | City Facilities & Long -Range Plans 151
Corporation Y ard Car Wash Upgrade ( 954)
Scheduled for FY 2023 -24
Estimated Project Cost: $170,000
Project Scope
Under the Town of Colma's Municipal Regional Permit (State Regional Water Board permit to discharge Storm Water), it is required that municipalities provide washdo wn facilities for various pieces of equipment. Currently, the Public Works department follows the State Stormwater mandates but the effort to stay in compliance is a tedious and time- consuming effort. A washdown station will be constructed on site in the Corporation yard, the drive- in wash area would have a roof over the washdown area and floor drains that are connected to a clarifier (prevents oil and grease to flow into the sanitary system), allowing the gray water from the washdown area to enter the sani tary sewer system.

Status as of June 30, 2022
This Project is scheduled to begin in FY 2023-24.

Schedule for FY 2022 -23 and Thereafter
This Project scope and plans are to be developed in the fall/winter of 2023. Anticipated construction is scheduled for spring of 2024.

Impact on Operation
This project will decrease the Public Works Maintenance Workers time in the washdown of equipment and cleanup and keep the Public Works Department in compliance with the State Water Board.

EV Charging Station at Town Facilit ies (TBD)
Schedule for future (unknown)
Estimated Project Cost: $300,000
Project Scope
Several level 2 electrical vehicles (EV) charging stations are being considered for installation at the Colma Community Center and Colma Police Facility. The project would include designing the system, upgrading the existing electrical systems at the facilities, and installing the needed infrastructure and associated hardscape to harbor the EV Chargers. The funding plan for this project is being pursued by Peninsula Clean Energy (PCE), one of the Town's energy providers.

Status as of June 30, 2022
In discussion with PCE on the scope and cost of the project.

Capital | City Facilities & Long -Range Plans 152
Schedule for FY 2022 -23 and Thereafter
Continue to search out funding to assist with the EV Charger installation.

Impact on Operation
Provides a public need and the EV Chargers in the police facility will assist in less dependency on gas. Providing EV Chargers will also assist in reducing greenhouse gases.

HV A C System Repl acement at Pol i ce Station ( 943)
Schedule for FY 2023 -24
Estimated Project Cost: $1,250,000
Project Scope
The HVAC system at the Colma Police Station is showing signs of failure due to exposure from the weather, quality of the equipm ent, and everyday normal use. The Department operates 24/7 increasing the rate of wear and tear on the HVAC system. The other area of concern is the current HVAC system uses R-22 refrigerant.

Production of R-22 refrigerant has stopped as of 2020 due to its harmful effects to the environment.

Currently, the only R- 22 available in the market are from recycled stock. As the recycled stock is depleted, the cost of R-22 will increase to the point where it will be more cost effective for the Town to replace the HVAC system.

This project is slated to be in the CIP long range plans, consideration for replacing the HVAC equipment is estimated to be 2 -3 years out (approximately 2024), funding for replacement will be pursued through State and Local grant programs that assist in energy equipment upgrades.

The increase in construction is due to escalation costs as it relates to equipment and labor. Design, construction administration was also added to the original construction budget.

Status as of June 30, 2022
Town staff has pursued grant funding to help offset the budget costs to replace the Police Facility HVAC system.

Schedule for FY 2022 -23 and Thereafter
Depending on the condition of the HVAC system and the Town's HVAC maintenance contractor's assessment, the project is temporarily scheduled for rehabilitation in FY 202 3-24 (maybe able to be pushed out to 2024-25 if outside funding assistance does not become available.

Impact on Operation
Costs for both Maintenance and operation should decrease due to the efficiencies of a new system and annual maintenance should be limited to general maintenance and not having to make needed repairs. Annual maintenance is required.

Capital | City Facilities & Long -Range Plans 153
Solar Panel Installation at Colma Community Center (TBD) Schedule for future (unknown)
Estimated Projec t Cost: $300,000
Project Scope
The Town and Peninsula Clean Energy (PCE) are participating in a Solar and Storage Collaborative Procurement Process in an effort to secure a solar installation at the Community Center. If successful, the solar installation will be funded by PCE through an on- bill finance type program. However, the cost for a battery back -up system would make the project too costly for an on- bill finance program.

Staff will seek funding for battery back-up system with an estimated cost of $300,000.

Status as of June 30, 2022
Working with outside consultants to help secure State and Federal assistance in funding the solar battery back-up system.

Schedule for FY 2022 -23 and Thereafter
Will continue to work on grant funding to assist in the purchase and installation of the battery back - up system.

Impact on Operation
The solar panel installation along with the battery back -up system will allow the Colma Community Center to function during a power outage. It will also allow the facility to be less dependent on energy provided by PCE or PG&E. Use of solar will decrease the Town's greenhouse gas emissions and lower its carbon footprint.

Sterling Park Facility Improvement (948)
Schedule for FY 2023 -24
Estimated Project Cost: $80,000
Project Scope
The Sterling Park facility is in need of some minor repairs and enhancements. The improvements would include refurbishing of the exterior basketball court, installing new picnic furniture across from the outside restrooms, and upgrading the exterior bathrooms.

Status as of June 30, 2022
Pursued funding to assist with these upgrades and improvements Schedule for FY 2022 -23 and Thereafter
Once funding is secured, requests for pricing will be pursued for the various repairs and upgrades.

Capital | City Facilities & Long -Range Plans 154
Impact on Operation
Will decrease annual maintenance and improve day to day recreation activities.

Colma Muse um Facilit y Re pair & Paint ing (951)
Will close by June 30, 2022
Project Scope
The Historical Museum Facility is currently in need of painti ng. The work includes minor building repairs such as plaster touch up, dry rot repairs, and window and trim repairs or replacement.

Status as of June 30, 2022
The Colma Museum painting and repair project was completed in FY 2021-22.

Schedule for FY 2022 -23 and Thereafter
None. This project will be completed by June 30, 2022. Future improvements will be monitored as part of the operating facilities budget.

Impact on Operation
No additional annual maintenance costs are anticipated at this time, outside of nor mal day to day wear and tear on the facility.

Project Funding and Spending Plan

Closed Projects in FY 2022-23

Capital | City Facilities & Long -Range Plans 155
Creekside Villas Repair and Painting ( 952)
Closed as of December 31, 2021
Project Scope
The Creekside Villas Facility is currently in need of painting and minor trim repair. The work will include:
• minor exterior repairs.
• window and exterior wood trim repair and/or replacement. stair and deck resurfacing. • exterior preparation and painting of main building & axillary structures. • replacement of awnings.

Status as of December 31, 2021
Exterior painting was completed 2019. The Town solicited but did not receive any proposals for the other exterior repairs. Remaining $40,000 in the budget has been returned to the City Facilities Fund (83) to be used for rental operating cost and improvements at Creekside Villa and Verano.

Schedule for FY 2022 -23 and Thereafter
None. Project closed.

Impact on Operation
Outstanding exterior repairs will be addressed as part of the rental facility operating budget.

Project Funding and Spending Plan

Capital | City Facilities & Long -Range Plans 156
General Plan Update ( 991)
Scheduled to close on June 30, 2022.

Project Scope
Update General Plan to comply with State Law. The General Plan governs development within Town limits.

Status as of June 30, 2022
The Town applied and received a $160,000 grant for the update of the General Plan.. The General Plan Update (GPU) and associated Draft Environmental Impact Report (DEIR) was presented to City Council Study Session on December 9, 2021. The public review period ended on January 25, 2022.

No comments were received.

The Final EIR, CEQA Statement of Overriding Consideration, and the 2040 General Plan Update was approved and adopted by the City Council on March 23, 2022.

The $160,000 grant will offset a portion of the increase.

Schedule for FY 2022 -23 and Thereafter
None. The General Plan Update was adopted by resolution on March 24, 2022. The next phase is in the Housing Element Update and the Zoning Code Update, listed in CIP #996 & 997 respectively) Impact on Operation
The General Plan guides the Town’s residential and commercial developments. It also ensures compliance with State and Federal regulations.

Project Funding and Spending Plan

Capital | City Facilities & Long -Range Plans 157
Recreation Operation and Fa cility Master Plan ( 995)
Schedule for future (unknown)
Estimated Project Cost: $50,000
Project Scope
The Recreation Department has grown over the last several years. The department has added additional community events, in-house programs and contract programs. The department plans to continue to grow in all areas of service, more specifically in teen and senior programming. The department seeks to develop solutions to facilities' needs that will better serve our current and future residents. The department is requesting that the facility master plan study provides:
• Options for areas of possible future expansion.
• Help to identify a designated space for teens (Teen Center). • Clarify design information to make a more informed decision on future facility additions or remodels.
• Evaluation of present facility conditions and future requirements to identify needs. • Feasibility study and program plan to identify all viable options and their costs.

While this project is important for the expansion of the Recreation Department, the Department will be shifting its focus on community engagement and programming in a post -COVID world and will revisit this project at a later time. In the meantime, this project will be removed from the Colma Capital Improvement Plan.

Capital | Major Equipment, Technologies, & Fleet 158
Major Equipment, Technology & Fl eet

E quipment Purchase and R epl acement ( 984)
Project Scope
This Capital Improvement Project covers the purchase of major equipment Town-wide.

In the FY 2019 -20, the Police Department updated the dispatch center radio and equipment. The Police base station radio and dispatch console equipment was nearing its useful life. The dispatch center was upgraded to digital in preparation for future radio updates. The radio itself will remain an analog system to be consistent with other Police Departments in San Mateo County and to communicate with Town Officers. The minimum life expectancy is 10 years. The project funding of $250,000 is required in FY 2019-20. This purchase was completed in FY 2020- 21. The total project cost is $21 7,661. Available funding of $32,339 was allocated to update the Council Chamber AV system.

For FY 2021-22, the program includes the purchase and installation of • Body worn cameras and in-car cameras for the Police operation. The purchase will include new tasers, automatic license plate reader (ALPR) units, and new computers for the police cars to support the new in-car camera systems. Projected cost is $191,000. • AV System to update the Colma Council Chamber to offer participants to join City Council meeting through a hybrid model, when the City Council meetings return to in-person.

The
FY 2022-23 program includes the following:
• Lawnet Equipment Upgrade: The Lawnet network connects the police departments and the County's criminal justice agencies together and provides a gateway to external criminal justice networks. It is a secure network that meets California DOJ and FBI standards for electronically transporting criminal justice information. The current system is more than 12 years old and must be replaced because of its age. Additionally, Lawnet uses old- style AT&T circuits that are increasingly unreliable and expensive. The circuits need to be Active Projects
Capital Improvement Plan

Capital | Major Equipment, Technologies, & Fleet 159
replaced with more modern fi ber-optic circuits. Also, we are faced with higher standards for encryption that cannot be met with the old Lawnet equipment. • Radio Encryption Upgrade: Following a mandate by California Department of Justice all law enforcement agencies must encrypt their radio communications. The reason for the encryption is protect individuals Private Identifying Information PII from becoming public.

The Colma Police Department is currently working with both the San Mateo County Chief of Police and Sheriff’s Association as well as outside consultant Telecommunications Engineering Associates TEA. The compliance deadline is 12/31/2023.

Status as of June 30, 2022
The Automatic License Plate Reader (ALPR) system and the Police body -worn and in-car cameras have been purchased and installed.

As for the Council Chamber AV System Upgrade, the Town is waiting for the equipment to arrive. The delay is due to supply shortages as a result of supply chain issues which arose from COVID and the War in Ukraine.

Schedule for FY 2022 -23 an d Thereafter
The Police Department will update its Lawnet system and continue to collaborate with neighboring jurisdictions in exploring solutions to the radio encryption mandate.

Impact on Operation
Depending on the selected system features, there may be annual maintenance or subscription cost that will be added to the operating budget.

Capital | Major Equipment, Technologies, & Fleet 160
Project Funding and Spending Plan

Financial Software Replacement (965)
Project Scope
The Town of Colma currently uses Eden Software provided by Tyler Technologies to record, manage and track all of the City's revenues, expenditures and financial transactions. In March 2022, Tyler Technologies notified all Eden users that they will retire the Eden system on March 1, 2027. They are encouraging all Eden system users to transition to their other financial system, Munis.

Features to be requested from the software vendors include the full range of City Financial System capabilities including General Ledger (GL), Accounts Receivable, Accounts Payable, Budget, Payroll, Purchasing, Accounting and Cash Management. Optional features m ay include Cash Register System, Project Budget Tracking, Online Transparency Reporting, and Permit Payment Tracking. As part of the RFP and selection process, software vendors will be asked to provide a response to the RFP that offers both an on-site server-based system and a hosted/cloud-based system.

The implementation will take up to 3 years from the start of the contract. The proposed budget of $550,000 does not include staff augmentation needs during the system implementation and data conversion process.

Capital | Major Equipment, Technologies, & Fleet 161
Status as of June 30, 2022
Schedule demo and preliminary quotes for the system.

Schedule for FY 2022 -23 and Thereafter
Evaluate and select system based on the need of the Town and begin data conversion process.

During the data conversion phase, the Town will need additional financial assistance during the audit and budget seasons. Further discussion on staff augmentation will be discussed at a regular City Council meeting during the ERP selection.

Impact on Operation
During the software implementation, the workload will increase for the Finance Department. The Department may consider the use of an intern to assist in the process. Once the system is in, there may be cost-saving measures available.

Project Funding and Spending Plan

Capital | Major Equipment, Technologies, & Fleet 162
IT Infrastructure Upgrades ( 986)
Project Scope
The ongoing maintenance of computers, as well as the Town’s backbone network, requires periodic upgrades to ensure that operations continue. The project includes:
• Replacement of desktop computers and other equipment. • Technology needs in the Town Hall facility and other Town-owned facilities. • Update software.
• Update and upgrade to servers, switches and routers.
• New switch to interconnect the Police Department and Town Hall sites.

Status as of June 30, 2022
This Project is ongoing.

Schedule for FY 2022 -23 and Thereafter
IT and Infrastructure upgrades is an ongoing capital investment.

Impact on Operation
This ongoing program provides timely replacement of essential technology hardware to ensure minimal impact on Town daily operation.

Project Funding and Spending Plan

Capital | Major Equipment, Technologies, & Fleet 163
V ehicl e Repl acement ( 987)
Project Scope
This Capital Improvement Project covers the purchase of vehicles and major fleet items Town-wide.

In the FY 2021-22, the Police Department will replace the patrol supervisor vehicle (Flex Fuel Tahoe, $64k), a patrol (Hybrid Explorer, $60k) and one detective vehicle (Honda, $40k). The cost of these three vehicles is estimated at $164,000, including outfitting with public safety equipment.

For FY 2022-23, the Town plans to replace the Public Works Maintenance Truck, and two police patrol vehicles (2015 Ford Explorers).

Status as of June 30, 2022
The Police Department purchased the two patrol vehicles and will defer the detective vehicle to FY 2022-23.

Schedule for FY 2022-23 and Thereafter
This is an ongoing CIP project.

Impact on Operation
The goal of this ongoing program is to keep operating maintenance costs low.

Project Funding and Spending Plan

Capital | Major Equipment, Technologies, & Fleet 164

Projects Funding & Spending Schedule for FY 2022 -23 through FY 2026 -27

Phone System Upgrade ( 982)
Project Scope
The Tow n currently uses the ShoreTel telephone system for all Town facilities. The system was installed and implemented in FY 2014- 15 and the VoIP infrastructure is managed by Stepford. The average useful life of a commercial phone system is 5- 8 years. Our system is 7 years old and replacement will be required once the Town has depleted its inventory of replacement parts, which are no longer available in the market.

Status as of June 30, 2022
New project.

Schedule for FY 2022 -23 and Thereafter
Monitor the need for replacing the phone system based on inventory and system support.

Impact on Operation
Depending on the infrastructure of the replacement phone system, there may be annual subscription cost to be added to the Town’s operating budget.

Future Projects

Capital | Major Equipment, Technologies, & Fleet 165

No active projects scheduled to close by June 30, 2022.

Closed Projects in FY 2022-23

Financial Summaries & Forecast 166
Financial Summaries & Forecast

This section of the Budget provides additional analysis based on historical trends and a projection of future revenues and expenditures. Included are schedules showing five years of actual revenues and expenditures data for all funds. The General Fund comprises the most significant component of the Town's financial base. A five- year General Fund projection was prepared. The projection is a high- level forecast that can be used as a financial planning tool.

Hist orical Revenues and Expenditures (All Funds)
The table summarizes the Town’s activities since FY 2016- 17. The table separates out operating activities from capital, as capital activities vary dramatically depending on the capital program. For example, the Town Hall Campus Renovation capital project entered construction phase in FY 2017- 18 and FY 2018-19. As a result, the capital program expenses in those fiscal years were more than $8.0 million. As for operating activities, the Town’s operating revenue had been sufficient to support operating expenses, including debt services.

Financial Summaries & Forecast 167
General Fund Revenues & Expenditures Trend ( including transfers) As for General Fund activities, the Town reduced reserves in FY 2016-17 and FY 2019-20 and added to reserves in FY 2017-18, FY 2018-19, and FY 2020-21. FY 2016-17 includes a $5.5 million transfer to the capital program for the Town Hall Campus Renovation. As for FY 2019- 20, the Town had to drawdown on reserve due to the fiscal impact of the COVID-19 pandemic.

Financial Summaries & Forecast 168
General Fund Forecast and Assumptions
To understand the potential financial challenges to the Town in the next five years, this section of the budget will focus on the General Fund. General Fund represents 85 percent of total Town operations and subsidizes the Sewer Funds and Capital Improvement Funds. Additionally, this section is organized to show the financial impact of status quo and potential solutions. These solutions will require further analysis and City Council authorization.

General Fund Expenditures Forecast
• Salaries, wages & benefits are the largest expenditures category for the General Fund. This expenditures category includes contributions to address future unfunded liabilities as they are related to OPEB, pension, and accrued leave payout at separation (retirement and voluntary separation). The five-year projection builds in a 3% escalation for salaries and wages and 5% escalation for other benefits. The 3% escalation for salaries and wages does not include COLA adjustment but rather reflects step increase resulted from positive performance evaluation. • Professional & Contractual Service and Supplies & Services categories are the next largest categories in the General Fund. The projection applies a 3% or 5% escalation depending on the nature of the services.

Financial Summaries & Forecast 169
General Fund Revenues & Expenditures Fore cast (including ope rat ing t ransfe rs) Adding revenues to the discussion, the projection below shows the revenues and expenses lines cross between FY 2023- 24 and FY 2024- 25 projections. T he gap between the revenue and expenditure lines continues to widen over time. This signifies that the Town’s General Fund revenues are not enough to support general government operations, such as police services, recreation services, planning, building, and engineering services, public infrastructure maintenance, and administrative support. This is assuming no changes to revenue streams or operating structure.

In terms of General Fund Reserves, the unassigned reserve is projected to reduce by $5. 07 million by June 30, 2024, and it is due to capital transfers of $4.75 million. Beginning the fiscal year ending June 30, 2025, the reduction in unassigned reserve is attributed to the compounding of the operating deficit, shown in the table above, and transfers to support debt obligations, sewer services, and capital activities.

Financial Summaries & Forecast 170

Potenti al Optio ns to Mi ti gate I nsol vency
The FY 2019-20 Budget projected that the unassigned General Fund reserve will turn red beginning in FY 2023- 24. Since then, the Town increased its OPEB and pension trust contributions, made supplemental payments to CalPERS to reduce future unfunded liabilities , negotiated changes to employee benefits, and obtained several grants to fund major capital programs.

As stated in the Budget Overview section of the document , the 2020 -2022 Strategic Plan inc ludes plans to diversify revenues sources and promote economic development. In addition to the revenue measures, the financial plan for the coming year is to remain flexible. It is unclear how the US market will be impacted by the current rise in inflation and the potential stagnation predicted by many economists. Some additional strategies to consider include reducing debt and unfunded pension liabilities, restructuring services, making Sewer Enterprise a self-sustaining operation, and partnering with neighboring agencies in providing needed services.

Financial Summarie s
The tables and charts below include financial summaries for all Town funds by Fund Categories:

General Funds, Special Revenues and Debt Service Funds, Capital Improvement Funds, Internal Service Fund, and Enterprise Funds.

Financial Summaries & Forecast 171
General Fund ( 11, 12, 19) – Major Fund
General Fund Category consists of three separation fund numbers. The fund was separated for reporting and tracking purposes. For audit reporting purposes, they are consolidated to form the General Fund Category.
• 11: General Fund - For the purpose of tracking funding and cost of ongoing operation and unrestricted revenues. The expenditures and use of General Funds are discretionary after appropriation by the City Council to the extent there are no local policies or laws that impose any special conditions.
• 12: General Fund Reserves - For the purpose of segregating committed reserve funds approved by the City Council in the Town Budget.
• 19: Emergency Operation - For the purpose of tracking emergency operation.

Financial Summaries & Forecast 172
Special Revenues and Debt Funds
Special Revenues and Debt Funds category consists of grant funding and debt transactions.

The following grant funds are allocated and distributed to the Town annually and are intended for specific use.
• 21: Gas Tax - For the purpose of receiving gas tax collected and distributed by the State of California. Gas Tax Fund is designated for ongoing traffic signal and street lighting contract services as well as street capital projects as authorized by the gas tax requirement. • 22: Measure A - For the purpose of receiving Measure A collected and distributed by the San Mateo County Transportation Authority. This is a county-wide voter-approved sales tax measure designed to improve transit and relieve traffic congestion. A portion of the Measure A funds are distributed directly to cities on a per-capita basis and the use is limited to eligible street capital improvements.
• 23: Transportation Grant - For the purpose of recording various Federal, State and county grants for major bikeway, pedestrian, and roadway capital improvement projects. Grants are generally reimbursable in nature and require the Town to pay the contract cost, first. • 26: Measure W - For the purpose of receiving Measure W collected and distributed by the San Mateo County Transportation Authority. This is a county-wide voter-approved sales tax measure designed to improve transit and relieve traffic congestion. A portion of the Measure W funds are distributed directly to cities on a per-capita basis and the use is limited to eligible street capital improvements.
• 27: Police Grants - For the purpose of revenues associated with one-time or limited-term Police grants that have restricted uses. This includes a distribution associated with State criminal justice realignment funds. Other one-time Police-related grants are also accounted for in this fund. The Public Safety Grants Fund is designated by the Town as Fund #27.

Expenditures from this fund will finance the majority of costs associated with specialized Police training and homeless outreach services.
• 29: Citizens’ Option for Public Safety - For the purpose of revenues associated with Police grants that have restricted uses and may be on-going. This includes an annual State distribution from the Supplemental Law Enforcement Services Fund (SLESF), which must be used for front-line law enforcement activities. Expenditures from this fund will finance the majority of costs associated with the Police - Community Services Division including a Community Services Officer (CSO) position.

The following funds are collected from development agreements. • 24: Park in-Lieu - For the purpose of receiving Parks in Lieu fees and disbursing funds for Town parks and recreational facilities.
• 25: Housing Impact - For the purpose of receiving Housing Impact fees paid by developers and disbursing funds for affordable housing purposes.

The following fund is debt service funds.
• 43: COPS Debt Services - For the purpose of tracking the payment of interest and principal associated with the 2015 Town Hall Campus Renovation COP and related administrative expenses. This is the only debt the Town currently has outstanding.

Financial Summaries & Forecast 173

Financial Summaries & Forecast 174
Capital Improvement Funds
• 31: Capital Improvement - For the purpose of tracking the funding and cost of capital improvement projects that are not related to improvements to streets (Fund 32), sewer (Fund 82), Verano property (Fund 83), and Creekside Villas property (Fund 83). Fund 31 also reserves as the general Capital Reserve fund. This is categorized as a major fund in the audited financial statements.
• 32: Street Capital - For the purpose of tracking the funding and cost of Street Capital Improvement Projects. This fund includes grant reimbursements revenues to offset eligible street and roadway constructions.

Financial Summaries & Forecast 175
Internal Service Fund
• 61: Vehicle/Fleet Replacement - For the purpose of accumulated funds over time to provide for the replacement of the Town fleet used by Police, Public Works, Recreation and Administration. Annual charges based on the usable life and cost of vehicles and the public works fleet are recorded as expenses within the operating departments. The future replacement of these vehicles and the fleet is financed from reserves accumulated in this fund. The Fleet Replacement Fund is reported as a enterprise fund.

Financial Summaries & Forecast 176
Enterprise Funds
Enterprise Fund includes two sewer funds and one for city properties. For budgeting purposes, these funds are budgeted on modified accrual basis. For audited financial report purpose, these funds are reported in full accrual basis.
• 81: Sewer Operating - For the purpose of tracking the operating and maintenance cost of the Town’s Sewer System and to streamline quarterly and annual compliance reporting • 82: Sewer Capital - For the purpose of tracking the funding and cost of Sewer Capital Improvement project, and to establish the sewer system needs of the Town. • 83: City Properties - For the purpose of tracking the lease and rental of City properties, expenses for the maintenance of City properties, and depreciation.

Appendix |GANN Limit, Staffing, Fund Descriptions, & Financial Policies 177 Appendix

Appropriation L imit
California voters approved propositions, amending the State Constitution, which requires that the annual Town budget include a calculation of the Appropriations Limit, sometimes referred to as the Gann Limit. This requirement was imposed by Proposition 4 (1979) and later amended by Proposition 111 (1990).

The requirement imposes a restriction on the am ount of governmental revenues, which may be appropriated in any fiscal year. The Appropriations Limit was first based on actual appropriations during the base year (1986-87), and it can be increased each year based on a specific formula and specified growth factors. The Appropriations Limit does not apply to all funds. It only applies to funds that are “proceeds of taxes.”
Each year, the adjustment to the Appropriations Limit takes into consideration two factors: 1) the change in the cost of living, and 2) the change in population. For each of these factors, the Town may select between two optional factors.

Selection of Optional Factors

1. Change in Population (Town of Colma vs. San Mateo County) a. Town of Colma had a population of 1,391 on 1/1/2021 and 1,370 on 1/1/2022 , a decrease of 1.51%
b. County of San Mateo had a population of 751,464 on 1/1/2021 and 744,552 on 1/1/2022, a decrease of 0.92%

2. Change in State per capita Personal Income vs. Colma Non-Residential Building Construction a. Change in State Per Capital Personal Income was 7.33% b. Change in Colma Non-Residential Assessed Valuation was not available.

For the Fiscal Year 2022-23 calculation, the Town selected the County’s population growth rate of -0.92% and the change in the State Per Capita Income of 7.33%

Appendix |GANN Limit, Staffing, Fund Descriptions, & Financial Policies 178 Appropriation L imit Calculation 202 2-23

The 2022-23 Appropriations subject to the limit (“Proceeds of Taxes”) total $18,157,135, which means the Town is $42,874,861 below the authorized limit.

City FY 2022-23
Amount
a) Prior Year Appropriations Limit 57,274,771
b) Adjustment Factors percent ratio
1) Population Change -0.92% 0.991
Population in city or county? County
2) Cost of Living 7.55% 1.076
State CPI or % New non-residential? CPI
3) Combined adjustment factor 1.0656
c) Adjusted Limit 61,031,996
d) Alterations
Transfer of Financial Responsibility
Transfer to Fees
Emergency
Voter Override
Total Alterations -
e) Appropriations Limit - Current Year 61,031,996
©2016 Michael Coleman. Use w ith attribution.

Select from Worksheet 5
"city" or "county"
Select from Worksheet 6
"CPI" or "%new non-resid AV"
b1 * b2
a * b3
sum of d
c + d
Appropriations Limit
Town of Colma
Source
Prior year schedules
City FY 2022-23
Amount
a) Proceeds of Taxes 18,157,135
b) Exclusions -
c) Appropriations Subject to Limitation 18,157,135
d) Appropriations Limit (current year) 61,031,996
e) Under (Over) Limit 42,874,861
©2016 Michael Coleman. Use w ith attribution.
d-c
Worksheet #3
a-b
Worksheet #7
Worksheet #1
Appropriations Subject to Limitation
Town of Colma
Source

Appendix |GANN Limit, Staffing, Fund Descriptions, & Financial Policies 179 Appropriation L imit History

Staffing List
The data is available beneath the bar charts. Use the scroll bar to the right to move to the table.

Appendix |GANN Limit, Staffing, Fund Descriptions, & Financial Policies 180 Description of Funds
Fund Type: General Fund
General Fund ( 11)
For the purpose of tracking funding and cost of ongoing operation and unrestricted revenues. The expenditures and use of General Funds are discretionary after appropriation by the City Council to the extent there are no local policies or laws that impose any special conditions.

General Fund R eserves ( 12)
For the purpose of segregating committed reserve funds approved by the City Council in the Town Budget.

Emergency Operation ( 19)
For the purpose of tracking emergency operation.

Fund Type: Special R evenues
Gas Tax ( 21)
For the purpose of receiving gas tax collected and distributed by the State of California. Gas Tax Fund is designated for ongoing traffic signal and street lighting contract services as well as street capital projects as authorized by the gas tax requirement.

Me a su re A (2 2 )
For the purpose of receiving Measure A collected and distributed by the San Mateo County Transportation Authority. This is a county -wide voter -approved sales tax measure designed to improve transit and relieve traffic congestion. A portion of the Measure A funds are distributed directly to cities on a per-capita basis and the use is limited to eligible street capital improvements.

Transportation Grant (23)
For the purpose of recording various Federal, State and county grants for major bikeway, pedestrian, and roadway capital improvement projects. Grants are generally reimbursable in nature and require the Town to pay the contract cost, first.

Parks in Lie u (24)
For the purpose of receiving Parks in Lieu fees and disbursing funds for Town parks and recreational facilities.

Housing Impa ct Fees ( 25)
For the purpose of receiving Housing Impact fees paid by developers and disbursing funds for affordable housing purposes.

Appendix |GANN Limit, Staffing, Fund Descriptions, & Financial Policies 181 Measure W ( 26)
For the purpose of receiving Measure W collected and distributed by the San Mateo County Transportation Authority. This is a county -wide voter -approved sales tax measure designed to improve transit and relieve traffic congestion. A portion of the Measure W funds are distributed directly to cities on a per-capita basis and the use is limited to eligible street capital improvements.

Public Safety Grants ( 27)
For the purpose of Revenues associated with one- time or limited -term Police grants that have restricted uses. This includes a distribution associated with State criminal justice realignment funds.

Other one-time Police-related grants are also accounted for in this fund. The Public Safety Grants Fund is designated by the Town as Fund #27. Expenditures from this fund will finance the majority of costs associated with specialized Police training and homeless outreach services.

CO PS Gra n t (2 9 )
For the purpose of revenues associated with Police grants that have restricted uses and may be on- going. This includes an annual State distribution from the Supplemental Law Enforcement Services Fund (SLESF), which must be used for front -line law enforcement activities. Expenditures from this fund will finance the majority of costs associated with the Police - Community Services Division including a Community Services Officer (CSO) position.

Fund Type: Capital
Capit al Improvement ( 31)
For the purpose of tracking the funding and cost of capital improvement projects that are not related to improvements to streets (Fund 32), sewer (Fund 82), Verano property (Fund 83), and Creekside Villas property (Fund 83).

Street Capital ( 32)
For the purpose of tracking the funding and cost of Street Capital Improvement Projects Fund Type: Debt
COPS Debt Servi ces ( 43)
For the purpose of tracking the payment of interest and principal associated with the 2015 Town Hall Campus Renovation COP and related administrative expenses. This is the only debt the Town currently has outstanding.

Fund Type: I nternal Services
V ehi cl e/Fl eet R epl acement ( 61)
For the purpose of accumulated funds over time to provide for the replacement of the Town fleet used by Police, Public Works, Recreation and Administration. Annual charges based on the usable life and cost of vehicles and the public works fleet are recorded as expenses within the operating departments.

Appendix |GANN Limit, Staffing, Fund Descriptions, & Financial Policies 182 The future replacement of these vehicles and the fleet is financed from reserves accumulated in this fund.

Fund Type: Trust
OPEB Trust ( 71)
For the purpose of tracking funding designated to pay retiree medical and dental cost and related investment returns.

Pension Trust ( 72)
For the purpose of tracking funding designated to pay retiree pension cost and related investment returns.

Fund Type: Enterprise
Sewer Operati ng ( 81)
For the purpose of tracking the operating and maintenance cost of the Town’s Sewer System and to streamline quarterly and annual compliance reporting
Se w e r Ca p it a l (8 2 )
For the purpose of tracking the funding and cost of Sewer Capital Improvement project, and to establish the sewer system needs of the Town.

City Properties ( 83)
For the purpose of tracking the lease and rental of City properties, expenses for the maintenance of City properties, and depreciation.

Financial Policie s
The Town of Colma's Policies are online and adopted a s part of the Colma Administrative Code.

Below is a list of policies that pertains to finance, directly.

Colma Administrative Code 4.01: Budget Procedures and Reserve Polices https://www.colma.ca.gov/documents/cac-4-01-budget-procedures-reserve-policy/ Beginning on page 2 of the policy details the responsibility of the City Manager, content of the proposed budget, the process for budget adoption, and the process for budget amendments and adjustments. Beginning on page 6 of the policy details the reserve policy and the procedure to use and replenish the reserves.

Colma Administrative Code 4.02: Investment Policy
https://www.colma.ca.gov/documents/cac-4-02-investment-policy/

Appendix |GANN Limit, Staffing, Fund Descriptions, & Financial Policies 183 The purpose of the investment policy is to provide directions on how to invest public funds in a manner which will provide safety, liquidity, and yield through a diversified investment portfolio. The policy is reviewed annually and updated as needed.

Colma Administrative Code 4.03: Grants & Donations
https://www.colma.ca.gov/documents/cac-4-03-grants-donations/ The purposes of the grants and donation policy is to establish policies and procedures for assuring that all grants for charitable purposes are lawful and for establishing a fair and efficient process for reviewing and approving requests for grants or donations by the Town.

Colma Administrative Code 4.04: Banking Authority
https://www.colma.ca.gov/documents/chapter-4-04-banking-authority/ The purpose of the banking authority policy is to document the signing authority, transfer authority, and the internal control surrounding Town;s depositary accounts.

Appendix | Glossary & Resolutions 184
Glossary & Reso

Glossary of Terms
A
AB - Assembly Bill.

ABAG - Association of Bay Area Governments.

ABC - Alcoholic Beverage Control.

Accounting System - The total set of records and procedures used to record, classify, and report information on the financial status and operations of an entity.

Accrual Basis of Accounting - A method of accounting in which revenues are recorded when measurable and earned, and expenses are recognized when a good or service is used.

Activity - A unit of budgetary accountability and control that encompasses specific and distinguishable lines of work performance for the purpose of accomplishing a function for which the Town is responsible.

ADA - See Americans with Disabilities Act.

ADC - Actuarially Determined Contribution. Minimum annual contribution, as determined based on actuarial assumptions, to pay off OPEB or Pension liabilities.

Adopted Budget - The budget document formally approved by the City Council, often referred to as the original budget.

Ad-valorem - According to value.

Amended Budget - An adopted budget, after it has been changed (or adjusted) by the City Council.

An example of an amended budget is when the City Council adopts changes in expenses and revenues of a specific item or project or a series of items and projects during the M id-Year Budget process. (See Budget Adjustment)
Americans with Disabilities Act (ADA) - A 1990 law that gives federal civil rights protections to individuals with disabilities similar to those provided to individuals on the basis of race, color, sex, national origin, age, and religion. It guarantees equal opportunity for individuals with disabilities in public accommodations, employment, transportation, State and local government services, and telecommunications.

Appendix | Glossary & Resolutions 185
Appropriation - A legal authorization granted by the City Council to make expenditures or enter into obligations for specific purposes.

Appropriation Limit (Gann Limit) - A mandated calculation of how much the Town is allowed to expend in one fiscal year. It is mandated on government agencies within California by Article XIII B of the California Constitution. The amount of appropriation subject to the limit is the budgeted proceeds of taxes. Some examples of proceeds of taxes are sales and property taxes. The total of these budgeted revenues cannot exceed the total appropriations limit. Annually, local governments may increase the appropriations limit by a factor comprised of the change in population combined with the California inflation rate as determined by the State Finance Department.

APWA - American Public Works Association.

ARC - Actuarial Required Contribution. The term changed to Actuarially Determined Contribution, per GASB 75.

Assessed Valuation - A valuation set upon real estate or other property by the San Mateo County Assessor and the State as a basis for levying taxes.

Assigned Reserve - The spendable amounts set aside for specific purposes or contingencies authorized by resolution of the City Council.

Authorized Positions - Positions approved by the City Council which may or may not have funding. (See Budgeted Positions)
Audit - A review of the Town’s accounts by an independent accounting firm to verify that the Town’s financial statements accurately reflect its financial position.

B
BAAQMD - Bay Area Air Quality Management District.

Balanced Budget - A balanced budget exists when the total projected inflow of resources is equal to, or greater than, the total projected outflow of resources. The inflow of resources includes current year revenues, future grant receivable, and use of reserves as approved by City Council.

BART - Bay Area Rapid Transit.

Base Budget - Those resources necessary to meet an established and existing service level.

Basis of Budgeting - The method used for recognizing revenues and expenditures in the budget.

The Town uses the modified accrual basis of accounting for budgetary purposes, which is in compliance with Generally Accepted Accounting Principles (GAAP).

BCDC - Bay Conservation and Development Commission.

Beginning Fund Balance - Resources available in a fund from the end of the prior year for use in the following year.

Benefits - See Fringe Benefits.

Bond - A written promise to pay a specified sum of money, called the face value of principal amount, at a specified date or dates in the future, together with the periodic interest at a specified rate issued by a city to raise capital funds.

Appendix | Glossary & Resolutions 186
Budget - A planning and controlling document for financial operation with estimates of proposed expenditures and revenues for a given period of time, usually one year. A plan expressed in figures.

Budget Adjustment - A change of expenditures levels and corresponding resources needed to accomplish an existing service level or unanticipated service. All budget adjustments are reflected in the current year budget and are approved by the City Council.

Budget Calendar - The schedule of key dates or milestones that a city follows in the preparation and adoption of the budget.

Budget Highlights - Portion of department narrative in the budget that focuses on key changes in the budget from the previous year.

Budget Message - A general written descripti on summarizing the proposed budget. The budget message explains principal budget issues against the background of financial experience in recent years and presents recommendations made by the City Manager.

Budget Stabilization Reserve - Monies set aside, s ometimes called a rainy day fund, that can be used to assure continuity of Town operations when tax revenues temporarily decline as the result of a recession, the loss of a major taxpayer or other similar circumstance.

Budgeted Capital Project - Existing or new Capital Projects that have funding available in the current fiscal year. Work on these projects will continue during this year's budget.

Budgeted Positions - The number of full -time equivalent positions to be funded in the budget.

Example: Funding of two half -time positions would equal one full -time equivalent position. (See Authorized Positions).

C
C/CAG - City/County Association of Governments of San Mateo County.

CAD/RMS - Computer Aided Dispatch and Records Management System.

CAFR - Comprehensive Annual Financial Report.

Cal BIG - California Building Inspection Group.

CALBO - California Building Officials.

CalPERS - See PERS.

CAP - Climate Action Plan.

CAPE (General Government) – Community Action Plan for Emergencies (Colma’s CERT Program).

Capital Improvements - A permanent major addition to the Town’s real property assets including the design, construction, purchase or major renovation of land, buildings or facilities including major landscaping and park improvements.

Capital Improvement Program ( CIP) - A plan for capital expenditures and the means of financing them, to be incurred each year over a fixed period of years, to meet capital needs arising from a long- term plan. (See Capital Improvements)

Appendix | Glossary & Resolutions 187
Capital Outlay - Routine capital expenditures for the acquisition of capital assets. These items are included in almost every budget and do not have a significant impact on the operating budget. The Town’s capitalization limit is $10,000. (See Fixed Asset) Capital Project - All related expenditures for a public improvement project.

Capital Project Fund - Resources transferred from the General Fund to complete a capital improvement project.

Cardroom Tax - A permit tax imposed on gambling establishment operations in the Town of Colma.

The tax is a general tax with the proceeds going to the General Fund. The tax requires each person operating a gambling establishment to pay a monthly tax which is a combination of a set fee and a percentage of gross revenues on a sliding scale set by Town ordinance.

CASp - Certified Access Specialist.

CAT - Community Action Teams.

CEQA - California Environmental Quality Act.

CERT - Community Emergency Response Team.

Certificates of Participation (COPs) - A method of raising funds collateralized by leases between a lessor and a government agency. Payments are funded with annual appropriations made by the government agency (in this case the Town) to the lessor. COPs are typically used for capital leases for large projects where the financing amount exceeds several million dollars.

Charges for Service - See Fees.

CIP - See Capital Improvement Program.

Climate Action Plan - A Climate Action Plan or a CAP is a detailed and strategic framework for measuring, planning, and reducing Greenhouse Gas (GHG) emissions and related climatic impacts.

Climate Action Plans include an inventory of existing GHG emissions, reduction goals or targets, and prioritized measures and programs to reduce GHG emissions and climate impacts to target levels set by the City Council.

Closed Capital Project - Capital Projects that have been completed or closed out. These projects will only appear in fut ure Capital Improvement Budgets if they have project expenditures during the prior three years.

COLA - See Cost of Living Adjustment.

Committed Reserve - The spendable amounts set aside to meet the Town’s long-term obligations.

Competitive Bidding - Transparent procurement method in which bids from competing contractors, suppliers, or vendors are invited by openly advertising the scope, specifications, and terms and conditions of the proposed contract as well as the criteria by which the bids will be evaluated.

Competitive bidding aims at obtaining goods and services at the lowest prices by stimulating competition, and by preventing favoritism.

Consultants - Outside individuals who provide advice or services.

Contractual - A type of expenditures. Usually, a professional consulting service involving a contract for one or more years.

Appendix | Glossary & Resolutions 188
COP Town Hall Fund - Project expenses which were financed by Certificate of Participation (COP) debt financing.

COPs - (debt) Certificates of Participation.

COPS - (grant) Citizens Option for Public Safety. See Supplemental Law Enforcement Services Fund.

Cost Accounting - The branch of accounting that provides for the assembling and recording of all the elements of cost incurred to accomplish a purpose, to carry on an activity or operation, or to complete a unit of work or a specific job.

Cost of Living Adjustment (COLA) - A scheduled percentage adjustment to wages, which is based upon the terms of labor agreements as approved by an action of the City Council.

Cost of Services - Payments made by customers for publicly provided services that benefit specific individuals and exhibit "public good" characteristics. They include fees such as recreation fees, building permit fees and planning fees.

CPI - Consumer Price Index.

CPOA - California Peace Officers’ Association.

CPR - Cardiopulmonary Resuscitation.

CPRS - California Park and Recreation Society.

CPUC - California Public Utilities Commission.

CSMFO - California Society of Municipal Financial Officers.

CSO - Community Service Officer.

D
Debt Service - Actual cost of interest and principal on debt.

Debt Service Fund - A fund established for the payment of principal and interest on debt other than payable exclusively from special assessments.

Deficit - The excess of expenditures over revenues during an accounting period.

Department - An organizational unit comprised of divisions or programs. It is possible for a department to be comprised of only one division.

Department Description - A list of the typical activities of programs.

Department Function - Category of work performed. The Town has five major categories: General Government, Recreation, Public Works, Public Safety and Planning.

Discretionary Revenues - Money that the City Council has the authority to allocate for any purpose.

Often refers to the General Fund, as opposed to special or Restricted Use Funds.

Division - A functional grouping of related activities within a department. There are usually sev eral activities within a division. (See Activity)

Appendix | Glossary & Resolutions 189
DUI - Driving Under the Influence.

E
Economic Development - Efforts that seek to improve the economic well-being and quality of life for a community by creating and/or retaining jobs and supporting or growing incomes and the tax base.

Encumbrance - An obligation in the form of a purchase order or contract.

Enterprise Fund - A fund established to account for operations that are financed and operated in a manner similar to private business enterprises, where t he intent of the City Council is that the costs of providing services to the general public on a continuing basis be financed or recovered primarily through user charges, i.e., water utility, parking system.

EOC - Emergency Operations Center.

ERAF - Educational Revenues Augmentation Fund. A shift of property tax revenues from local agencies (cities, counties, special districts) to the State.

Expenditures - Designates the cost of goods delivered or services rendered, whether paid or unpaid.

Where accounts are kept on the accrual or modified accrual basis of accounting, costs are recorded when goods are received or services rendered. Where accounts are kept on a cash basis, expenditures are recognized when the cash payments are made.

F
FBI - Federal Bureau of Investigation.

Fees - A charge to cover the cost of services (e.g. building inspection fee, zoning fee, etc.) sometimes referred to as Charges for Service.

FEMA - Federal Emergency Management Agency.

FF&E - Furniture, Fixtures and Equipment.

FHA - Fair Housing Act.

Fiscal Accountability - The responsibility of governments to justify that their actions in the current period have complied with public policy decisions concerning the raising and spending of public moneys in the short term (usually one budgetary cycle or one year).

Fiscal Year - A twelve-month period of time to which the budget applies. For the Town of Colma and many local government agencies, this period is from July 1 through June 30.

Fixed Asset - A tangible item of a long- term character such as land, buildings, furniture, and other equipment with a unit cost in excess of $10,000. (See Capital Outlay) Fleet Replacement Fund - An internal service fund used to accumulate funds over time to provide for the replacement of the Town fleet.

FLSA - Fair Labor Standards Act.

FMLA - Family Medical Leave Act.

Appendix | Glossary & Resolutions 190
FPPC - Fair Political Practices Commission.

Fringe Benefits - Benefits to Town employees, in addition to salaries, paid by the Town. These benefits include pensions, workers’ compensation, unemployment insurance, health club membership, and life and health insurance.

FTE - See Full-Time Equivalent.

Full-Time Equivalent (FTE) - One or more employee positions totaling one full year of service or approximately 2,080 hours a year.

Full Cost Recovery - Recovering or funding the full costs of a project or service, typically through a user fee. In addition to the costs directly associated with the project, such as staff and equipment, projects will also draw on the rest of the organization. For example, adequate finance, human resources, management, and IT systems are also integral components of any project or service.

Fund - A self-balancing set of accounts. Governmental accounting information is organized into funds, each with separate revenues, expenditures and fund balances.

Fund Balance - The difference between fund assets and fund liabilities in a gover nmental or trust fund. Changes in fund balances are the result of the difference of revenues to expenditures. When revenues exceed expenditures in a given period, fund balance increases and when expenditures exceed revenues, fund balance decreases.

Funding Source - Identifies fund(s) that will provide resources for Town expenditures.

FY - See Fiscal Year.

G
GAAP - See Generally Accepted Accounting Principles.

Gann Limit - See Appropriation Limit.

Gas Tax Fund - Fund required by State law to account for gas tax revenues received from the State and expended for construction and maintenance of Town streets.

GASB - See Governmental Accounting Standards Board.

GASB Statement No. 34 - Requires state and local governments to produce financial statements on an accrual basis, in much the same manner as private sector businesses. The objective is to enhance the understandability and usefulness of the financial reports of state and local governments to the public, legislative and oversight bodies, and investors and creditors.

GASB Statement No. 45 - Requires the measurement and recognition criteria for other Post Employment Benefits (OPEB) for reporting purposes. The objective is to recognize the cost of benefits, provide information on related liabilities and provide information for assessing fiscal health for future periods.

GASB Statement No. 54 - Intended to improve the usefulness of the amount reported in fund balance by providing a more structured classification. It also clarifies the definition of existing governmental fund types.

Appendix | Glossary & Resolutions 191
GASB Statement No. 68 - Improves accounting and financial reporting by state and local governments for pensions. It establishes standards for measuring and recognizing liabilities and expenditures and identifies the methods and assumptions that should be used to calculate those liabilities and expenditures.

GASB Statement No. 75 - Improves accounting and financial reporting by state and local governments for post-employment benefits other than pensions (other post -employment benefits or OPEB) such as retiree medical and retiree dental benefits. It also improves information provided by state and local governmental employers about financial support for OPEB.

Generally Accepted Accounting Principles (GAAP) - Uniform standards used by state and local governments for financial recording and reporting; established by the accounting profession through the Governmental Accounting Standards Board.

General Fund - The primary fund of the Town used to account for all revenues of the Town not legally restricted as to use and related expenditures.

General Fund Reserves - The balance of all general funds not otherwise appropriated (budgeted) or accounted for, such as the allocated reserves Council set aside for Litigation, Insurance, Disaster Preparedness, Employee Benefits and Operations.

General Plan - A plan of a city, county or area which establishes zones for different types of development, uses, traffic patterns, and future development.

General Revenues - General sources of income a city collects an d receives for public use (e.g. property tax). There are no restrictions as to the use of these monies - often referred to as Discretionary Revenues. General Revenues comprises the General Fund.

GF - See General Fund.

GFOA - Government Finance Officers Association.

GHG - Greenhouse Gas emissions.

GIS - Geographic Information System. A Geographic Information System (GIS) is designed to capture, store, manipulate, analyze, manage, and present all types of geographical data. It analyzes the spatial location and organizes layers of information into visualizations using maps. With this unique capability, GIS reveals deeper insights into data, such as patterns, relationships, and situations — helping city departments make better decisions and more effective use of resources.

Goal - An observable and measurable end result having one or more objectives to be achieved within a more or less fixed time frame.

Governmental Accounting Standards Board (GASB) - The body that sets accounting standards specifically for governmental entities at the state and local levels.

Governmental Funds - Self-balancing sets of accounts that are maintained for governmental activities. Financial statements of governmental funds are prepared on the modified accrual basis of accounting and the current financial resource flows method of measurement focus. All of the Town’s funds are in the governmental category. (See Measurement Focus) GP - General Plan.

Grant - A payment of money , often earmarked for a specific purpose or program, e.g. from one governmental unit to another or from a governmental unit to a not-for-profit agency.

Appendix | Glossary & Resolutions 192
Grievance - An actual or supposed circumstance regarded as just cause for complaint. A complaint or protestation based on such a circumstance.

H
HEART - Housing Endowment and Regional Trust.

HOA - Homeowners Association.

HR - Human Resources.

HRA - Human Resources Administration.

HVAC - Heating, Ventilation and Air Conditioning.

I
ICMA - International City/County Management Association.

Infrastructure - All Town-owned facilities supporting the operation of the government agency. It includes streets, roads, bridges, curbs and gutters, parks, water and sewer lines, storm drains, water pump stations and reservoi rs, water wells, sewer lift stations, all government buildings and related facilities.

Interfund Transfers - Monies appropriated from one fund to another fund. This is done to reimburse the fund for expenses or to finance the operation of the other fund.

Internal Service Fund - A fund used to account for the financing of goods or services provided by one department or agency to other departments or agencies of a government on a cost reimbursement basis.

IPM - Integrated Pest Management.

Irrevocable Trust - A type of trust that by its design can't be modified, amended, changed or revoked.

IT - Information Technology.

J
JPA - Joint Powers Agreement.

L
LAFCO - Local Agency Formation Commission.

LAIF - Local Agency Investment Fund.

LAO - Legislative Analyst’s Office.

LCW - Liebert Cassidy Whitmore.

Level of Service - Indicator that measures the performance of a system. Certain goals are defined and the service level gives the percentage to which they should be achieved.

Appendix | Glossary & Resolutions 193
Long Term Debt - Debt with a maturity of more than one year after the date of the issue.

LTD - Long Term Disability.

M
MADD - Mothers Against Drunk Driving.

Mandate (Mandated Services) - A legal requirement, usually imposed by State or Federal law. This term is used to refer to Town services, which are provided to comply with State or Federal laws, such as preparation of the City Council Agenda in compliance with the Brown Act.

Maturities - The dates on which the principal or stated values of investments or debt obligati ons mature and may be reclaimed.

Measure A Fund - Fund used to account for the Town’s per-capita portion of a countywide, voter - approved sales tax increase for improving transit and relieving congestion.

Measure M - Countywide, voter-approved vehicle registration fee, half of which goes to the cities in the county using a pro-rata formula based on population and road miles. The money can be used for pavement resurfacing, pothole repair, signs and striping, traffic signals, street sweeping, storm -inlet cleaning and local shuttles.

Measurement Focus - The accounting convention which determines: (1) which assets and which liabilities are included on the governmental unit's balance sheet; and (2) whether its operating statement presents "financial flow" informat ion ( Revenues and Expenditures) or "capital maintenance" information (Revenues and expenses).

Mid-Year - As of December 31st (mid-point of the fiscal year).

Mid-Year Budget Review - Annual process, which occurs in February, where staff analyzes the revenues and expenditures of the Town through the mid- point of the fiscal year (December 31st), projects the data to the end of the fiscal year (June 30th) and presents the information to Council, along with any recommended budget adjustments.

MMANC - Municipal Management Association of Northern California.

Modified Accrual Basis of Accounting - A form of accrual accounting in which (1) expenditures are recognized when the goods or services are received and (2) revenues, such as taxes, are recognized when measurable and available to pay expenditures in the current accounting period.

MOU - Memorandum of Understanding.

MRP - Municipal Regional Stormwater Permit.

MTC - Metropolitan Transportation Commission.

Municipal Code - A book that contains City Council approved ordinances presently in effect. The Code defines Town law in various categories. (See Ordinance) N
National Pollution Discharge Elimination System (NPDES) - A policy set forth by the Environmental Protection Ag ency, under the 1987 Federal Clean Water Act, imposing regulations

Appendix | Glossary & Resolutions 194
that mandate local governments to control and reduce the amount of stormwater pollutant runoff into receiving waters.

Non-recurring Costs - One-time activities for which the expenditures should be budgeted only in the fiscal year in which the activity is undertaken.

Non-spendable Fund Balance - The amounts associated with inventories, prepaid expenses and other items legally or contractually required to be maintained intact.

NorCalHR - Northern California Municipal Human Resources Managers Group.

NPDES - See National Pollution Discharge Elimination System.

NSMCD - North San Mateo County Sanitation District.

O
OBF - On-Bill Financing.

Objectives - Desired results of the activities of a program.

OES - Office of Emergency Services.

OPEB - Other Post-Employment Benefits.

Operating Budget - A programmatic, financial, and organizational plan for furthering the goals of the City Council through departments of the Town, which does not include capital improvement projects.

Operating Expenses - Expenses incurred as a result of day-to-day operations.

Operational Accountability - Governments’ responsibility to report the extent to which they have met their operating objectives efficiently and effectively, using all resources available for that purpose, and whether they can continue to meet their objectives for the foreseeable future.

Ordinance - A formal legislative enactment by the City Council. It has the full force and effect of law within the City boundaries unless it is in conflict with any higher form of law, such as a State statute or consti tutional provision. An ordinance has higher legal standing than a resolution. Adopted ordinances form the Municipal Code. (See Municipal Code) P
PCI - Pavement Condition Index.

PCJPB - Peninsula Corridor Joint Powers Board (Also known as Caltrain Board) PELRA - Public Employers Labor Relations Association.

PEMHCA - Public Employees Medical and Hospital Care Act.

PERS - Public Employees Retirement System. A pension plan administered by the State of California for government agencies. (Also known as CalPERS).

Appendix | Glossary & Resolutions 195
Performance Measures - Indicators used in budgets to show, for example, (1) the amount of work accomplished, (2) the efficiency with which tasks were completed, and (3) the effectiveness of a program, which is often expressed as the extent to which objectives were accomplished.

Personnel Expenditures - Salaries, wages and benefits paid to employees.

PMP - Pavement Management Plan.

Police Grants Fund - Revenues associated with Police grants that have restricted uses and may be ongoing, for example, SLESF.

POST - Police Officer Standards and Training.

Priority Area - A category of Town services, such as Economic Development, Long Range Financial Plan or Neighborhoods which the City Council selects as an area of focus for staff in the coming fiscal year.

Program - Plan of action aimed at accomplishing a clear objective, with details on what work is to be done, by whom, when, and what means or resources will be used.

Program Revenues - Revenues received by a department as a result of the services or operations of that department (such as user fees), and generally used to finance the related services or programs.

Property Tax - A tax on the assessed value of property. California State Constitution Article XIII A provides that the combined maximum property tax rate on any given property equal to 1% of its assessed value unless an additional amount has been approved by voters for special taxes or general obligation bonds. San Mateo County remits the Town’s share, including all penalties and interest.

Proposed Budget - The working document for the fiscal year under discussion.

PTAF - Property Tax Assessment Fee.

Public Employee Retirement System - See PERS.

Public Safety Grants Fund - Revenues associated with one-time or limited term Police Grants that have restricted uses.

PW - Public Works.

R
Real Estate Transfer Tax - A tax on the value of property transferred, currently levied at a rate of $0.275 per $500. San Mateo County collects the tax and the Town receives the revenues. Revenues are dependent on how frequently the property is transferred and on the accrued value at the time of transfer.

Records Management System (RMS) - A system that automates the storage of current documents and important records of the Town (documents, agendas, minutes, reports, maps and vital records) to facilitate quick and easy access to these records using software and other technologies.

Request for Proposal (RFP) - Part of a procurement process which is frequently associated with obtaining professional or specialized services or goods. Vendors are invited to respond with a description of services and associated costs. The agency evaluates responses to determine the response which most closely meets the stated needs in a cost-effective manner.

Appendix | Glossary & Resolutions 196
Reserve - An account used to designate a portion of the fund balance as legally segregated for a specific use, i.e., General Fund Reserve.

Reserve Policy - A Council adopted set of principles which establish an appropriate minimum level of reserves and specify how reserves can be used.

Resolution - A special order of the City Council that requires less legal formality than an ordinance in terms of public notice and the number of public readings prior to approval.

Restricted Use Funds - Funds designated for use for a specific purpose.

Revenues - Income from all sources used to pay Town expenses.

RFP - See Request for Proposal.

RHNA - Regional Housing Needs Assessment.

Risk Management - An organized attempt to protect a government’s assets against accidental loss in the most economical method.

RMS - See Records Management System.

ROW - Right-Of-Way.

RWQCB - Regional Water Quality Control Board.

S
Salaries and Wages - A fixed monthly or hourly sum paid to an employee.

Sales Tax - Taxes assessed on retail sales or leases of tangible personal property in the Town. The Town receives one percent of the 8.25% San Mateo County sales tax.

SAMCAT - San Mateo County Telecommunications Authority.

SamTrans - San Mateo County Transit District.

SB - Senate Bill.

Secured Taxes - Taxes levied on real properties in the Town which are “secured” by liens on the properties.

SFPUC - San Francisco Public Utilities Commission.

SLESF - See Supplemental Law Enforcement Services Fund.

SLPP - State-Local Partnership Program.

SMC - San Mateo County.

SMIP - San Mateo County Investment Pool.

Special Revenues Fund - A fund that accounts for the use of revenues that are legally restricted to expenditures for specific purposes.

Appendix | Glossary & Resolutions 197
SSAR - Systemic Safety Analysis Report Program. A grant program estab lished by the State Department of Transportation (Caltrans) in 2016. The purpose of this grant is to study deficiencies in a government agency's roadway network including sidewalks, bike paths, crosswalks, accessibility barriers and streetlights and recommend corrective measures to correct the problems.

SSF – City of South San Francisco.

SSO - Sanitary Sewer Overflow.

STEP - Saturation Traffic Enforcement Program.

STOPP - Stormwater Pollution Prevention Program.

Strategic Plan - Plan of action aimed at accomplishing a clear objective, with details on what work is to be done, by whom, when, and what means or resources will be used.

Strategic Planning - A comprehensive and systematic management tool designed to help organizations assess the current environment, increase effectiveness, develop commitment to the organization’s mission and achieve consensus on strategies and objectives for achieving that mission.

The focus is on aligning organizational resources to bridge the gap bet ween present conditions and the envisioned future. The organization’s objectives for a strategic plan will help determine how available resources can be tied to future goals.

Supplemental Assessment - An assessment of real property occurring after the real property lien date of January 1st of each year as a result of new construction or a change in ownership. The San Mateo County Assessor determines the new value of the property based on current market values, and then calculates the difference between the new value and the value set on January 1st.

Supplemental Law Enforcement Services Fund (SLESF) - A component of the Citizens’ Option for Public Safety (COPS) program which provides grants to every city and county and five special districts that provide law enforcement in the State of California. SLESF funds are allocated among cities and counties and special districts that provide law enforcement services in proportion to population, except that each agency is to be allocated a minimum of $100,000. The Town of Colma receives the minimum allocation.

Supplies and Services - Expenditures for materials, supplies and related services which are ordinarily consumed within a fiscal year.

SWAT - Special Weapons And Tactics.

T
Tax Levy - Amount of tax dollars raised by the imposition of the tax rate on the assessed valuation of property.

Tax Equity Allocation - The amount of property taxes payable to the Town under a special law to assist cities that otherwise would receive low or no property taxes.

TDM - Transportation Demand Management.

TEA - Tax Equity Allocation.

TLC - Transportation for Livable Communities.

Appendix | Glossary & Resolutions 198
TMA - Training Managers Association.

Transportation Grants Fund - Fund used to account for one-time transportation grants awarded by Federal, State and Regional agencies, and the associated expenditures.

U
UBC - Uniform Building Code.

Unassigned Reserve - The amount of spendable fund balance that is not otherwise appropriated.

Unencumbered Appropriation - The portion of an appropriation not yet expended or encumbered.

Unfunded Capital Project - Capital Projects that are Town priorities but are currently without budgeted funds. Unfunded Capital Projects will be reviewed annually during the Town Budget process to see if funds are available for their design and construction and if these projects are ready to move from the Unfunded Capital Projects list to the Budgeted Capital Projects list.

Unfunded Position - Positions that are authorized but funding is not provided.

Unsecured Taxes - An ad-valorem (value-based) property tax that is the liability of the person or entity assessed for the tax. Because the tax is not secured by real property (such as land) the tax is called "unsecured."
Useful Life - An accounting term defined as the number of years, as set by the IRS, that depreciable business equipment or property is expected to be in use.

W
Way-finding - Information systems and signage that guide people through a physical environment and enhance their understanding and experience of the area or space.

Y
Year-End - As of June 30th (end of fiscal year).

Resolutions
Budget Adoption

Available after June 8, 2022
GANN L imit
Appendix | Glossary & Resolutions 199
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