ITEM NO. 18.
21 REVENUE BASELINE AND PROJECTION FACTORS (PROPOSED FY 2025-25 BUDGET - PUBLISHED 4/21/2025) Type of
Revenue Base
Line Estimate
FY 2025-26
Budget
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
FY 2029-30
Forecast
FY 2030-31
Forecast
Property Tax
SCC Assessor
Office
February 2025
Report and
HdL Coren
and Cone
April 2025
Forecast
5.29%
Net Taxable
Value Change
5.42%
Net Taxable
Value Change
4.89%
Net Taxable
Value Change
4.89%
Net Taxable
Value Change
4.89%
Net Taxable
Value Change
4.89%
Net Taxable
Value Change
VLF Backfill
HdL Coren
and Cone
April 2025
Forecast
5.25%
Net Taxable
Value Change
5.41%
Net Taxable
Value Change
4.90%
Net Taxable
Value Change
4.90%
Net Taxable
Value Change
4.89%
Net Taxable
Value Change
4.89%
Net Taxable
Value Change
Other
Property Tax
SCC Assessor
Office
February 2025
Report
3.0% 3.0% 3.0% 3.0% 3.0% 3.0%
ERAF
SCC Assessor
Office March
2025
Notification
$3,220,000
$3,220,000 $3,220,000 $3,220,000 $3,220,000 $3,220,000
Sales Tax
MuniServices
January 2025
Most Likely
Estimates
MuniServices
January 2025
Most Likely
Estimates
MuniServices
January 2025
Most Likely
Estimates
MuniServices
January 2025
Most Likely
Estimates
MuniServices
January 2025
Most Likely
Estimates
MuniServices
January 2025
Most Likely
Estimates
Sales Tax -
Measure G
MuniServices
January 2025
Most Likely
Estimates
MuniServices
January 2025
Most Likely
Estimates
MuniServices
January 2025
Most Likely
Estimates
MuniServices
January 2025
Most Likely
Estimates
MuniServices
January 2025
Most Likely
Estimates
MuniServices
January 2025
Most Likely
Estimates
Franchise Fee
Current
baseline set
by FY 2024-25
Year-End
Estimates
Current
baseline set by
FY 2024-25
Year-End
Estimates
3% 3% 3% 3% 3%
ITEM NO. 18.
22 Type of Revenue
Base Line
Estimates
FY 2025-26
Budget
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
FY 2029-30
Forecast
FY 2030-31
Forecast
Transient
Occupancy Tax
Current baseline
set by FY 2024-
25 Year-End
Estimates
3% 3% 0% 0% 0% 0%
Business License
Tax
Current baseline
set by FY 2024-
25 Year-End
Estimates
2% 2% 2% 2% 2% 2%
License &
Permits
Current baseline
set by FY 2024-
25 Year-End
Estimates
3% 3% 3% 3% 3% 3%
Town Services
Current baseline
set by FY 2024-
25 Year-End
Estimates
3% 3% 0% 3% 3% 3%
Fine &
Forfeitures
Current baseline
set by FY 2024-
25 Year-End
Estimates
1% Varies Varies Varies Varies Varies
Interest
Varies, based on
Portfolio
Weighted
Portfolio Yield
3.64%
Weighted
Portfolio Yield
3.56%
Weighted
Portfolio Yield
3.45%
Weighted
Portfolio Yield
3.36%
Weighted
Portfolio Yield
3.30%
Weighted
Portfolio Yield
3.30%
Other Sources
Current baseline
set by FY 2024-
25 Year-End
Estimates
Varies Varies Varies Varies Varies Varies
ITEM NO. 18.
23 EXPENDITURE BASELINE AND PROJECTION FACTORS (PROPOSED FY 2025-26 BUDGET - PUBLISHED 4/21/2025) Beginning in FY 2020-21, the Town is budgeting salaries at the actual salary plus a one-step increase. 68% of the workforce is already at top step or one step below top step. In the Five-Year Forecast, positions are forecasted at the actual rate of pay including salaries and benefits as of March 1, 2025 and rate is increasing in the actual anniversary date. The FY 2025- 26 Budget and the FY 2026-27 – FY 30-31 Forecast includes 4.6% vacancy savings.
Type of
Expenditure
FY 2025-26
Budget
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
FY 2029-30
Forecast
FY 2030-31
Forecast
Salaries (TEA,
Conf, Temp)* 3% 3% 2% 2% 2% 2%
Salaries (POA)* 5% 4% 2% 2% 2% 2%
Salaries
(AFSCME)* 4% 4% 2% 2% 2% 2%
Salaries
(Management)* 3% 3% 2% 2% 2% 2%
Benefit -
Medical** 7% 7% 7% 7% 7% 7%
Vacancy Savings 4.6% 4.6% 4.6% 4.6% 4.6% 4.6%
Operating
Expenditures***
Varies 3% 3% 3% 3% 3%
Grants & Awards 0% 0% 0% 0% 0% 0%
Utilities*** Varies 3% 3% 3% 3% 3%
Internal Service
Charges***
Based on
operating
cost and
scheduled
replacement
Based on
operating
cost and
scheduled
replacement
Based on
operating
cost and
scheduled
replacement
Based on
operating
cost and
scheduled
replacement
Based on
operating
cost and
scheduled
replacement
Based on
operating
cost and
scheduled
replacement
Debt Service Debt Service Schedules
*Salary increases are based on actual step increases and approved Memoranda of Understanding with the bargaining units **Benefit increase estimates are provided by CalPERS/Public Employees’ Medical and Hospital Care Act (PEMHCA). ***Based on historical trends.
ITEM NO. 18.
24 The Town’s required employer contribution rate estimates were developed using data provided by each plan’s most recent CalPERS actuarial valuation. The employer contribution rates reflect percentages of covered payroll. Forecasted rates for FY 2055-26 and subsequent years are based on the most recent CalPERS actuarial valuation Reports as adjusted by the impact related to the FY 2022-23 CalPERS 5.8% investment return and forecasted payroll.
Type of
Expenditure
FY 2025-26
Budget
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
FY 2029-30
Forecast
FY 2030-31
Forecast
Safety
POA
109.09% 109.92% 112.95% 121.16% 121.75% 124.52%
Safety
Management
POA
112.09% 112.92% 115.95% 124.16% 124.75% 127.52%
Safety
POA - PEPRA
15.84% 14.96% 20.99% 21.74% 22.04% 25.76%
Miscellaneous
TEA/Confidential/
Management
30.02% 30.52% 30.82% 31.78% 31.92% 32.21%
Miscellaneous
TEA/Confidential/
Management
PEPRA
Separate PEPRA
rate for
Miscellaneous has
not been
established yet by
CalPERS.
30.62% 29.65% 31.01% 32.28% 33.81% 34.49%
*Safety Classic Rate reflects 3% decrease in employer's contribution rate to reflect 3% contribution as negotiated with the Town's POA during the collective bargaining process effective FY 2019-20.
ITEM NO. 18.
25 FY 2024-25 MID-YEAR REPORT AND FORECAST – PUBLISHED 2/7/2025
ITEM NO. 18.
26 REVENUE BASELINE AND PROJECTION FACTORS (FY 2024-25 MID-YEAR REPORT AND FORECAST – PUBLISHED 2/7/2025)
ITEM NO. 18.
27
ITEM NO. 18.
28 EXPENDITURE BASELINE AND PROJECTION FACTORS (FY 2024-25 MID-YEAR REPORT AND FORECAST – PUBLISHED 2/7/2025)
Beginning in FY 2020-21, the Town started budgeting salaries at the actual salary plus a one-step increase. In the FiveYear Forecast, positions are forecasted at the actual rate of pay including salaries and benefits as of December 31, 2024.
Beginning FY 2023-24 the total salaries and benefits budget includes 4.6% vacancy factor.
ITEM NO. 18.
29 The Town’s required employer contribution rate estimates were developed using data provided by each plan’s most recent CalPERS actuarial valuation. The employer contribution rates reflect percentages of covered payroll. Rates shown for FY 2024-25 are actual rates as prescribed by CalPERS. Forecasted rates for FY 2025-26 and subsequent years are based on the most recent CalPERS actuarial valuation Reports as adjusted by the impact related to the FY 2022-23 CalPERS 6.1% investment return and forecasted payroll.
Beginning in FY 2021-22, the estimates of employer contributions were credited with an anticipated reductions associated with the approximate $4.8 million additional discretionary payment (ADP) toward the 2016 unfunded amortization base paid off in October 2019 and the total of approximately $5.8 million in ADPs toward unfunded 2013 and 2015 amortization bases that were paid off in FY 2020-21.
ITEM NO. 18.
30 FY 2024-25 FORECAST- PUBLISHED 4-22-2024 FY 2024-25 PROPOSED BUDGET General Fund 5-Year Forecast
(in $ million)
Revenue Category FY 2022/23
Actuals
FY 2023/24
Adjusted
Budget
FY 2023/24
Estimates
FY 2024/25
Budget
FY 2025/26
Forecast
FY 2026/27
Forecast
FY 2027/28
Forecast
FY 2028/29
Forecast
FY 2029/30
Forecast
Property Tax $ 18.2 $ 19.0 $ 19.0 $ 20.2 $ 21.3 $ 22.5 $ 23.7 $ 25.0 $ 26.5 VLF Backfill Property Tax 4.6 4.9 4.9 5.0 5.3 5.6 5.9 6.3 6.7 Sales & Use Tax 7.5 7.0 6.7 6.6 6.7 6.9 6.9 7.0 7.1
Measure G District Sales Tax 1.3 1.2 1.2 1.3 1.3 1.3 1.4 1.4 1.4 Franchise Fees 3.1 3.3 3.3 1.0 1.1 1.1 1.1 1.2 1.2
Transient Occupancy Tax 2.2 2.3 2.3 2.3 2.4 2.4 2.4 2.4 2.4 Business License Tax 2.4 2.4 2.4 2.4 2.5 2.6 2.6 2.7 2.8 Licenses & Permits 3.3 3.3 3.3 3.0 3.0 3.1 3.2 3.3 3.4
Intergovernmental 1.6 1.3 1.3 1.4 0.9 1.0 0.9 0.9 1.0
Town Services 4.6 4.6 5.0 7.0 6.7 6.8 7.0 7.2 7.4
Fines & Forfeitures 0.4 0.4 0.4 0.3 0.3 0.3 0.3 0.3 0.3 Interest 0.6 1.6 1.6 1.8 1.4 1.3 1.2 1.1 1.1
Other Sources 8.1 4.0 4.1 3.5 3.1 3.2 3.3 3.2 2.0
Fund Transfers In 0.5 0.6 0.6 0.6 0.6 0.6 0.6 0.6 0.6
$ 58.4 $ 55.9 $ 56.1 $ 56.4 $ 56.6 $ 58.7 $ 60.5 $ 62.6 $ 63.9 Use of Capital/Special Projects Reserve $ 2.4 $ 1.6 $ 2.0 $ 1.1 $ 1.1 $ 1.1 $ 1.1 $ 1.1 $ 1.1 Use of Measure G Sales Tax - Operating - - - 0.6 - - - - - Use of Pension/OPEB Reserve 0.3 0.3 0.3 - - - - - -
Use of Council Priorites - Economic Recovery - 1.5 1.5 - - - - - - $ 61.1 $ 59.3 $ 59.9 $ 58.1 $ 57.7 $ 59.8 $ 61.6 $ 63.7 $ 65.0 Expenditure Category FY 2022/23
Actuals
FY 2023/24
Adjusted
Budget
FY 2023/24
Estimates
FY 2024/25
Budget
FY 2025/26
Forecast
FY 2026/27
Forecast
FY 2027/28
Forecast
FY 2028/29
Forecast
FY 2029/30
Forecast
Salary $ 20.4 $ 21.3 $ 21.9 $ 23.6 $ 23.8 $ 24.5 $ 25.1 $ 25.7 $ 26.2 Overtime 1.4 0.6 1.3 0.6 0.7 0.7 0.7 0.7 0.7
CalPERS Benefits 7.1 8.2 7.2 8.8 9.1 9.7 10.4 11.2 11.8 All Other Benefits 3.8 4.7 4.4 5.6 6.1 6.3 6.5 6.7 6.8
4.6% Salary and Benefits Savings - - - (1.8) (1.8) (1.9) (2.0) (2.0) (2.1) OPEB Pay as You Go 1.5 1.6 1.6 1.7 1.9 2.0 2.0 2.0 2.0
Operating Expenditures 11.7 11.0 10.6 8.8 8.3 8.6 8.7 9.0 9.2 Grants & Awards 0.6 1.0 0.7 0.3 0.2 0.2 0.2 0.2 0.3
Utilities 0.6 0.7 0.7 0.7 0.7 0.8 0.8 0.8 0.8
Internal Service Charges 2.6 3.4 3.4 4.4 5.2 5.4 5.6 5.8 6.1 Debt Service 2.0 2.1 2.1 2.1 2.1 2.1 2.1 2.1 0.8
$ 51.8 $ 54.5 $ 53.9 $ 54.8 $ 56.2 $ 58.4 $ 60.1 $ 62.2 $ 62.7 Additional Discretionary Payment - Pension 0.7 0.7 0.7 0.4 0.4 0.4 0.4 0.4 0.4 $ 52.5 $ 55.2 $ 54.6 $ 55.2 $ 56.6 $ 58.8 $ 60.5 $ 62.6 $ 63.1 Capital Transfers Out to GFAR $ 2.4 $ 1.6 $ 1.6 $ 1.1 $ 1.1 $ 1.1 $ 1.1 $ 1.1 $ 1.1 Transfer to General Liability - - 0.4 - - - - - -
1/2 of Measure G Proceeds to Capital 0.6 0.6 0.7 0.6 0.6 0.7 0.7 0.7 0.7 Allocate to ERAF Risk Reserve 0.7 0.7 0.7 0.8 0.8 0.8 0.8 0.8 0.8 Allocate to Pension Trust 0.7 0.7 0.7 0.4 0.4 0.4 0.4 0.4 0.4 $ 56.2 $ 58.8 $ 58.7 $ 58.1 $ 59.5 $ 61.8 $ 63.5 $ 65.6 $ 66.1 $ 4.9 $ 0.5 $ 1.1 $ - $ (1.8) $ (2.0) $ (1.9) $ (1.9) $ (1.1) * Due to rounding of individual categories total revenues, expenditures, and reserve allocations may include $0.1 million.
NET REVENUES , TRANSFERS IN, USE OF RESERVES
LESS EXPENDITURES, TRANSFERS IN, AND RESERVE
ALLOCATIONS
TOTAL REVENUES, TRANSFERS, AND USE OF
RESERVES*
TOTAL EXPENDITURES & RESERVE ALLOCATIONS*
TOTAL OPERATING REVENUES & TRANSFERS
TOTAL OPERATING EXPENDITURES
TOTAL OPERATING & DISCRETIONARY
EXPENDITURES
ITEM NO. 18.
31 Account Revenue Category FY 2015/16
Actuals
FY 2016/17
Actuals
FY 2017/18
Actuals
FY 2018/19
Actuals
FY 2019/20
Actuals
FY 2020/21
Actuals
FY 2021/22
Actuals
4100 Property Tax $ 10.8 $ 11.5 $ 12.5 $ 13.6 $ 14.5 $ 15.8 $ 16.9 4110 VLF Backfill Property Tax 3.0 3.2 3.4 3.7 3.9 4.1 4.2 4200 Sales & Use Tax 7.5 9.2 7.6 8.0 6.5 6.8 7.2
4200 Measure G District Sales Tax - - - 0.2 1.0 1.1 1.3 4250 Franchise Fees 2.3 2.4 2.5 2.5 2.5 2.5 2.8
4251 Transient Occupancy Tax 1.9 2.3 2.6 2.7 1.9 1.0 1.9 4400 Business License Tax 1.5 1.7 1.7 1.5 1.4 1.4 1.5
4400 Licenses & Permits 3.5 3.0 3.0 3.1 2.7 3.1 4.8
4500 Intergovernmental 1.0 0.9 1.0 0.9 1.0 1.6 1.3
4600 Town Services 4.0 3.3 4.4 4.4 4.4 4.6 5.3
4700 Fines & Forfeitures 0.9 0.9 0.7 0.5 0.3 0.1 0.3
4800 Interest 0.6 0.2 0.2 1.4 2.2 0.1 (1.4)
4850 Other Sources 2.3 4.3 3.2 4.6 2.7 3.7 7.0
4900 Fund Transfers In 2.4 0.3 0.8 1.6 0.6 0.7 0.6
p p j $ 41.7 $ 43.2 $ 43.6 $ 48.7 $ 45.6 $ 46.6 $ 53.7
Capital - 1.4 3.2 2.8 8.0 3.4 0.6
Use of Pension/OPEB Reserve - - - - - 4.5 0.3
Use of Property Surplus Reserve - - - - - - 1.2
Use of Almond Grove Reserve - - 5.9 - - - -
Use of Measure G Reserve - - - - - - 1.1
$ 41.7 $ 50.5 $ 46.8 $ 51.5 $ 53.6 $ 54.5 $ 56.9
Account Expenditure Category FY 2015/16
Actuals
FY 2016/17
Actuals
FY 2017/18
Actuals
FY 2018/19
Actuals
FY 2019/20
Actuals
FY 2020/21
Actuals
2021/22
Actuals
5110 Salary 14.5 14.8 16.0 17.9 19.3 20.2 20.0
5120 CalPERS Benefits 3.6 3.9 4.3 5.3 6.1 6.4 6.5
5200 All Other Benefits 3.2 3.2 3.3 3.6 3.6 3.7 3.7
6211 OPEB Pay as You Go 0.9 1.0 1.1 1.2 1.2 1.3 1.4
6000 Operating Expenditures 4.7 4.8 5.0 5.6 5.1 5.7 10.4 7200 Grants & Awards 0.7 0.2 0.2 0.3 0.3 0.3 1.8
7400 Utilities 0.4 0.6 0.5 0.5 0.5 0.6 0.6
8060 Internal Service Charges 3.5 3.6 3.9 2.5 2.2 2.3 2.6 8900 Debt Service 1.9 1.9 1.9 1.9 1.9 2.0 2.1
$ 33.6 $ 34.0 $ 36.2 $ 38.8 $ 40.2 $ 42.4 $ 49.0
GASB 45 Retiree Medical Actuarial 1.5 2.6 1.6 1.1 1.1 0.6 0.1 Additional Discretionary Payment - Pension - - - - - 5.6 0.7 $ 35.1 $ 36.6 $ 37.8 $ 39.9 $ 41.3 $ 48.6 $ 49.8
Capital Transfers Out to GFAR 0.5 7.3 2.6 2.3 7.0 3.4 1.2 Operating Tranfer Out - 0.1 0.6 0.5 - 1.1 -
1/2 of Measure G Proceeds to Capital - - - - - - 0.7
Fixed Assets/ Equipment - 0.4 - - - 0.1 - y
Fund - - 1.2 3.6 - 0.4 -
$ 5.6 $ 6.6 $ 4.6 $ 5.2 $ 3.7 $ 2.5 $ 5.9
Allocate to Almond Grove Reserve - 2.5 - - - - - g
Stabilization/Catastrophic - - - - - 0.1 1.1
Allocate to Compensated Absences - - - - - 0.1 (0.2)
Allocate to Market Fluctuations Reserve 0.3 - 0.3 - - 1.2 (0.4) Allocate to CalPERS/Pension Reserve - - 1.8 - - 0.3 0.3 Allocate to Measure G Reserve - - - - - 1.2 -
Allocate to VM & Stores Surplus Reserve - - - - 1.0 - - Allocate to Authorized Carryforwards - 0.1 - - - - 0.03 Sales Tax Prior - Year Adjusments - - 0.4 - - - -
Allocate to Property Surplus Reserve - - - - 1.9 - 1.2
$ 39.0 $ 46.4 $ 42.2 $ 49.2 $ 52.2 $ 53.7 $ 52.2
$ 2.7 $ 4.1 $ 4.6 $ 2.3 $ 1.4 $ 0.8 $ 4.7
TOTAL OPERATING & DISCRETIONARY EXPENDITURES
AMOUNTS AVAILABLE FOR RESERVE ALLOCATIONS
TOTAL EXPENDITURES & RESERVE ALLOCATIONS
NET REVENUES RESERVE TRANSFERS LESS EXPENDITURES &
RESERVE ALLOCATIONS FOR FINAL ALLOCATION AFTER YEAR
END CLOSE
* Due to rounding of individual categories Total Expenditures and Reserve Allocations may include $0.1 million.
General Fund (111) Historical presentaion does not include Pension Trusts activities.
TOTAL OPERATING EXPENDITURES
TOTAL OPERATING REVENUES & TRANSFERS*
TOTAL REVENUES, TRANSFERS, AND USE OF RESERVES
Town of Los Gatos General Fund Historical Year-End Results (in $ million)
ITEM NO. 18.
32 REVENUE BASELINE AND PROJECTION FACTORS (FY 2024-25 PROPOSED BUDGET – PUBLISHED 4/22/2024)
ITEM NO. 18.
33
ITEM NO. 18.
34 EXPENDITURE BASELINE AND PROJECTION FACTORS (FY 2024-25 PROPOSED BUDGET – PUBLISHED 4/22/2024)
ITEM NO. 18.
35
ITEM NO. 18.
36 SUMMARY OF CHANGES FY 2024-25
FROM PROPOSED TO ADOPTED
Per Measure A, the Finance Commission received the Proposed FY 2023/24 Operating and Capital Budgets 21 business days before May 16, 2023, which was the first meeting at which the Proposed Budgets were considered by the Town Council. The Finance Commission held three public meetings at which Commissioners discussed the Proposed Budgets and provided recommendations to the Town Council per Measures A and G. On May 16, 2023, the Town Council conducted a public hearing to discuss the proposed FY 2023/24 Operating and Capital Summary Budget and Proposed FY 2023/24 – 2027/28 Capital Improvement Program. The Town Council considered public testimony, discussed both documents, considered the Finance Commission recommendations, and directed staff to bring back the documents for final approval incorporating the Council recommendations.
The Town Council adopted a balanced budget on June 6, 2023. The Adopted Budget includes a 4.6% vacancy factor, while Council directed that staff continue to hire for all vacant positions. The 4.6% salary savings represents approximately $1.7 million projected saving that eliminates a need for Other Post Employment Benefits (OPEB) Trust withdrawal. The Adopted Budget fully recognizes the Educational Revenue Augmentation Fund (ERAF) proceeds for FY 2023/24. The Council programmed 70% of the estimated revenue and reserved 30% as the “at risk” amount until the lawsuit between the State and the School Districts is resolved.
The following table represent the changes from the proposed budget to the adopted budget.
ITEM NO. 18.
37 While the Adopted Budget document reflects all of the approved changes, the Town Manager Transmittal Letter dated April 17, 2023 represents the proposed FY 2023/24 Operating and Capital Budgets as it was submitted on April 17, 2023. The five-year forecast on the following page has been updated to reflect the adjustments to revenues and expenditures in the FY 2023/24 Adopted Budget. 2023/24 Estimated 2023/24
Proposed Budget Recommended
Budget Revision Budget
REVENUES
General Fund $ 54,130,896 $ (914,326) (1) 53,216,570 $
Special Revenue Funds 542,380 - $ 542,380
Internal Service Funds 4,947,389 - $ 4,947,389
Capital Project Funds (does not include carryforwards) 8,547,920 - $ 8,547,920 Successor Agency Funds 3,811,664 - $ 3,811,664
TOTAL REVENUES $ 71,980,249 $ (914,326) $ 71,065,923
OTHER FUNDING SOURCES
Designated One-Time Use of General Fund Reserves 2,361,000 $ 33,000 2,394,000 (2) TOTAL TOWN REVENUES & OTHER FUNDING SOURCES $ 74,341,249 $ (881,326) $ 73,459,923
TOTAL TOWN EXPENDITURES, TRANSFERS OUT & CARRYFORWARD APPROPRIATION General Fund $ 56,101,896 $ (1,586,649) (3) 54,515,247 $ Special Revenue Funds 469,381 (9,794) (4) 459,587
Internal Service Funds 6,132,798 - 6,132,798
Capital Project Funds (does not include carryforwards) 10,658,747 - (5) 10,658,747 Successor Agency Funds 3,801,021 (87) (6) 3,800,934
TOTAL TOWN EXPENDITURE & OTHER FUNDING USES $ 77,163,843 $ (1,596,530) $ 75,567,313 GENERAL FUND SOURCE(USE) OF FUND BALANCES $ 390,000 $ 660,900 $ 1,095,323 OTHER FUNDS SOURCE(USE) OF FUND BALANCES (3,212,594) (3,202,713) (7) TOTAL SOURCE(USE) OF FUND BALANCES $ (2,822,594) $ 715,204 $ (2,107,390) Numbers may differ between exhibits due to rounding.
(4) Special Revenue Fund Expenditures
$9,794 - Decrease - 4.6% Salary Saving Factor
(1) Additional General Fund Revenues
$1,608,226 Decreases OPEB Trust Reimbursement for Retiree Medical $660,900 Increases Additional ERAF Proceeds to Reserve At Risk $33,000 - Increase ARPA Replacement Pass Through Revenue - Tracking (2) Designated One-Time Use of the General Fund Reserves during FY 2023/24 $1,615,000 - Transfer to Capital Projects (GFAR)
$779,000 - ARPA Revenue Replacement Tracking
(3) General Fund Expenditures
$1,663,649 - Decrease - 4.6% Salary Saving Factor
$11,000- Increase Project Based Boards and Commissions Support $33,000 - Increase Chamber Agreement
$33,000 - Increase ARPA Replacement Pass Through Expenditure - Tracking (5) Capital Project Funds Expenditures
No Change in Total Expenditures, $35,000 transferred from the Lynn Avenue Pedestrian Path Design Project (411-832-4510) to Emergency Preparedness Project (411-821-2012) (7) Other Funds Source (Use) represents planned one-time uses of Internal Service Funds, Special Revenue Funds, Trust Funds, and Capital Project Funds primary for infrastructure and equipment investment.
(6) Successor Agency Funds Expenditures
$87 - Decrease - 4.6% Salary Saving Factor
ITEM NO. 18.
38 The following table illustrates the previous projected deficits relative to the updated Forecast.
Original 5 Year Forecast 2024/25
Forecast
($M)
2025/26
Forecast
($M)
2026/27
Forecast
($M)
2027/28
Forecast
($M)
2028/29
Forecast
($M)
Proposed Surplus/Deficit ($3.1) ($2.8) ($3.2) ($3.5) ($4.0) Adopted Surplus/Deficit ($3.0) ($2.8) ($3.1) ($3.3) ($3.8) Account Revenue Category
FY 2022/23
Adjusted
Budget
FY 2022/23
Estimates
FY 2023/24
Adopted
Budget
FY 2024/25
Forecast
FY 2025/26
Forecast
FY 2026/27
Forecast
FY 2027/28
Forecast
FY 2028/29
Forecast
4100 Property Tax $ 17.0 $ 17.2 $ 17.9 $ 17.8 $ 18.5 $ 18.9 $ 19.5 $ 20.1 4110 VLF Backfill Property Tax 4.6 4.6 4.7 4.8 5.0 5.1 5.3 5.4 4200 Sales & Use Tax 7.5 7.7 7.9 8.1 8.5 8.7 9.0 9.3
4200 Measure G District Sales Tax 1.3 1.3 1.3 1.3 1.3 1.4 1.4 1.4 4250 Franchise Fees 2.7 2.7 2.1 1.9 1.9 1.9 2.0 2.0
4251 Transient Occupancy Tax 2.0 2.3 2.4 2.5 2.6 2.6 2.6 2.7 4400 Business License Tax 2.4 2.3 2.4 2.5 2.5 2.6 2.6 2.7 4400 Licenses & Permits 2.9 2.9 2.9 2.9 3.0 3.1 3.2 3.3 4500 Intergovernmental 1.3 1.3 0.9 0.9 0.9 1.0 1.0 1.0
4600 Town Services 4.8 5.1 4.4 4.2 4.2 4.3 4.4 4.6
4700 Fines & Forfeitures 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 4800 Interest 0.4 0.7 1.0 0.9 0.9 0.9 0.9 0.9
4850 Other Sources 3.5 7.1 3.6 2.8 2.8 3.0 2.9 2.9
4900 Fund Transfers In 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5
p p j $ 51.1 $ 55.9 $ 52.2 $ 51.3 $ 52.8 $ 54.2 $ 55.5 $ 57.0 Capital 2.4 2.4 1.6 0.8 0.8 0.8 0.8 0.8
Use of Pension/OPEB Reserve 0.3 - 0.3 - - - - -
Use of OPEB Trust - - - - - -
ARPA Replacement Revenue - 1.6 - - - - - -
Vitalities - 6.1 - 0.7 - - - -
$ 55.4 $ 64.7 $ 54.5 $ 52.1 $ 53.6 $ 55.0 $ 56.3 $ 57.8 Account Expenditure Category
FY 2022/23
Adjusted
Budget
FY 2022/23
Estimates
FY 2023/24
Adopted
Budget
FY 2024/25
Forecast
FY 2025/26
Forecast
FY 2026/27
Forecast
FY 2027/28
Forecast
FY 2028/29
Forecast
5110 Salary 23.0 22.5 23.2 23.8 24.4 25.0 25.5 26.0
5120 CalPERS Benefits 7.7 6.8 8.2 8.6 8.9 9.6 10.2 11.1 5200 All Other Benefits 4.6 3.9 4.7 4.8 4.9 5.0 5.1 5.2
4.6% Salary and Benefits Savings - - (1.7) (1.7) (1.8) (1.8) (1.9) (1.9) 6211 OPEB Pay as You Go 1.6 1.6 1.6 1.8 1.9 2.0 2.0 2.0 6000 Operating Expenditures 8.0 11.7 9.0 8.8 8.9 9.2 9.3 9.7 7200 Grants & Awards 0.5 1.2 0.8 0.6 0.6 0.3 0.3 0.3
7400 Utilities 0.6 0.6 0.6 0.6 0.7 0.7 0.7 0.7
8060 Internal Service Charges 2.7 2.6 3.4 3.6 3.7 3.9 4.1 4.2 8900 Debt Service 2.0 2.0 2.1 2.1 2.1 2.1 2.1 2.1
$ 50.8 $ 53.0 $ 51.9 $ 52.9 $ 54.2 $ 55.9 $ 57.4 $ 59.4 GASB 45 Retiree Medical Actuarial - - - - - - - -
Additional Discretionary Payment - Pension 0.7 0.7 0.4 0.4 0.4 0.4 0.4 0.4 $ 51.5 $ 53.7 $ 52.3 $ 53.3 $ 54.6 $ 56.3 $ 57.8 $ 59.8 Capital Transfers Out to GFAR 2.4 2.4 1.6 1.1 1.1 1.1 1.1 1.1 1/2 of Measure G Proceeds to Capital / 0.6 0.6 0.6 0.7 0.7 0.7 0.7 0.7 Fund 0.4 - 0.7 - - - - -
Recovery - - 5.7 - - - - -
$ 54.9 $ 63.1 $ 54.5 $ 55.1 $ 56.4 $ 58.1 $ 59.6 $ 61.6 $ 0.5 $ - 1.6 $ $ (3.0) $ (2.8) $ (3.1) $ (3.3) $ (3.8) * Due to rounding of individual categories FY 2022/23 Estimated Total Expenditures and Reserve Allocations includes $0.1 million.
General Fund (111) Forecast does not include Pension Trust activities.
NET REVENUES RESERVE TRANSFERS LESS EXPENDITURES &
RESERVE ALLOCATIONS FOR FINAL ALLOCATION AFTER YEAR
END CLOSE
TOTAL REVENUES, TRANSFERS, AND USE OF RESERVES
TOTAL EXPENDITURES & RESERVE ALLOCATIONS
TOTAL OPERATING REVENUES & TRANSFERS*
TOTAL OPERATING EXPENDITURES
TOTAL OPERATING & DISCRETIONARY EXPENDITURES
AMOUNTS AVAILABLE FOR RESERVE ALLOCATIONS
ITEM NO. 18.
39 FY 2023-24 MID-YEAR-REPORT AND FORECAST – PUBLISHED 2/10/2024
ITEM NO. 18.
40 REVENUE BASELINE AND PROJECTION FACTORS (FY 2023-24 MID-YEAR REPORT AND FORECAST – PUBLISHED 2/10/2024)
ITEM NO. 18.
41
ITEM NO. 18.
42 EXPENDITURE BASELINE AND PROJECTION FACTORS (FY 2023-24 MID-YEAR REPORT AND FORECAST – PUBLISHED 2/10/2024)
ITEM NO. 18.
43
ITEM NO. 18.
44 FY 2023-24 PROPOSED BUDGET FORECAST- PUBLISHED 4/17/2023
ITEM NO. 18.
45 REVENUE BASELINE AND PROJECTION FACTORS (FY 2023-24 PROPOSED BUDGET - PUBLISHED 4/17/2023)
ITEM NO. 18.
46
ITEM NO. 18.
47 EXPENDITURE BASELINE AND PROJECTION FACTORS (FY 2023-24 PROPOSED BUDGET - PUBLISHED 4/17/2023)
ITEM NO. 18.
48
ITEM NO. 18.
49 FY 2022-23 MID-YEAR REPORT AND FORECAST- PUBLISHED 2/10/2023
ITEM NO. 18.
50 REVENUE BASELINE AND PROJECTION FACTORS (FY 2022-23 MID-YEAR REPORT AND FORECAST – PUBLISHED 2/10/2023)
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51
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52 EXPENDITURE BASELINE AND PROJECTION FACTORS (FY 2022-23 MID-YEAR REPORT AND FORECAST – PUBLISHED 2/10/2023)
ITEM NO. 18.
53
ITEM NO. 18.
54 FY 2022-23 PROPOSED BUDGET FORECAST- PUBLISHED 4/18/2022
ITEM NO. 18.
55 REVENUE BASELINE AND PROJECTION FACTORS (PROPOSED FY 2022-23 BUDGET – PUBLISHED 4/17/2022)
ITEM NO. 18.
56
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57 EXPENDITURE BASELINE AND PROJECTION FACTORS (PROPOSED FY 2022-23 BUDGET – PUBLISHED 4/17/2022)
ITEM NO. 18.
58
ITEM NO. 18.
59 FY 2021-22 MID-YEAR REPORT AND FORECAST- PUBLISHED 2/11/2022
ITEM NO. 18.
60 REVENUE BASELINE AND PROJECTION FACTORS (FY 2021-22 MID-YEAR AND FORECAST - PUBLISHED 2/11/2022)
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61
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62 EXPENDITURE BASELINE AND PROJECTION FACTORS (FY 2021-22 MID YEAR AND FORECAST - PUBLISHED 2/11/2022)
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63
ITEM NO. 18.
64 FY 2021-22 PROPOSED BUDGET - PUBLISHED 4/19/2021
ITEM NO. 18.
65 REVENUE BASELINE AND PROJECTION FACTORS (FY 2011-22 PROPOSED BUDGET - PUBLISHED 4/19/2021)
ITEM NO. 18.
66
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67 EXPENDITURE BASELINE AND PROJECTION FACTORS (FY 2011-22 PROPOSED BUDGET - PUBLISHED 4/19/2021)
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68
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69 FY 2020-21 MID-YEAR REPORT AND FORECAST - PUBLISHED 2/12/2021
ITEM NO. 18.
70 REVENUE BASELINE AND PROJECTION FACTORS (FY 2020-21 MID-YEAR AND FORECAST - PUBLISHED 2/12/2021)
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71
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72 EXPENDITURE BASELINE AND PROJECTION FACTORS (FY 2020-21 MID-YEAR AND FORECAST - PUBLISHED 2/12/2021)
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73
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74 FY 2020-21 PROPOSED BUDGET - PUBLISHED 4/19/2021
ITEM NO. 18.
75 REVENUE BASELINE AND PROJECTION FACTORS (FY 2020-21 PROPOSED BUDGET - PUBLISHED 4/19/2021)
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76
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77 EXPENDITURE BASELINE AND PROJECTION FACTORS (FY 2020-21 PROPOSED BUDGET - PUBLISHED 4/19/2021)
ITEM NO. 18.
78
ITEM NO. 18.
PREPARED BY: Nicolle Burnham
Parks and Public Works Director
Reviewed by: Town Manager, Assistant Town Manager, Town Attorney, and Finance Director 110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov
TOWN OF LOS GATOS
COUNCIL AGENDA REPORT
MEETING DATE: 11/19/2024
ITEM NO: 1
DATE: November 14, 2024
TO: Mayor and Town Council
FROM: Chris Constantin, Town Manager
SUBJECT: Receive an Introductory Report on the Capital Infrastructure Needs of the Town of Los Gatos
RECOMMENDATION:
Receive and provide initial feedback on the preliminary report addressing the capital infrastructure needs of the Town of Los Gatos.
EXECUTIVE SUMMARY:
This report provides an overview of known Los Gatos' current and future capital infrastructure needs, highlighting both funded and unfunded projects critical to maintaining the Town's assets. Key areas of focus include ADA compliance, building assessments, and potential future investments such as police facility consolidation. This session initiates the first of ongoing discussions aimed at developing a long-term strategy to prioritize, fund, and address these needs effectively.
Table 1 is a summary of current projected costs of known capital needs as presented in the report.
The Town has made good strides in assessing Town facilities and identifying part of the scope of the capital needs, capital maintenance, as well as compiling new capital planned or desired.
However, there does not appear to exist a coherent, strategic, and robust approach to capital spending. More work is necessary, and staff looking forward to building a coherent and clear strategy for its work. The focus going forward is intended to be thoughtful analysis, refining expectations to match what can actually be done with existing resources, and in a balanced manner, to take care of what we have before what we want.
ITEM NO. 1.
ATTACHMENT 2
ITEM NO. 18.
PAGE 2 OF 6
SUBJECT: Receive a Report on the Capital Infrastructure Needs of the Town of Los Gatos DATE: November 14, 2024
Table 1. Summary of Current Known Capital and Maintenance Needs Items / Need Current Opinion of Potential
Costs (2024$)
Town Owned Buildings - Maintenance $ 20,278,913
Town Owned Buildings – Capital Needs $ 1,490,000
Parks1 $ 28,189,000
Storm Drainage $ 23,126,500
Streets and Roads $ 166,037,000
IT Needs $ 310,000
Notes:
1. Cost does not include restoration plans for Ross Creek and Los Gatos Creek as recommended in General Plan 2040.
As noted above information presented here is a first step in the process of building out a capital improvement program. In coming months staff will work to spread these costs over a multiyear horizon and develop a projection of annual capital funding that is needed to maintain and manage the Town’s existing infrastructure and complete projects currently in progress (e.g., Highway 17 Overcrossing at Blossom Hill Road). Staff will also continue to develop the annual projections of roadway resurfacing and curb, gutter, sidewalk repair work, which are currently not included in this discussion.
BACKGROUND:
The Town of Los Gatos prepares a Capital Improvement Program (CIP) Budget annually to address critical infrastructure projects deemed a priority by the Town Council. Historically, CIP funding has been constrained, leading to deferred maintenance and postponed projects across critical areas. This report serves as the starting point for a broader assessment to address these long-standing funding limitations and prepare a structured, sustainable funding plan for future needs.
Through this Study Session, staff is providing initial information about the unfunded capital needs of the Town to increase the Town Council and the public’s awareness of these items. This session is expected to be the first in a series of discussions designed to develop a holistic, longterm funding strategy to maintain existing infrastructure and explore the potential construction of new capital assets.
In recent years, when considering capital projects, the priority has been to:
ITEM NO. 1.
ITEM NO. 18.
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SUBJECT: Receive a Report on the Capital Infrastructure Needs of the Town of Los Gatos DATE: November 14, 2024
1. Continue to fund ongoing projects.
2. Increase funding for existing one-time projects when necessary to complete the project.
3. Consider new projects that are critical to operations.
4. Assess potential new projects if funding allows.
However, because available funding for capital projects is limited, many projects are deferred each year and not funded, which adds to the cumulative backlog of infrastructure needs. The impact of limited staffing resources to support project delivery has also hindered the Town’s ability to complete necessary projects within anticipated timelines, further contributing to deferred maintenance and postponed capital improvements.
Attachment 1 provides a 10-year summary of capital funding history, reflecting trends in ongoing and one-time types of funding levels. This overview is intended to inform ongoing discussions by highlighting the limitations in prior funding and their long-term implications on Town infrastructure.
As noted in this attachment, the source of ongoing funding comes from restricted Gas Tax funding, which is limited in use to transportation uses, such as public streets, roadways, bike, and pedestrian facilities. Additionally, the Town has a maintenance of effort to match this funding source resulting in additional investment from the General Fund for these transportation uses. The Town has been investing General Fund and other resources to the GFAR for use on capital projects, but such sources cannot sustain the ongoing transportation and facilities needs.
Current Projects and Their Statuses
Attachment 2 includes an updated list of the currently funded Capital Improvement Projects (CIP), detailing each project’s budget history, project lead, and current funding status. This list was initially presented to the Town Council in May 2024 and has been updated to reflect Fiscal Year 2023/2024 financial closeout and spending as of September 30, 2024.
Overall, current-year project spending has been lower than anticipated due to some projects scheduled for construction in Spring 2025, meaning spending will occur later in the fiscal year.
Additionally, the pace of capital project delivery is impacted by limited staffing resources available to support these efforts. The Parks and Public Works (PPW) team responsible for project execution includes the PPW Director, the Superintendent, the Facilities Operations Manager, the Town Engineer, one Senior Engineer, one Assistant Engineer, and a Construction Project Manager.
The report highlights that these staffing constraints contribute to delays in project timelines, resulting in deferred maintenance and extended project durations. Despite these challenges, the team remains committed to advancing each project efficiently and effectively within available resources.
ITEM NO. 1.
ITEM NO. 18.
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SUBJECT: Receive a Report on the Capital Infrastructure Needs of the Town of Los Gatos DATE: November 14, 2024
This section provides a snapshot of active projects and is intended to keep the Town Council and the public informed of progress and potential delays in improving the Town’s infrastructure.
While this is an initial conversation, there is much more to be done to develop a comprehensive approach to capital needs that includes assessing the Town’s present and future capacity to support both the capital and operational requirements of such capital. Additionally, a robust capital program should include the challenging process of prioritizing needs related to existing capital, future required capital, and other capital desires to match the funding available.
DISCUSSION:
Currently, the Parks and Public Works Department (PPW) maintains a comprehensive list of the Town’s ongoing and unfunded capital project needs. These needs are categorized into three main areas: Facilities, Non-Facility Related Needs, and Potential Future Major Needs. Each category is described in detail below.
Facilities Related Needs
In Fiscal Year 2021/22, staff completed a thorough condition assessment of all Town-owned buildings. This assessment documented the current physical state of each property and identified necessary repairs and replacements anticipated over a 15-year period. The results of each assessment were compiled into individual reports for each building and consolidated into a summary table projecting expenses for all Town-owned properties.
Alongside these condition assessments, staff engaged Disability Access Consultants to evaluate all Town-owned buildings and assets (including parks, sidewalks, and other public spaces) for compliance with the Americans with Disabilities Act (ADA). ADA improvements commonly needed include adjustments to door pressures, automatic push bars, door widths, and walkway slopes. The resulting comprehensive database allows staff to systematically address ADA deficiencies as part of broader projects when feasible, and the database is regularly updated as improvements are completed. Because the database is comprehensive and includes a large volume of data, staff has calculated the total cost of improvements needed in each building and distributed them evenly across future fiscal years.
Attachment 3 provides a summary of projected maintenance and repair needs for each Townowned building, based on recent condition assessments and ADA compliance evaluations. This table consolidates anticipated expenses over a 11-year period, taking into account work already completed since the assessments. Current projections estimate that the Town will require approximately $20.28 million (in 2024 dollars) over the next 11 years to address these needs comprehensively. This summary is intended to assist the Town Council in understanding the scope of required infrastructure investments and prioritize funding allocations accordingly.
ITEM NO. 1.
ITEM NO. 18.
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SUBJECT: Receive a Report on the Capital Infrastructure Needs of the Town of Los Gatos DATE: November 14, 2024
Streets, Parks, and Other Non-Building Needs
The Town also tracks long-term capital needs for non-building assets, which include streets, parks, sidewalks, and other community infrastructure. Attachment 4 lists future projects identified in these areas, including ADA compliance upgrades for parks, streets, and sidewalks.
ADA work on streets and sidewalks is undertaken annually as part of the street resurfacing program, but a more comprehensive, long-term plan is needed to address other infrastructure.
Additionally, several projects outlined in the 2040 General Plan and the Bicycle and Pedestrian Master Plan remain unfunded and unprioritized. In the coming months, staff will work to develop a prioritization framework and long-term funding plan for these projects, similar to the approach taken for Town-owned buildings. This effort aims to ensure systematic progress in addressing critical infrastructure needs.
At this time, the projects on Attachment 4 have not been prioritized. In the coming months, staff will be working to develop a long-term plan for these projects similar to the one for buildings as seen in attachment 3.
Potential Future Major Needs
Several larger projects or “wish list items” have been identified for potential future consideration, though no formal direction has been received from the Town Council to proceed at this time. These potential projects are outlined below to provide preliminary information and cost estimates:
Police Operations Consolidation: The Los Gatos Monte Sereno Police Department (LGMSPD) operates out of two buildings located 1.5 miles apart: the Civic Center and the Police Operations Building (POB). Operational inefficiencies have resulted from this separation, and the POB may not meet current law enforcement facility and security standards. Additionally, the POB houses the Town’s Emergency Operations Center (EOC) but has limited parking capacity, which could hinder EOC activation during emergencies.
In the Fiscal Year 2023/24 CIP Budget, Project 821-2404 was created to conduct a space study evaluating the POB’s functionality and recommending optimization solutions. The estimated cost for a new or upgraded facility ranges from $1,800 to $2,200 per square foot in 2025 dollars, assuming construction occurs on Town-owned property. Civic Center Upgrades: Built in 1964, the Civic Center requires modernization to meet the current and future needs of the Town. Staff recommends conducting a study to evaluate the building’s use and determine necessary improvements. The study is estimated to cost $100,000 to $125,000. Subsequent improvement costs would be determined based on study findings.
Projects Identified in the 2040 General Plan: The 2040 General Plan outlines two potential feasibility studies for community cultural infrastructure: one for a performing
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ITEM NO. 18.
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SUBJECT: Receive a Report on the Capital Infrastructure Needs of the Town of Los Gatos DATE: November 14, 2024
arts center (General Plan Item 6.14QQ) and another for an art and history museum (General Plan Item 6.14RR). These projects are currently unfunded and are not on the active work plan but are included here to prompt early-stage consideration.
CONCLUSION:
This report provides an overview of the currently known unfunded capital and maintenance needs of town-owned facilities. The information provided is intended to start a conversation about the future of current projects, potential future projects, and potential ways to prioritize meeting the Town’s needs.
COORDINATION:
This report has been coordinated with the Town Manager’s Office, the Finance Department, the Los Gatos Monte Sereno Police Department, the Library Director, and the Chief Technology Officer.
FISCAL IMPACT:
There is no fiscal impact in receiving this report. Due to historical funding constraints and limited staffing resources, numerous infrastructure projects remain unfunded or deferred. This report initiates a series of discussions aimed at developing a strategic funding approach to meet both immediate and long-term infrastructure needs.
ENVIRONMENTAL ASSESSMENT:
This is not a project defined under CEQA, and no further action is required.
Attachments:
1. History of Capital Funding
2. Current Projects
3. Facilities Needs
4. Roads, Parks and Other Projects
ITEM NO. 1.
ITEM NO. 18.
FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 Actuals Actuals Actuals Actuals Actuals Actuals Actuals Actuals Actuals Actuals Gas Tax
Beginning Fund Balance $ 1,075,828 297,303 $ 1,651,113 $ 693,508 $ 703,150 $ 853,821 $ 290,370 $ 1,425,096 $ 1,836,068 $ 1,671,245 $ Source of Funds 682,594 884,525 611,472 865,606 1,217,552 1,261,933 1,283,966 1,385,187 1,617,538 1,827,522 Use of Funds 107,309 106,000 1,569,077 855,965 1,066,881 1,825,384 149,241 974,215 1,782,361 1,570,600 Ending Fund Balance 1,075,828 $ 1,651,113 $ 693,508 $ 703,150 $ 853,821 $ 290,370 $ 1,425,096 $ 1,836,068 $ 1,671,245 $ 1,928,167 $ Utility Underground Funds
Beginning Fund Balance $ 2,814,352 2,687,790 $ 2,881,501 $ 2,929,116 $ 2,997,984 $ 3,079,685 $ 3,118,173 $ 3,201,311 $ 3,302,514 $ 3,438,996 $ Source of Funds 67,150 126,561 47,615 68,868 81,701 87,489 107,763 101,630 136,482 145,255 Use of Funds - - - - - 49,000 24,626 427 - -
Ending Fund Balance 2,814,352 $ 2,881,501 $ 2,929,116 $ 2,997,984 $ 3,079,685 $ 3,118,173 $ 3,201,311 $ 3,302,514 $ 3,438,996 $ 3,584,251 $ Traffic Mitigation Funds
Beginning Fund Balance $ 184,940 178,226 $ 207,207 $ 228,542 $ 260,487 $ 304,648 $ 348,661 $ 381,319 $ 405,570 $ 431,079 $ Source of Funds 609,962 90,612 163,126 151,452 118,787 136,639 397,094 552,042 725,597 296,721 Use of Funds 587,695 83,897 141,791 119,507 74,626 92,626 364,435 527,791 700,088 218,308 Ending Fund Balance 184,940 $ 207,207 $ 228,542 $ 260,487 $ 304,648 $ 348,661 $ 381,319 $ 405,570 $ 431,079 $ 509,491 $ Grant Funds
Beginning Fund Balance $ (369,988) (288,730) $ (379,946) $ (380,252) $ (134,111) $ (255,637) $ (343,705) $ (699,244) $ (948,603) $ (406,890) $ Source of Funds 171,485 870,911 3,093 261,534 257,968 396,335 342,973 8,505,080 1,693,216 2,310,178 Use of Funds 181,443 952,169 3,400 15,394 379,494 484,403 698,512 8,754,439 1,151,504 4,466,791 Ending Fund Balance (369,988) $ (379,946) $ (380,252) $ (134,111) $ (255,637) $ (343,705) $ (699,244) $ (948,603) $ (406,890) $ (2,598,237) $ Storm Drain Funds
Beginning Fund Balance $ 1,592,794 1,330,894 $ 1,668,054 $ 1,805,441 $ 2,485,997 $ 2,628,557 $ 2,760,276 $ 2,917,690 $ 3,218,811 $ 3,218,331 $ Source of Funds 171,080 261,900 150,137 807,249 172,260 172,719 158,025 340,369 217,601 312,917 Use of Funds 95,820 - 12,750 126,692 29,700 41,000 611 39,248 218,081 - Ending Fund Balance 1,592,794 $ 1,668,054 $ 1,805,441 $ 2,485,997 $ 2,628,557 $ 2,760,276 $ 2,917,690 $ 3,218,811 $ 3,218,331 $ 3,531,248 $ GFAR
Beginning Fund Balance $ 15,531,605 8,302,327 $ 14,788,787 $ 18,253,744 $ 12,175,060 $ 8,518,983 $ 13,861,073 $ 15,433,836 $ 14,783,788 $ 21,725,837 $ Source of Funds
Dedicated to Streets 504,658 962,375 522,722 604,325 690,831 1,096,738 1,182,448 1,306,705 1,068,991 1,043,816 Council Priorities - Economic Recovery Reserve - - - - - - 121,256 555,083 4,830,572 2,024,281 Developer Contributions 2,807 101,865 118,988 9,128 533,634 65,748 43,566 535,571 14,820 12,880 Insurance Settlement - - - - - - - - 1,565,000 -
Measure G Proceeds - - - - - - - 1,769,057 629,064 620,044 10 Year Summary
November 14, 2024
ITEM NO. 1.
ITEM NO. 18.
FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 Actuals Actuals Actuals Actuals Actuals Actuals Actuals Actuals Actuals Actuals 10 Year Summary
Other Sources 7,515 464,932 488,351 33,803 216,188 331,554 223,475 636,324 333,058 269,001 PG&E Loan - - - - - - 1,560,336 - - -
Transfers In - Others 39,640 38,213 - - 300,000 30,000 - - 733,000 - Transfers In - Equipment Replacement - - 295,680 - - 525,000 - - - - Transfers In - Facilities Maintenance 12,146 924,648 - - 50,000 788,000 - - - - Transfers In - General Fund 531,014 7,271,491 7,298,187 2,638,224 2,335,220 6,982,591 3,401,479 1,750,001 3,006,978 1,615,000 VTA Measure B - 2010 185,049 183,262 189,947 192,319 188,475 207,650 - 188,495 190,649 245,285 VTA Measure B - 2016 - - - - - 1,299,688 201,732 570,497 1,335,576 683,680 Total Source of Funds 1,282,830 9,946,786 8,913,875 3,477,799 4,314,348 11,326,969 6,734,292 7,311,731 13,707,708 6,513,986 Use of Funds
Project Construction 1,484,857 2,609,078 5,120,335 8,831,236 7,329,108 5,470,903 4,681,525 7,419,225 6,183,263 6,584,205 Staff Salaries and Benefits - - 128,775 209,631 223,701 96,360 62,387 124,939 164,780 94,546 Transfers Out 540,792 108,429 199,808 515,616 417,616 417,616 417,616 417,616 417,616 441,491 Total Use of Funds 2,025,649 2,717,507 5,448,918 9,556,483 7,970,425 5,984,879 5,161,529 7,961,779 6,765,659 7,120,242 Ending Fund Balance 15,531,605 $ 14,788,787 $ 18,253,744 $ 12,175,060 $ 8,518,983 $ 13,861,073 $ 15,433,836 $ 14,783,788 $ 21,725,837 $ 21,148,734 $ November 14, 2024
ITEM NO. 1.
ITEM NO. 18.
Project Number and Name
Expended
Through2022/23 2023/24 Actuals
Carryforward to
2024/25 2024/25 Budget 2025/26 Budget 2026/27 Budget 2027/28 Budget 2028/29 Budget Total Budgeted Projected
Available Funding
(Total Budgeted ‐
Expended Through
2022/23) 2023/24 Actuals
Projected
Spending 24/25
FY 2024/25 YTD
Spending through
9/30/24
% Spent Vs
Projected
Reconstruction
811‐9901 Street Repair & Resurfacing 24,851,825 3,649,898 3,852,936 3,534,839 3,534,839 3,534,839 3,534,839 3,534,839 50,028,854 25,177,029 3,649,898 3,800,000 5,556 0.15% 811‐9903 Pavement Rehab‐Crack Seal 1,616,628 180,000 180,000 180,000 180,000 180,000 180,000 180,000 2,876,628 1,260,000 180,000 ‐ 180,000 ‐ Maintenance‐Safety ‐ ‐
811‐9902 Annual Street Restriping ‐ 180,228 ‐ 15,000 20,000 30,000 40,000 50,000 335,228 ‐ 155,000 ‐ 15,000 ‐ 811‐9904 Unanticipated Repairs ‐ Annual ‐ 9,572 10,788 100,000 100,000 100,000 100,000 100,000 520,360 520,360 9,572 111,000 1,421 1.28% 815‐9930 Retaining Wall Repairs 1,595,978 24,064 542,736 50,000 50,000 50,000 50,000 50,000 2,412,777 816,799 24,064 ‐ 25,000 0.00% 811‐0008 Shannon Road Repair 433,152 196,438 4,246,474 ‐ 500,000 ‐ ‐ ‐ 5,376,064 4,942,912 196,438 4,746,474 50 0.00% 811‐0010 Blossom Hill Rd ‐ Union to Camden ‐ ‐ ‐ ‐ 800,000 ‐ ‐ ‐ 800,000 ‐ 800,000 ‐ 400,000 ‐ 812‐0130 Roadside Fire Fuel Reduction ‐ Annual 999,809 186,640 1,385,551 100,000 100,000 100,000 100,000 100,000 3,072,000 2,072,191 186,640 ‐ 1,000,000 ‐ 812‐0131 East Main Street Crosswalk Improvements ‐ 43,700 ‐ 271,300 ‐ ‐ ‐ ‐ 315,000 ‐ 271,300 ‐ 100,000 0.00% 812‐0133 VMT Mitigation Program 134,767 33,069 ‐ 82,164 ‐ ‐ ‐ ‐ 250,000 115,233 33,069 30,000 1,134 3.78% 812‐0134 Measure B Education & Encouragement 18,671 31,506 ‐ 88,168 ‐ ‐ ‐ ‐ 138,345 119,674 31,506 ‐ 30,000 0.00% 812‐0135 Town‐wide Speed Studies ‐ ‐ ‐ 80,000 ‐ ‐ ‐ ‐ 80,000 ‐ 80,000 ‐ ‐ ‐ Street Improvements ‐ ‐ 813‐9921 Curb, Gutter & Sidewalk Maintenance 5,108,300 133,367 481,201 300,000 300,000 300,000 300,000 300,000 7,222,868 2,114,568 133,367 400,000 210,331 52.58% 813‐0218 Shannon Road Ped & Bikeway Improvements 263,407 101,435 ‐ 2,342,102 ‐ ‐ ‐ ‐ 2,706,944 2,443,537 101,435 1,937,809 624 0.03% 813‐0225 Utility Undergrounding Improvements ‐ 2,852 ‐ 299,573 ‐ ‐ ‐ ‐ 302,425 ‐ 299,573 ‐ ‐ ‐ 813‐0227 Traffic Signal Modernization 2,001,927 157,832 ‐ 31,884 ‐ ‐ ‐ ‐ 2,191,643 189,717 ‐ 157,832 ‐ ‐ 813‐0235
Downtown StreetscapeRevitalization/Economic Recovery Efforts 1,929,140 239,867 ‐ 272,633 ‐ ‐ ‐ ‐ 2,441,640 512,500 ‐ 239,867 ‐ 0.00% 813‐0237 State Route 17 Corridor Congestion Relief 600,000 ‐ 867,000 ‐ 600,000 600,000 600,000 600,000 3,867,000 3,267,000 ‐ 867,000 ‐ 0.00% 813‐0240 Winchester Class IV Bikeway ‐ 942,062 ‐ 693,560 ‐ ‐ ‐ ‐ 1,635,622 ‐ 693,560 ‐ ‐ ‐ 813‐0241 Kennedy Sidewalk & Bike Lanes ‐ LGB to
Englewood ‐ ‐ ‐ 2,365,376 ‐ ‐ ‐ ‐ 2,365,376 ‐ 2,365,376 ‐ 250,000 0.00% 813‐0242 Parking Program Implementation 153,110 54,429 ‐ 609,916 ‐ ‐ ‐ ‐ 817,455 664,345 54,429 384,998 9,939 2.58% 813‐0244 Overlook Road Tree Replacement ‐ ‐ ‐ ‐ 40,000 ‐ ‐ ‐ 40,000 ‐ 40,000 ‐ 40,000 ‐ 816‐0414
Stormwater System ‐ Pollution Prevention
Compliance 22,722 38,747 ‐ 36,531 ‐ ‐ ‐ ‐ 98,000 75,278 38,747 ‐ 36,531 0.00% 816‐0420 Annual Storm Drain Improvements ‐ 291,181 ‐ 252,219 ‐ ‐ ‐ ‐ 543,400 ‐ 252,219 ‐ ‐ ‐ 816‐0421 Loma Street Drainage ‐ ‐ 100,000 250,000 ‐ 496,300 ‐ ‐ 846,300 ‐ 846,300 ‐ 150,000 ‐ 816‐0422 Harwood/Belridge Drainage Study ‐ ‐ ‐ 100,000 ‐ ‐ ‐ ‐ 100,000 ‐ 100,000 ‐ 50,000 ‐ 816‐0423 709 University Avenue Drainage System
Replacement ‐ ‐ ‐ 200,000 ‐ ‐ ‐ ‐ 200,000 ‐ 200,000 ‐ 75,000 ‐ 816‐0424 333 University Inlet Capacity Improvements ‐ ‐ ‐ 50,000 ‐ ‐ ‐ ‐ 50,000 ‐ 50,000 ‐ ‐ ‐ 816‐0425 Storm Drainage Mapping ‐ ‐ 190,000 ‐ 260,001 ‐ ‐ ‐ 450,001 ‐ 450,001 ‐ 400,000 0.00% 817‐0705 Downtown Parking Lots Seal Coat & Restriping ‐ 84,839 15,161 ‐ 50,000 ‐ 10,000 10,000 170,000 ‐ 85,161 ‐ ‐ ‐ 817‐0708 Parking Lot 4 Repair/Waterproofing 199,800 14,841 ‐ 35,359 ‐ ‐ ‐ ‐ 250,000 50,200 ‐ 14,841 ‐ ‐ Bridges ‐ ‐
818‐0801 Quito Road ‐ Bridge Replacement ‐ 64,594 ‐ 285,087 ‐ ‐ ‐ ‐ 349,681 285,087 ‐ ‐ ‐ 818‐0803 Highway 17 Bicycle & Pedestrian Bridge ‐ 1,083,238 603,009 ‐ 2,805,877 ‐ ‐ ‐ ‐ 4,492,124 3,408,886 603,009 ‐ 1,056,319 0.00% 818‐0804 Timber Bridge Inspection ‐ ‐ ‐ ‐ 25,000 ‐ 25,000 ‐ 50,000 ‐ 50,000 ‐ ‐ Parks ‐ ‐
831‐4007 Oak Meadow Bandstand Area Improvements 22,282 9,125 ‐ 255,323 ‐ ‐ ‐ ‐ 286,730 264,448 9,125 190,000 258 0.14% 831‐4008 Oak Meadow Park Plane Recoating ‐ ‐ ‐ ‐ ‐ ‐ 40,000 ‐ 40,000 ‐ 40,000 ‐ ‐ ‐ 831‐4202 Town Plaza Turf Repairs ‐ 9,116 27,000 ‐ 15,000 ‐ ‐ ‐ 51,116 ‐ 42,000 ‐ 42,000 0.00% 831‐4404 Creekside Turf Replacement ‐ ‐ ‐ 500,000 ‐ ‐ ‐ ‐ 500,000 ‐ 500,000 ‐ ‐ ‐ 831‐4605 Parks Playground Fibar Project 92,531 36,820 20,149 ‐ 25,000 ‐ 25,000 25,000 224,500 131,969 ‐ 36,820 ‐ ‐ 831‐4610 Pinehurst Community Garden 14,314 32,015 288,671 ‐ 50,000 ‐ ‐ ‐ 385,000 370,686 32,015 ‐ 50,000 0.00% 831‐4611 Sport Court Resurfacing ‐ ‐ ‐ ‐ 100,000 ‐ ‐ ‐ 100,000 ‐ 100,000 ‐ 100,000 0.00% Trails ‐ ‐ ‐ 832‐4503 Charter Oaks Trail Improvement ‐ 72,942 ‐ 474,891 ‐ ‐ ‐ ‐ 547,833 ‐ 474,891 ‐ ‐ 832‐4504 Open Space Trail Upgrades ‐ ‐ ‐ 152,000 ‐ ‐ ‐ ‐ 152,000 ‐ 152,000 ‐ 75,000 0.00% 832‐4505 Trailhead Connector 692,000 3,752,315 ‐ 5,077,536 ‐ ‐ ‐ ‐ 9,521,851 8,829,851 3,752,315 822,953 315,713 38.36% 832‐4508 Vegetation Management ‐ Town‐wide 244,826 5,392 97,489 432,959 100,000 100,000 100,000 100,000 1,180,666 935,840 5,392 930,417 4,101 0.44% 832‐4510 Lynn Ave Pedestrian Path Design ‐ 27,100 212,900 ‐ 50,000 ‐ ‐ ‐ 290,000 290,000 27,100 ‐ 50,000 0.00% New Information on Projected Spending
Capital Expenditures and Project Status
Financial Summary
November 14, 2024
ITEM NO. 1.
ITEM NO. 18.
Project Number and Name
Expended
Through2022/23 2023/24 Actuals
Carryforward to
2024/25 2024/25 Budget 2025/26 Budget 2026/27 Budget 2027/28 Budget 2028/29 Budget Total Budgeted Projected
Available Funding
(Total Budgeted ‐
Expended Through
2022/23) 2023/24 Actuals
Projected
Spending 24/25
FY 2024/25 YTD
Spending through
9/30/24
% Spent Vs
Projected
New Information on Projected Spending
Capital Expenditures and Project Status
Financial Summary
Town Infrastructure ‐ ‐ 821‐2002 Town Beautification 129,422 17,687 7,517 15,000 15,000 15,000 15,000 15,000 229,625 100,203 17,687 ‐ 15,000 0.00% 821‐2009 Public Art Gateway Project 50,000 20,611 60,889 37,500 ‐ 37,500 ‐ ‐ 206,500 156,500 20,611 37,500 ‐ 0.00% 821‐2012 Emergency Preparedness ‐ ‐ ‐ 96,780 ‐ ‐ ‐ ‐ 96,780 ‐ 96,780 ‐ 20,000 0.00% 821‐2013 Annual ADA Compliance Work ‐ ‐ 42,130 70,000 20,000 20,000 20,000 20,000 192,130 ‐ 192,130 ‐ 40,000 0.00% 821‐2117 Civic Center ADA Restrooms and HR Offices 74,924 91,592 ‐ 813,484 ‐ ‐ ‐ ‐ 980,000 905,076 91,592 730,000 1,102 0.15% 821‐2120 Civic Center Plumbing Repair ‐ 20,428 19,572 40,000 ‐ 40,000 ‐ ‐ 120,000 120,000 20,428 20,000 ‐ 0.00% 821‐2121 TMO Roof Repairs ‐ ‐ ‐ 79,640 ‐ ‐ ‐ ‐ 79,640 ‐ 79,640 79,640 79,640 100.00% 821‐2208 ARC – Interim Community Center ‐ ‐ 866,281 ‐ 11,333 ‐ ‐ ‐ 877,614 ‐ 877,614 ‐ 30,000 0.00% 821‐2302 Building Replacement at Corporation Yard 2,156,661 187,152 ‐ 319,881 ‐ ‐ ‐ ‐ 2,663,694 507,033 187,152 250,000 1,815 0.73% 821‐2310 Engineering Counter Modification ‐ 19,656 ‐ 20,344 ‐ ‐ ‐ ‐ 40,000 40,000 19,656 40,000 2,129 5.32% 821‐2311 Fleet Service Outdoor Work Area (Design ‐ ‐ ‐ ‐ 45,000 ‐ ‐ ‐ 45,000 ‐ 45,000 ‐ 35,000 0.00% 821‐2404 POB Space Study ‐ ‐ ‐ 75,000 ‐ ‐ ‐ ‐ 75,000 ‐ 75,000 ‐ 40,000 0.00% 821‐2504 Library Improvements ‐ ‐ ‐ 22,000 ‐ ‐ ‐ ‐ 22,000 ‐ 22,000 ‐ ‐ ‐ 821‐2505 Battery Power Supply ‐ Library 439,466 100,716 ‐ 2,818 ‐ ‐ ‐ ‐ 543,000 103,534 ‐ 100,716 ‐ ‐ 821‐2601 ADA Upgrade for Public Restrooms ‐ Adult 103,964 301,054 ‐ 298,844 ‐ ‐ ‐ ‐ 703,861 599,898 301,054 75,000 ‐ 0.00% Equipment ‐ ‐
841‐6003 Town‐wide Document Imaging Project ‐ 198,011 ‐ 16,989 ‐ ‐ ‐ ‐ 215,000 ‐ 16,989 ‐ 16,989 0.00% 841‐6101 Enterprise Resource Planning Upgrade 470,129 355,407 ‐ 777,017 ‐ ‐ ‐ ‐ 1,602,554 1,132,425 355,407 ‐ 505,607 0.00% 841‐6103 EOC Communications Upgrade ‐ 24,717 ‐ 6,000 ‐ ‐ ‐ ‐ 30,717 ‐ 6,000 ‐ 6,000 0.00% 841‐6104 IT Disaster Recovery Improvements ‐ 171,163 ‐ 28,837 ‐ ‐ ‐ ‐ 200,000 ‐ 28,837 ‐ 10,000 0.00% TOTALS 47,588,397 11,498,784 32,566,579 7,071,632 5,618,639 5,129,839 5,039,839 5,084,839 119,598,548 72,010,151 11,498,784 19,429,237 633,813 November 14, 2024
ITEM NO. 1.
ITEM NO. 18.
Location/Building Project/System Type Project Name FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FY 30/31 FY 31/32 FY 32/33 FY 33/34 FY 34/35 FY 35/36 TOTALS Civic Center Parking Lots/Sidewalks Replace exposed aggregate walkway $ 110,000 $ 110,000 Civic Center Parking Lots/Sidewalks Pavement maintenance / restriping $ 16,000 $ 16,000 Civic Center Building Envelope Replace sealant between plaza deck and police $ 30,000 $ 30,000 Civic Center Building Envelope Annual sealant maintenance $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 44,000 Civic Center Building Envelope Plaza deck and fountain waterproofing $ 1,800,000 $ 1,800,000 Civic Center Roof Systems Annual maintenance $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 27,500 Civic Center Mechanical Systems
Replace terminal units and valves, piping, and abate asbestos insulation $ 1,680,000 $ 1,680,000
Civic Center Mechanical Systems Replace police dispatch AHU $ 60,000 $ 60,000 Civic Center Mechanical Systems Replace chiller and cooling tower $ 450,000 $ 450,000 Civic Center Mechanical Systems Replace Building controls $ 225,000 $ 225,000Civic Center Mechanical Systems Replace unit 2 in Council Chamber IT room $ 15,000 $ 15,000 Civic Center Mechanical Systems Insulate boiler room piping $ 7,500 $ 7,500 Civic Center Electrical Systems Replace original electrical equipment $ 475,000 $ 475,000 Civic Center Plumbing Systems Replace sanitary sewer line in police dispatch $ 160,000 $ 160,000 Civic Center Fire/Life Safety Systems Replace fire sprinker heads $ 10,000 $ 10,000 Civic Center Interiors Replace carpet $ 180,000 $ 180,000 Civic Center Interiors Paint Interior Walls $ 24,000 $ 24,000 Civic Center Interiors Replace interior door closers $ 96,000 $ 96,000 Civic Center Conveyance Systems Overhaul staff elevator in NUMU $ 160,000 $ 160,000 Civic Center Accessibility Issues DAC Accessibility Compliance $ 109,871 $ 109,871 $ 109,871 $ 109,871 $ 109,871 $ 109,871 $ 109,871 $ 109,871 $ 109,871 $ 109,871 $ 109,871 $ 1,208,582 Adult Recreation Center Parking Lots/Sidewalks Parking lot reconstruction / correct slope / correct entrance $ 550,000 $ 550,000 Adult Recreation Center Building Envelope Paint exterior $ 65,000 $ 65,000 Adult Recreation Center Building Envelope Replace single pane windows $ 220,000 $ 220,000 Adult Recreation Center Roof Systems Roof replacement $ 190,000 $ 190,000 Adult Recreation Center Roof Systems Roof Maintenance $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 50,000 Adult Recreation Center Mechanical Systems Replace AHU's in mechanical room $ 275,000 $ 275,000 Adult Recreation Center Mechanical Systems Replace roof mounted air handler $ 80,000 $ 80,000 Adult Recreation Center Mechanical Systems Replace kitchen exhaust fan $ 2,500 $ 2,500 Adult Recreation Center Electrical Systems Overhaul electrical system $ 200,000 $ 200,000 Adult Recreation Center Fire/Life Safety Systems Replace fire sprinkler monitoring system $ 25,000 $ 25,000 Adult Recreation Center Accessibility Issues DAC Accessibility Compliance $ 39,337 $ 39,337 $ 39,337 $ 39,337 $ 39,337 $ 39,337 $ 39,337 $ 39,337 $ 39,337 $ 39,337 $ 39,337 $ 432,711 Library Parking Lot/Sidewalks Parking lot maintenance $ 8,500 $ 8,500 $ 17,000 Library Parking Lot/Sidewalks Bioswale maintenance $ 10,000 $ 10,000 Library Roof Systems Annual roof maintenance $ 5,000 $ 5,000Library Mechanical systems Replace rooftop Unit RTU‐1 $ 450,000 $ 450,000Library Mechanical systems Replace EF‐1 $ 4,000 $ 4,000 Library Mechanical systems Replace boiler B‐1 $ 60,000 $ 60,000 Library Mechanical systems Replace VRV heat pump system HP‐1 $ 175,000 $ 175,000Library Mechanical systems Replace fan powered terminal units $ 50,000 $ 50,000Library Electrical Systems Replace Lutron $ 400,000 $ 400,000 Library Electrical Systems Replace "saucer‐style" LED lights $ 18,000 $ 18,000 Library Electrical Systems Test and Certify Main Electric Panel $ 50,000 $ 50,000 $ 50,000 $ 150,000 Library Electrical Systems Replace PV Inverters $ 40,000 $ 40,000 Library Fire/Life Safety Systems Replace/Upgrade fire alarm system $ 50,000 $ 50,000 Library Interiors Replace floor coverings $ 180,000 $ 180,000 $ 360,000 Library Interiors Replace interior door closers $ 20,000 $ 20,000Library Accessibility Issues DAC Accessibility Compliance $ 19,059 $ 19,059 $ 19,059 $ 19,059 $ 19,059 $ 19,059 $ 19,059 $ 19,059 $ 19,059 $ 19,059 $ 19,059 $ 209,650 Library Conveyance Systems Elevators $ 160,000 $ 160,000 Town of Los Gatos Facility Needs Projection Fiscal Years 25/26 through 35/36 November 19, 2024
ITEM NO. 1.
ITEM NO. 18.
Location/Building Project/System Type Project Name FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FY 30/31 FY 31/32 FY 32/33 FY 33/34 FY 34/35 FY 35/36 TOTALS Town of Los Gatos Facility Needs Projection Fiscal Years 25/26 through 35/36 Youth Recreation Center Parking Lot/Sidewalks Parking lot maintenance $ 6,500 $ 6,500 $ 13,000 Youth Recreation Center Building Envelope Paint exterior $ 15,000 $ 15,000Youth Recreation Center Building Envelope Replace single pane windows $ 55,000 $ 55,000 Youth Recreation Center Mechanical Systems Replace 5‐ton split system and furnace $ 24,000 $ 24,000 Youth Recreation Center Mechanical Systems Replace 4‐ton split system and furnace $ 18,000 $ 18,000 Youth Recreation Center Plumbing System Replace 40‐Gal, 40‐MBH domestic water heater $ 4,000 $ 4,000 Youth Recreation Center Electrical Systems Overhaul electrical system $ 70,000 $ 70,000 Youth Recreation Center Interiors Test vinyl tile for asbestos and replace $ 25,000 $ 25,000 Youth Recreation Center Interiors Paint interiors $ 12,000 $ 12,000 $ 24,000 Youth Recreation Center Accessibility Issues DAC Accessibility Compliance $ 17,539 $ 17,539 $ 17,539 $ 17,539 $ 17,539 $ 17,539 $ 17,539 $ 17,539 $ 17,539 $ 17,539 $ 17,539 $ 192,926 Police Operations Building Parking Lots/Sidewalks Parking lot maintenance $ 12,000 $ 12,000 $ 24,000 Police Operations Building Parking Lots/Sidewalks Maintain electric gates $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 12,000 Police Operations Building Building Envelope Paint exterior $ 55,000 $ 55,000 Police Operations Building Building Envelope Repair expansion joint gap between original building and addition $ 55,000 $ 55,000 Police Operations Building Roof Systems Replace roof $ 510,000 $ 510,000 Police Operations Building Roof Systems Roof Maintenance $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 44,000 Police Operations Building Mechanical Systems Replace packaged rooftop units $ 335,000 $ 335,000 Police Operations Building Mechanical Systems Replace two split systems $ 30,000 $ 30,000 Police Operations Building Electrical Systems Replace automatic transfer switch $ 25,000 $ 25,000 Police Operations Building Plumbing Systems Replace 120‐Gal, 300 MBH domestic water heater $ 35,000 $ 35,000 Police Operations Building Fire/Life Safety Systems Replace fire alarm control panel and initiation devices $ 20,000 $ 20,000 Police Operations Building Interiors Paint interior walls $ 18,000 $ 18,000 $ 36,000 Police Operations Building Interiors Replace carpet/vinyl flooring $ 50,000 $ 50,000 Police Operations Building Accessibility Issues DAC Accessibility Compliance $ 9,078 $ 9,078 $ 9,078 $ 9,078 $ 9,078 $ 9,078 $ 9,078 $ 9,078 $ 9,078 $ 9,078 $ 9,078 $ 99,854 PPW ‐ Equipment Building Parking Lots/Sidewalks Mill and overlay parking lot $ 190,000 $ 190,000 PPW ‐ Equipment Building Building Envelope Paint exterior $ 20,000 $ 20,000 PPW ‐ Equipment Building Mechanical Systems Replace 1.5‐ton split system $ 4,000 $ 4,000 PPW ‐ Equipment Building Mechanical Systems Replace 4‐ton packaged unit $ 20,000 $ 20,000 PPW ‐ Equipment Building Mechanical Systems Replace suspended unit heaters $ 20,000 $ 20,000 PPW ‐ Equipment Building Mechanical Systems Replace exhaust fans $ 10,000 $ 10,000 PPW ‐ Equipment Building Electrical Systems Replace exterior fused disconnect and panel board $ 10,000 $ 10,000 PPW ‐ Equipment Building Electrical Systems Replace automatic transfer switch $ 20,000 $ 20,000PPW ‐ Equipment Building Electrical Systems Allowance for replacing 60 KW emergency generator with 200 KW $ 120,000 $ 120,000 PPW ‐ Equipment Building Plumbing Systems Replace water heater $ 10,000 $ 10,000 PPW ‐ Equipment Building Interiors Paint interiors $ 12,000 $ 12,000 PPW ‐ Equipment Building Interiors Replace vinyl tile and repaint floors $ 22,000 $ 22,000PPW ‐ Equipment Building Accessibility Issues DAC Accessibility Compliance $ 8,732 $ 8,732 $ 8,732 $ 8,732 $ 8,732 $ 8,732 $ 8,732 $ 8,732 $ 8,732 $ 8,732 $ 8,732 $ 96,053 PPW ‐ Engineering Building Building Envelope Paint exterior $ 9,000 $ 9,000PPW ‐ Engineering Building Plumbing Systems Plumbing ‐ renovated 2022 $ 25,000 $ 25,000 PPW ‐ Engineering Building Interiors Paint interiors $ 12,000 $ 12,000 PPW ‐ Engineering Building Accessibility Issues DAC Accessibility Compliance $ 4,790 $ 4,790 $ 4,790 $ 4,790 $ 4,790 $ 4,790 $ 4,790 $ 4,790 $ 4,790 $ 4,790 $ 4,790 $ 52,685 PPW ‐ Corp Yard White House Parking Lots/Sidewalks Maintenace $ 7,000 $ 7,000PPW ‐ Corp Yard White House Mechanical Systems Replace upstairs HVAC system $ 20,000 $ 20,000 PPW ‐ Corp Yard White House Mechanical Systems Replace downstairs HVAC system $ 20,000 $ 20,000 PPW ‐ Corp Yard White House Electrical Systems Replace 200‐amp main electrical panel $ 25,000 $ 25,000PPW ‐ Corp Yard White House Plumbing Systems Replace 40‐MBH, 30‐Gal domestic water heater $ 6,000 $ 6,000 PPW ‐ Corp Yard White House Interiors Paint interiors $ 15,000 $ 15,000 PPW ‐ Corp Yard White House Interiors Refinish wood floors and replace carpet $ 44,000 $ 44,000 PPW ‐ Corp Yard White House Accessibility Issues DAC Accessibility Compliance $ 21,612 $ 21,612 $ 21,612 $ 21,612 $ 21,612 $ 21,612 $ 21,612 $ 21,612 $ 21,612 $ 21,612 $ 21,612 $ 237,730 PPW ‐ Corp Yard Parking Lots/Sidewalks Paint Carport and Maintenance Building $ 50,000 $ 50,000 November 19, 2024
ITEM NO. 1.
ITEM NO. 18.
Location/Building Project/System Type Project Name FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FY 30/31 FY 31/32 FY 32/33 FY 33/34 FY 34/35 FY 35/36 TOTALS Town of Los Gatos Facility Needs Projection Fiscal Years 25/26 through 35/36 Forbes Mill Museum Parking Lots/Sidewalks Parking lot maintenance $ 6,500 $ 6,500 Forbes Mill Museum Building Envelope Repoint external masonry walls $ 2,500 $ 2,500 Forbes Mill Museum Building Envelope Refurbish historic barn door and replace broken windows $ 4,500 $ 4,500 Forbes Mill Museum Roof Systems Roof replacement $ 92,000 $ 92,000 Forbes Mill Museum Roof Systems Annual roof maintenance $ 5,000 $ 5,000 $ 10,000 Forbes Mill Museum Mechanical Systems Replace HVAC system $ 50,000 $ 50,000Forbes Mill Museum Mechanical Systems Replace exhaust fans $ 2,000 $ 2,000 Forbes Mill Museum Electrical Systems Overhaul electrical system $ 50,000 $ 50,000Forbes Mill Museum Plumbing Systems Replace 2‐KW, 6‐Gal domestic water heater $ 1,500 $ 1,500 Forbes Mill Museum Plumbing Systems Replace 'private' restroom fixtures $ 4,000 $ 4,000 Forbes Mill Museum Fire/Life Safety Systems Replace security system $ 20,000 $ 20,000 Forbes Mill Museum Interiors Repair trip hazard $ 500 $ 500Forbes Mill Museum Interiors Replace flooring $ 7,500 $ 7,500 Forbes Mill Museum Interiors Paint interiors $ 22,000 $ 22,000 $ 44,000Forbes Mill Museum Accessibility Issues DAC Accessibility Compliance $ 13,900 $ 13,900 $ 13,900 $ 13,900 $ 13,900 $ 13,900 $ 13,900 $ 13,900 $ 13,900 $ 13,900 $ 13,900 $ 152,900 Tait Museum Parking Lots/Sidewalks Ramp and railing repainting $ 2,500 $ 2,500 $ 5,000 Tait Museum Parking Lots/Sidewalks Mill and overlay parking lot $ 10,500 $ 10,500 Tait Museum Building envelope Patch stucco walls $ 2,500 $ 2,500 Tait Museum Building envelope Paint exterior $ 15,000 $ 15,000 Tait Museum Building envelope Replace/refinish exterior doors $ 10,500 $ 10,500Tait Museum Building envelope Replace windows while retaining historic glass $ 30,000 $ 30,000 Tait Museum Roof Systems Annual roof maintenance $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 22,000 Tait Museum Mechanical Systems Replace 120‐MBH Furnace and 5‐ton split system $ 20,000 $ 20,000 Tait Museum Plumbing Systems Replace or install water heater $ 3,000 $ 3,000 Tait Museum Plumbing Systems Replace galvanized piping $ 10,000 $ 10,000 Tait Museum Plumbing Systems Replace kitchen sink $ 2,000 $ 2,000 Tait Museum Fire/Life Safety Systems Replace security system $ 20,000 $ 20,000 Tait Museum Interiors Paint interiors $ 15,000 $ 15,000 $ 30,000Tait Museum Interiors Modernize kitchen $ 20,000 $ 20,000Tait Museum Accessibility Issues DAC Accessibility Compliance $ 14,690 $ 14,690 $ 14,690 $ 14,690 $ 14,690 $ 14,690 $ 14,690 $ 14,690 $ 14,690 $ 14,690 $ 14,690 $ 161,585 November 19, 2024
ITEM NO. 1.
ITEM NO. 18.
Location/Building Project/System Type Project Name FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FY 30/31 FY 31/32 FY 32/33 FY 33/34 FY 34/35 FY 35/36 TOTALS Town of Los Gatos Facility Needs Projection Fiscal Years 25/26 through 35/36 Los Gatos Theatre Site/Parking Lots/Sidewalks Asphalt and drainage improvements $ 250,000 $ 250,000 Los Gatos Theatre Site/Parking Lots/Sidewalks Curbing repair $ 40,000 $ 40,000 Los Gatos Theatre Site/Parking Lots/Sidewalks Gate latch repair $ 4,000 $ 4,000 Los Gatos Theatre Building Envelope Window replacement $ 250,000 $ 250,000 Los Gatos Theatre Building Envelope Doors replacement $ 150,000 $ 150,000 Los Gatos Theatre Building Envelope Entrance door operator $ 7,500 $ 7,500 Los Gatos Theatre Building Envelope Balcony and entrance terazzo $ 150,000 $ 150,000 Los Gatos Theatre Building Envelope Marquee maintenance $ 75,000 $ 75,000 Los Gatos Theatre Building Envelope Paint exterior $ 60,000 $ 60,000 Los Gatos Theatre Roof Systems Downspout maintenance $ 20,000 $ 20,000 Los Gatos Theatre Roof Systems Leakage repair $ 1,500 $ 1,500 $ 3,000Los Gatos Theatre Roof Systems Roof replacement $ 250,000 $ 250,000 Los Gatos Theatre Mechanical Systems Interior lighting controls $ 150,000 $ 150,000 Los Gatos Theatre Mechanical Systems HVAC system improvements $ 500,000 $ 500,000 Los Gatos Theatre Electrical Systems Overhaul electrical system $ 350,000 $ 350,000 Los Gatos Theatre Fire/Life Safety Systems Phone line ‐ Fire alarm $ 50,000 $ 50,000 Los Gatos Theatre Fire/Life Safety Systems Large equipment bracing $ 20,000 $ 20,000 Los Gatos Theatre Interiors Paint interior $ 60,000 $ 60,000 Los Gatos Theatre Interiors Baseboard repair $ 10,000 $ 10,000 Los Gatos Theatre Interiors Flooring replacement $ 150,000 $ 150,000 Los Gatos Theatre Interiors Main theatre seating $ 400,000 $ 400,000 Los Gatos Theatre Interiors Replacement lighting fixtures $ 25,000 $ 25,000 Los Gatos Theatre Interiors Concessions equipment $ 30,000 $ 30,000 Los Gatos Theatre Interiors PA system $ 5,000 $ 5,000
Los Gatos Theatre Accessibility Issues DAC Accessibility Compliance $ 36,071 $ 36,071 $ 36,071 $ 36,071 $ 36,071 $ 36,071 $ 36,071 $ 36,071 $ 36,071 $ 36,071 $ 36,071 $ 396,784 Los Gatos Theatre Conveyance Systems Phone line ‐ Elevator $ 50,000 $ 50,000 Underground Parking Garage Parking Lots/Sidewalks Lot restriping $ 18,000 $ 18,000Underground Parking Garage Electrical Systems Refinish pole lights $ 45,000 $ 45,000 Underground Parking Garage Fire/Life Safety Systems Replace sprinkler system $ 80,000 $ 80,000Underground Parking Garage Fire/Life Safety Systems Replace sprinkler monitoring system $ 10,000 $ 10,000 Underground Parking Garage Accessibility Issues DAC Accessibility Compliance ‐ Parking Lot 4 $ 7,025 $ 7,025 $ 7,025 $ 7,025 $ 7,025 $ 7,025 $ 7,025 $ 7,025 $ 7,025 $ 7,025 $ 7,025 $ 77,277 Balzer Field (Restrooms Bldg.) Parking Lots/Sidewalks Parking lot maintenance $ 7,000 $ 7,000 $ 14,000 Balzer Field (Restrooms Bldg.) Building Envelope Paint exterior $ 8,000 $ 8,000 Balzer Field (Restrooms Bldg.) Roof Systems Roof replacement $ 8,000 $ 8,000 Balzer Field (Restrooms Bldg.) Mechanical Systems Replace ceiling mounted exhaust fans $ 2,000 $ 2,000 Balzer Field (Restrooms Bldg.) Plumbing Systems Replace 5‐Gal electric domestic water heater $ 2,000 $ 2,000 Balzer Field (Restrooms Bldg.) Interiors Paint interiors $ 3,000 $ 3,000 $ 6,000Balzer Field (Restrooms Bldg.) Accessibility Issues DAC Accessibility Compliance $ 2,420 $ 2,420 $ 2,420 $ 2,420 $ 2,420 $ 2,420 $ 2,420 $ 2,420 $ 2,420 $ 2,420 $ 2,420 $ 26,621 Belgatos Park (Restrooms Bldg.) Parking Lots/Sidewalks Parking lot maintenance $ 6,000 $ 6,000 Belgatos Park (Restrooms Bldg.) Building Envelope Paint exterior $ 4,500 $ 4,500 Belgatos Park (Restrooms Bldg.) Roof Systems Replace roof $ 7,500 $ 7,500 Belgatos Park (Restrooms Bldg.) Mechanical Systems Replace exhaust fans $ 2,000 $ 2,000 Belgatos Park (Restrooms Bldg.) Electrical Systems Replace 225‐amp main electrical panel $ 5,000 $ 5,000 Belgatos Park (Restrooms Bldg.) Electrical Systems Replace 10‐hp motor controller $ 4,000 $ 4,000 Belgatos Park (Restrooms Bldg.) Plumbing Systems Replace restroom fixtures $ 8,000 $ 8,000 Belgatos Park (Restrooms Bldg.) Interiors Paint interiors $ 6,500 $ 6,500 Belgatos Park (Restrooms Bldg.) Accessibility Issues DAC Accessibility Compliance $ 2,089 $ 2,089 $ 2,089 $ 2,089 $ 2,089 $ 2,089 $ 2,089 $ 2,089 $ 2,089 $ 2,089 $ 2,089 $ 22,976 November 19, 2024
ITEM NO. 1.
ITEM NO. 18.
Location/Building Project/System Type Project Name FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FY 30/31 FY 31/32 FY 32/33 FY 33/34 FY 34/35 FY 35/36 TOTALS Town of Los Gatos Facility Needs Projection Fiscal Years 25/26 through 35/36 Blossom Hill Park (Restrooms Bldg.) Building Envelope Paint exterior $ 4,500 $ 4,500 Blossom Hill Park (Restrooms Bldg.) Roof Systems Replace roof $ 9,500 $ 9,500Blossom Hill Park (Restrooms Bldg.) Electrical Systems Upgrade 200‐amp main electrical panel $ 10,000 $ 10,000 Blossom Hill Park (Restrooms Bldg.) Electrical Systems Replace tennis court time clocks $ 14,000 $ 14,000 Blossom Hill Park (Restrooms Bldg.) Plumbing Systems Replace 20‐Gal electric domestic water heater $ 2,000 $ 2,000 Blossom Hill Park (Restrooms Bldg.) Interiors Paint interiors, including walls, floors, and celings $ 7,500 $ 7,500 Blossom Hill Park (Restrooms Bldg.) Accessibility Issues DAC Accessibility Compliance $ 3,218 $ 3,218 $ 3,218 $ 3,218 $ 3,218 $ 3,218 $ 3,218 $ 3,218 $ 3,218 $ 3,218 $ 3,218 $ 35,401 Creekside Sports Park Restrooms Parking Lots/Sidewalks Parking lot maintenance $ 10,500 $ 10,500 Creekside Sports Park Restrooms Building Envelope Paint Exterior $ 4,500 $ 4,500 Creekside Sports Park Restrooms Building Envelope Replace and paint wood fascia boards $ 3,500 $ 3,500Creekside Sports Park Restrooms Mechanical Systems Replace exhaust fan $ 3,000 $ 3,000 Creekside Sports Park Restrooms Plumbing Systems Replace 20‐Gal, 4.5 KW domestic water heater $ 4,000 $ 4,000 Creekside Sports Park Restrooms Plumbing Systems Replace diaphram pressure booster system $ 10,000 $ 10,000Creekside Sports Park Restrooms Interiors Paint interiors $ 6,500 $ 6,500 Creekside Sports Park Restrooms Accessibility Issues DAC Accessibility Compliance $ 830 $ 830 $ 830 $ 830 $ 830 $ 830 $ 830 $ 830 $ 830 $ 830 $ 830 $ 9,127 Oak Meadow Park Restrooms Parking Lots/Sidewalks Parking lot maintenance (including ADA markings) $ 15,000 $ 15,000 $ 30,000 Oak Meadow Park Restrooms Building Envelope Paint exterior privacy fence $ 2,000 $ 2,000 Oak Meadow Park Restrooms Roof Systems Roof replacement $ 9,500 $ 9,500 Oak Meadow Park Restrooms Mechanical Systems Replace direct drive propeller exhaust fans $ 4,000 $ 4,000 Oak Meadow Park Restrooms Interiors Paint Interiors $ 7,000 $ 7,000 Oak Meadow Park Restrooms Accessibility Issues DAC Accessibility Compliance $ 3,285 $ 3,285 $ 3,285 $ 3,285 $ 3,285 $ 3,285 $ 3,285 $ 3,285 $ 3,285 $ 3,285 $ 3,285 $ 36,133 Annual Total 2022 Dollars2 $ 3,153,045 $ 3,030,045 $ 1,750,045 $ 1,806,545 $ 1,498,045 $ 1,618,045 $ 1,266,045 $ 1,343,545 $ 606,545 $ 2,249,045 $ 428,045 $ 18,748,995 $ 3,410,333 $ 3,277,297 $ 1,892,849 $ 1,953,959 $ 1,620,285 $ 1,750,077 $ 1,369,354 $ 1,453,178 $ 656,039 $ 2,432,567 $ 462,973 $ 20,278,913 Notes:1. Projections are based on information developed by Facility Engineering Associates in Fiscal Year 2021/22, informtation developed by Disability Access Consultants in 2022 and staff recommendations
2. Annual totals are on 2022 dollars. 2024 escalation provided for discussion. Future development of this projection will escalate all costs to year of projected expense.
Annual Total Escalated to 2024 Dollars at 4%
November 19, 2024
ITEM NO. 1.
ITEM NO. 18.
Funding Program Project Location
Project Type
(Maintenance /
Improvement / New
Asset / Study) Project
Preliminary
Opinion of
Potential Costs
Safety
Equity
Quality of Life
Regulatory
Mandate
Park Improvement All Parks Maintenance Town‐wide drinking fountain to hydration station $ 50,000 xx Park Improvement All Parks Maintenance ADA Compliance Work $ 1,750,000 xxx x Park Improvement Blossom Hill Park Maintenance Turf Rehabilitation $ 200,000 xxPark Improvement Civic Center Lawn Maintenance Irrigation System Replacement $ 200,000 x Park Improvement LaRinconada Park Improvement Playground Replacement $ 300,000 xx Park Improvement LaRinconada Park Maintenance Irrigation System, Furniture and General Upgrades $ 50,000 x Park Improvement LaRinconada Park Maintenance Turf Renovation + Irrigation system upgrades $ 200,000 xPark Improvement Live Oak Manor Maintenance Turf Rehabilitation $ 200,000 x Park Improvement Los Gatos Creek Study
Develop Los Gatos Creek Restoration Plan (per General
Plan 2024) TBD
Park Improvement Oak Hill Play Lot Improvement Play Structure Replacement / Hardscape Upgrades $ 350,000 xx Park Improvement Oak Meadow Park Improvement Playground Replacement $ 500,000 xx Park Improvement Oak Meadow Park Maintenance Bocce Courts Reconstruction $ 50,000 xx Park Improvement Oak Meadow Park Maintenance Fencing Replacement $ 75,000 xx Park Improvement Oak Meadow Park Maintenance General Improvements and Upkeep $ 250,000 xxxPark Improvement Oak Meadow Park New Asset Parking Kiosk to reinstate paid parking $ 25,000 Park Improvement Oak Meadow Park New Asset Oak Meadow Park Restroom Expansion $ 750,000 xx Park Improvement Plaza Park New Asset Event Lighting $ 50,000 x Park Improvement
Roberts Road at Los Gatos Creek
Trail Improvement
New trail access from Blossom Hill Road (to supportHighway Overcrossing) $ 125,000 xx Park Improvement Townwide Study Townwide Park Master Plan $ 250,000 xxPark Improvement / Trail Along Highway 17 New Asset Add Trail along Highway 17 from Los Gatos Creek Trail
to Lodge (from BPMP) $ 1,189,000
Park Improvement / Trail Farley Road New Asset
New Highway 17 Overcrossing from Farley Road to Los
Gatos Creek Trail though Vasona Park (from BPMP) $ 8,400,000 Park Improvement / Trail Guadalupe River Trail New Asset Guadalupe River Trail near Hicks Road $ 6,600,000 xx Park Improvement / Trail Highway 85 Rail Trail New Asset Southern Pacific Rail Trail (Hwy 85 Corridor) $ 5,840,000 xx Park Improvement / Trail Los Gatos Creek Trail Maintenance Trail Pavement Rehab $ 580,000 xx Park Improvement / Trail Los Gatos Creek Trail Maintenance Trail Access, Signage and Wayfinding (per General Plan
2040) $ 10,000 xx
Park Improvement / Trail Los Gatos Creek Trail Maintenance Lighting at Undercrossings; BHR and Hwy 85 $ 175,000 x Park Improvement / Trail Los Gatos Creek Trail Maintenance LGCT repair wooden bridge on LG Creek Trail $ 20,000 xx Streets, Parks and Other Needs
November 19, 2024
ITEM NO. 1.
ITEM NO. 18.
Funding Program Project Location
Project Type
(Maintenance /
Improvement / New
Asset / Study) Project
Preliminary
Opinion of
Potential Costs
Safety
Equity
Quality of Life
Regulatory
Mandate
Streets, Parks and Other Needs
Park Improvement / Trail Ross Creek Improvement
Develop a Ross Creek Restoration Plan (per General
Plan 2040) TBD
Storm Drainage Ashler Avenue Improvement
Add drainage structures and piping to eliminate dead
end systems (2019 Study) $ 4,774,000 xx
Storm Drainage Bachman at Massol Maintenance
Replace trash rack and improve culvert inlet (2019
Study) $ 84,000 xx
Storm Drainage
Bayview Court / Bayview Avenue
@ Main; Penn Ave at Peralta /
Fairview Improvement
Upgrade trash rack and culvert ; add parallel drainage
pipe along Main Street, install drainage in Fairview
Plaza; replace concrete channel along Pennsylvania
with pipe (2019 Study) $ 3,542,000 xx
Storm Drainage Euclid Avenue Improvement
Upgrade and extend system to convey 10% annual
chance event (2019 Study) $ 1,386,000 xx
Storm Drainage Foster Road Improvement Add inlets and or curb (2019 Study) $ 282,800 xx Storm Drainage
Kennedy between Englewood
and LGB Improvement
Extend drainage system on Kennedy from Vista del
Monte to Gem Avenue (2019 Study) $ 1,044,400 xx
Storm Drainage Los Gatos ‐Almaden Road Improvement
Install drainage on Los Gatos Almaden Road near
Gardenia and Longwood; upsize pipes from Camino del
Cerro to south of Escobar Ave; connect system from
Cherry Blossom / Lester to south system; requires
construction on private property (2019 Study) $ 7,302,400 xx Storm Drainage Mill Maintenance Correct deficiencies in two systems (2019 Study) $ 316,400 xx Storm Drainage
Replace Frames and Grates on
structures Maintenance
Replace frames and grates on structures throughout
Town $ 49,500 x
Storm Drainage Hill Road Maintenance Replace Manholes of Blossom Hill Road $ 169,200 x Storm Drainage Shannon Road at Short Road Improvement
Extend drainage on Shannon Road to provide inlets;
excavate Short Creek Channel to reduce drain back up
when creek is full.(2019 Study) $ 455,000 xx
Storm Drainage University at Roberts Improvement
Add drainage on University Ave from Roberts Road to
Blossom Hill Road HR + 150' east on BHR to connect to
existing system(2019 Study) $ 2,340,800 xx
Storm Drainage 195 Jackson Maintenance Repair failing drainage pipe on private property $ 200,000 xx Storm Drainage Kennedy Meadows Improvement
Eliminate misaligned pipe and replace with open
channel $ 220,000 xx
Storm Drainage Overlook Road Drainage Improvement Overlook Road Drainage $ 960,000 xx Street Improvement Blossom Hill Road New Asset Highway 17 Overcrossing $ 25,440,000 xxx November 19, 2024
ITEM NO. 1.
ITEM NO. 18.
Funding Program Project Location
Project Type
(Maintenance /
Improvement / New
Asset / Study) Project
Preliminary
Opinion of
Potential Costs
Safety
Equity
Quality of Life
Regulatory
Mandate
Streets, Parks and Other Needs
Street Improvement Downtown Improvement Replace Tree Wrap Lights and Upgrade Electrical $ 150,000 xx Street Improvement Grays Lane New Asset Traffic Bollards to protect pedestrian space $ 35,000 xxStreet Improvement North and South Santa Cruz from
Highway 9 to Broadway Improvement Streetscape Project $ 980,000 xx Street Improvement
North Santa Cruz from Blossom
Hill Road to Highway 9 Improvement Pavement Rehabilitation $ 910,000 xx Street Improvement Pollard Road Improvement
Compelete Streets Improvements from Knowles Drive
to Quito Road (per BPMP) $ 2,900,000
Street Improvement Townwide Improvement Comprehensive Bike Rack Installations $ 17,000 x Street Improvement Townwide Study Town‐wide Traffic Study Model $ 250,000 xx Street Improvement Winchester Blvd Improvement
Complete Streets Improvements from Knowles Drive toBlossom Hill Road (per BPMP) $ 74,000,000 Street Repair/ Maintenance / Safety
Blossom Hill Road at Cherry
Blossom Improvement
Traffic signal replacement and intersection
improvement $ 4,970,000 xx
Street Repair/ Maintenance / Safety
Blossom Hill Road at Francis
Oaks Way Study Evaluate hillside for potential stabilization $ 35,000 x Street Repair/ Maintenance / Safety
Blossom Hill Road from Union to
Meadowbrook Improvement Sidewalk gap closure $ 3,550,000 xxx Street Repair/ Maintenance / Safety Downtown Improvement Upgrade street lights to LED's $ 350,000 Street Repair/ Maintenance / Safety Downtown Maintenance Sign Management Project $ 50,000 x Street Repair/ Maintenance / Safety Fisher Avenue Improvement Sidewalk gap closure (from BPMP) $ 600,000 xx Street Repair/ Maintenance / Safety Heritage Grove Area Maintenance Replace asphalt sidewalks $ 80,000 xxx Street Repair/ Maintenance / Safety Highway 17 at Route 9 Improvement Interchange Reconstruction ‐ Town cost share is 10% $ 11,000,000 Street Repair/ Maintenance / Safety Los Gatos Almaden Road Improvement Sidewalk gap closure along Los Gatos Almaden Road:
Peach Blossom Lane to Camine del Cerro (from BPMP) $ 9,100,000 xxx Street Repair/ Maintenance / Safety Public Parking Lots Maintenance Pavement Repair $ 500,000 xx Street Repair/ Maintenance / Safety Quito Road at Bicknell Maintenance Repair eroding stream embankment $ 400,000 x Street Repair/ Maintenance / Safety Townwide Improvement Identify evacuation routes for wildfire zones and design for pull offs to ensure emergency access (from General
Plan 2040 and CWPP) $ 200,000 xxx
Street Repair/ Maintenance / Safety Townwide Improvement Green Infrastructure Improvements $ 620,000 x Street Repair/ Maintenance / Safety Townwide Maintenace Townwide Traffic Signal Replacements $ 30,450,000 x Street Repair/ Maintenance / Safety Townwide Maintenance ADA Compliance Work $ 20,330,000 xxx xStreet Repair/ Maintenance / Safety Townwide Maintenance Townwide Traffic Signal Safety Upgrades $ 660,000 x November 19, 2024
ITEM NO. 1.
ITEM NO. 18.
Funding Program Project Location
Project Type
(Maintenance /
Improvement / New
Asset / Study) Project
Preliminary
Opinion of
Potential Costs
Safety
Equity
Quality of Life
Regulatory
Mandate
Streets, Parks and Other Needs
Street Repair/ Maintenance / Safety Lynn Avenue Improvement Sidewalk gap filling, add bike lanes $ 2,500,000 xxx Town Infrastructure and Facilities Corp Yard Improvement Replace Switch Gear and Generator $ 500,000 xx Town Infrastructure and Facilities Corp Yard Maintenance CNG station decommissioning $ 200,000 x Town Infrastructure and Facilities Corp Yard New Asset Charging Station for Town Vehicles $ 250,000 x Town Infrastructure and Facilities Downtown New Asset New restroom design and construction $ 500,000 xx Town Infrastructure and Facilities Police Operations Building New Asset Charging Stations (2) (employee use) $ 40,000 x IT Need Police Operations Building New Asset Redundant Server $ 150,000 x IT Need
Police Operations Building and
Corp Yard New Asset Redunant Firewalls $ 50,000 x
IT Need
Police HQ and Police Operations
Building New Asset UPS $ 60,000 x
IT Need Civic Center Improvement Updated Camera System / CCTV $ 50,000 x Notes:1. BPMP = Bicycle and Pedestrian Master Plan
2. CWPP = Community Wildfire Protection Plan
3. 2019 Study = Drainage Assessment complete for critical areas November 19, 2024
ITEM NO. 1.
ITEM NO. 18.
PREPARED BY: Nicolle Burnham
Parks and Public Works Director
Reviewed by: Town Manager
110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov
TOWN OF LOS GATOS
COUNCIL AGENDA REPORT
MEETING DATE: 11/19/2024
ITEM NO: 1
ADDENDUM
DATE: November 18, 2024
TO: Mayor and Town Council
FROM: Chris Constantin, Town Manager
SUBJECT: Receive an Introductory Report on the Capital Infrastructure Needs of the Town of Los Gatos
REMARKS:
Attachment 5 contains the staff presentation.
Attachments Previously Received with the Staff Report:
1. History of Capital Funding
2. Current Projects
3. Facilities Needs
4. Roads, Parks and Other Projects
Attachments Received with this Addendum:
5. Staff Presentation
ITEM NO. 18.
This Page Intentionally Left Blank
ITEM NO. 18.
Capital Improvement Program
Study Session
Town Council
November 19, 2024
Item 1
ATTACHMENT 5
ITEM NO. 18.
PURPOSE AND INTENT
• Initial discussion regarding capital infrastructure needs of the Town.
• Overall goal is to develop a look ahead of required annual costs to maintain existing infrastructure: roads, buildings, parks, etc. • Current information identifies a 10-year look forward
ITEM NO. 18.
CAPITAL BUDGETING
• Refer to Staff Report Attachment 1
• 10-year source and use of funds support capital projects:
gas tax, utility undergrounding, traffic mitigation, storm drain funds, grants and general fund appropriated reserve (GFAR)
• Trends and observations
Ending fund balances remain high in many funds
Grant sources increased dramatically in 2021/22
Storm drain and utility undergrounding sources have increased with little use of funds
GFAR is the only source that includes unrestricted capital funds
ITEM NO. 18.
CURRENT PROJECT DELIVERY
• Refer to Staff Report Attachment 2
• Spending lags projections at end of Q1 due to:
Spending on certain projects was not expected until later in FY 2024/25 (e.g., Shannon Road Repair, Townwide Vegetation Management)
Billing and processing lags performance of work (e.g., Shannon Road Ped and Bikeway Project, Annual Curb Gutter Sidewalk, Annual Street Repair and Resurfacing, Parking Program Implementation)
Some project schedules have shifted due to staffing constraints (e.g., Roadside Fire Fuel Reduction, Pinehurst Community Garden, Lynn Avenue Walkway)
ITEM NO. 18.
FACILITIES NEED PROJECTION 25/26 TO 35/36
• Refer to Staff Memorandum Attachment 2
• Based on 2022 facility condition assessments and American with Disabilities Act Assessment of all Town assets
• Preliminary projection of required annual spending to maintain existing building assets
FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FY 30/31 FY 31/32 FY 32/33 FY 33/34 FY 34/35 FY 35/36 Annual Total 2022
Dollars 3,153,045 3,030,045 1,750,045 1,806,545 1,498,045 1,618,045 1,266,045 1,343,545 606,545 2,249,045 428,045 Annual Total Escalated
to 2024 Dollars at 4% 3,410,333 3,277,297 1,892,849 1,953,959 1,620,285 1,750,077 1,369,354 1,453,178 656,039 2,432,567 462,973
ITEM NO. 18.
STREETS AND PARKS
• Refer to Staff Report Attachment 4
• Summary of currently known needs
• From field conditions and staff knowledge
• Bicycle and Pedestrian Master Plan
• General Plan 2024 (various adopted elements)
ITEM NO. 18.
SUMMARY OF NEED
Items / Need
Current Opinion of
Potential Costs (2024$)
Town Owned Buildings - Maintenance $ 20,278,913
Town Owned Buildings – Capital Needs $ 1,490,000
Parks $ 28,189,000
Storm Drainage $ 23,126,500
Streets and Roads $ 166,037,000
IT Needs $ 310,000
ITEM NO. 18.
POTENTIAL FUTURE MAJOR NEEDS
• Police Operations Consolidation
• Civic Center Upgrades
• Projects in 2040 General Plan
ITEM NO. 18.
NEXT STEPS
• Refine project lists in Staff Report Attachments 3 and 4 to reflect required spending year over year
• This may require additional studies (e,g., playground condition assessments, facility assessment of Civic Center, etc.)
• Return to Council with refined projections and assessment of fiscal impacts
• Align annual CIP budget efforts to what can be funded and completed with a focus on sustaining capital assets that are currently in use. • Work towards establishing annual contribution necessary for current capital and determining funding available to reserve for future capital
ITEM NO. 18.
PREPARED BY: Chris Todd
Emergency Manager
Reviewed by: Town Manager, Assistant Town Manager, Town Attorney, and Finance Director 110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov
TOWN OF LOS GATOS
COUNCIL AGENDA REPORT
MEETING DATE: 12/16/2025
ITEM NO: 17
DATE: December 16, 2025
TO: Mayor and Town Council
FROM: Chris Constantin, Town Manager
SUBJECT: Discuss, Consider, and Provide Direction Regarding Wildfire Risk Mitigation Program Options, Planning Level Cost Estimates, and Emergency Management Initiatives Update
RECOMMENDATION: Discuss, Consider, and Provide Direction Regarding Wildfire Risk Mitigation Program Options, Planning Level Cost Estimates, and Emergency Management Initiatives Update
FISCAL IMPACT:
This item does not commit the Town to specific expenditures. It provides planning-level cost ranges for potential wildfire mitigation and preparedness program elements to support Council discussion of investment levels and program priorities.
Based on the cost ranges in Attachments 1 and 2, the three illustrative program scenarios have approximate annual operating costs of:
• Scenario 1 Foundational Program: about $1.1 to $1.15 million per year, plus an estimated $0.8 to $1.0 million in one-time or capital work over 5 to 10 years. • Scenario 2 Intermediate Program: about $1.6 to $2.3 million per year, plus an estimated $3 to $5 million in one-time or capital investments over 5 to 10 years. • Scenario 3 Comprehensive Program: about $2.1 to $3.0 million per year, plus an estimated $6 to $11 million or more in cumulative one-time and capital work over 5 to 10 years.
These figures are order-of-magnitude planning estimates in current-year dollars and do not include grant offsets. Successful external funding would reduce the Town’s net cost. More detailed assumptions for each element appear in the body of the report and in Attachments 1 and 2.
ATTACHMENT 3
ITEM NO. 18.
PAGE 2 OF 13
SUBJECT: Wildfire Risk Mitigation Program Options, Planning Level Cost Estimates, and Emergency Management Initiatives Update
DATE: December 16, 2025
STRATEGIC PRIORITY:
These efforts align with the strategic priority to further the Town’s emergency preparedness, resiliency, and response capabilities, particularly in the area of wildfire risk.
BACKGROUND:
In recent years, the Town of Los Gatos has experienced increasing wildfire risk due to the 2020– 2022 drought, fuel accumulation, and climate driven changes in fire behavior. At the same time, the Town has made significant progress in emergency planning, including adoption of an updated Emergency Operations Plan (EOP), Community Wildfire Protection Plan (CWPP), Local Hazard Mitigation Plan (LHMP), expansion of roadside vegetation management, and initiation of Town wide evacuation and wildfire modeling.
In alignment with the Town Council’s strategic priority to “Further the Town's emergency preparedness, resiliency, and response capabilities, particularly in the area of wildfire risk,” staff have developed a set of program options and planning level cost estimates to help the Council consider the scale and scope of a future, more comprehensive wildfire mitigation program. This report focuses on public safety measures and Town level preparedness and continuity, including Emergency Operations Center (EOC) capabilities. It does not evaluate operational staffing needs or response capabilities of the Police Department or the Santa Clara County Fire Department.
To develop the program options and cost ranges, staff drew on multiple sources:
The Santa Clara County Multi Jurisdictional Hazard Mitigation Plan (MJHMP) and the Town of Los Gatos Local Hazard Mitigation Plan Annex / Community Wildfire Protection Plan (CWPP), the Town of Los Gatos Ad Hoc Wildfire Committee Report (2020), and community input, which together identify wildfire, earthquake, and flooding as the Town’s top natural hazards;
Budget and program information from comparable wildland urban interface communities, including Truckee, CA (voter approved Measure T wildfire resilience investments), Montecito, CA, and Sonoma County’s Wildfire Adapted program; and Fire Smart community pilots supported by the Tahoe Fund and partners.
While these communities differ in size and governance structure, they provide useful per resident and per acre benchmarks for the level of investment that may be appropriate for Los Gatos, given its approximately 33,500 residents and roughly 12 square miles of primarily residential development with significant hillside WUI exposure.
ITEM NO. 18.
PAGE 3 OF 13
SUBJECT: Wildfire Risk Mitigation Program Options, Planning Level Cost Estimates, and Emergency Management Initiatives Update
DATE: December 16, 2025
For context:
Los Gatos, CA – approx. 33,500 residents; ~12 square miles (~7,500 acres); primarily residential, with steep WUI hillsides directly upslope of denser in town neighborhoods. Truckee, CA – approx. 17,380 residents; 34 square miles (~21,540 acres); roughly half the population of Los Gatos but about twice the land area, with extensive forested WUI and access constraints.
Montecito, CA – approx. 8,600 residents; 9.18 square miles (~5,875 acres); somewhat smaller in land area and about one quarter of Los Gatos’ population, but facing high consequence wildfire, debris flow, and evacuation challenges similar to Los Gatos’ hillside neighborhoods.
Taken together, these comparisons suggest that a robust wildfire program for Los Gatos would reasonably fall within the per resident and per acre investment ranges seen in these communities, adjusted for local labor, contracting, and administrative costs.
DISCUSSION:
1. Risk Context and Key Hazards
Graphic on Next Page
ITEM NO. 18.
PAGE 4 OF 13
SUBJECT: Wildfire Risk Mitigation Program Options, Planning Level Cost Estimates, and Emergency Management Initiatives Update
DATE: December 16, 2025
For Los Gatos, wildfire is the primary focus of this report. While the Town also faces significant earthquake and flood/storm hazards, the specific program options and costs presented here are oriented toward wildfire mitigation and preparedness, with co-benefits for other hazards.
Within the wildfire hazard, staff identify three key mechanisms of fire spread:
1. Vegetation-to-Structure Ignition at the WUI Boundary o Dense, continuous fuels on steep hillsides or in canyons adjacent to homes can create conditions for rapid fire spread from wildland vegetation to structures. o Narrow winding roads, limited access, and slope can accelerate fire behavior and complicate firefighting and evacuation.
2. Structure-to-Structure Fire Spread as Spacing Narrows o As development transitions from large hillside lots to more closely spaced homes, the dominant hazard shifts from wildland fuels to structure-to-structure ignition.
ITEM NO. 18.
PAGE 5 OF 13
SUBJECT: Wildfire Risk Mitigation Program Options, Planning Level Cost Estimates, and Emergency Management Initiatives Update
DATE: December 16, 2025
o In these areas, combustible fencing, vegetation between homes, deck attachments, and vulnerable building materials can allow a single ignition to propagate rapidly through a block or neighborhood.
3. Ember Cast Affecting the Wider Town Area
o Large wildfires can generate ember casts capable of igniting homes and vegetation miles away from the flame front, including in denser in-town neighborhoods that are not directly adjacent to wildland fuels. o This means that preparing hillside homes alone is not sufficient; embers can ignite structures, vehicles, and landscaping well inside the Town core.
Across all three mechanisms, evacuation is a compounding factor rather than a separate hazard. Limited roadway capacity, topography, and multi-directional threat potential (e.g., multiple canyons and ridge lines) can slow evacuation just as demand is highest. This underscores the need to reduce the likelihood and intensity of fire reaching homes (fuel reduction and home hardening); reduce the chance that individual ignitions become neighborhood-scale events (defensible space and structure spacing considerations); and improve evacuation planning, public warning, and continuity of Town operations.
These wildfire-focused efforts will also improve preparedness for other natural hazards (e.g., earthquakes, floods, severe storms) by strengthening emergency management capacity, communication tools, and continuity planning.
2. Program Objectives
The proposed approach is organized around three overarching objectives:
1. Life Safety
Reducing risk of injury and improving egress in a disaster.
2. Property and Economic Stability
Protect homes, businesses, and critical infrastructure in a way that maintains the long-term viability and economic stability of the community. This includes protecting the local tax base, avoiding long-term displacement, and preserving key public facilities and lifelines.
3. Environmental Stewardship
Manage vegetation and fuels in a way that reduces wildfire risk while supporting ecological health, watershed function, and long-term resilience of the Town’s open spaces and urban forest.
To achieve these objectives, the program is designed to address mitigation, response, and continuity:
Mitigation: Vegetation management, home hardening, defensible space, and infrastructure improvements that reduce risk before an event.
ITEM NO. 18.
PAGE 6 OF 13
SUBJECT: Wildfire Risk Mitigation Program Options, Planning Level Cost Estimates, and Emergency Management Initiatives Update
DATE: December 16, 2025
Response: Strengthening the Town’s ability to coordinate multi-agency operations through the EOC, public warning, and field support.
Continuity: Ensuring the Town can sustain essential services and governance during and after a major event through continuity of operations planning.
Whole Community and Resident Action
A central premise of the program is that the Town cannot “do it all” on public property alone:
A large portion of the highest-risk WUI area in and around Los Gatos is on private property, with Town-owned land representing only a subset of the fuels that threaten structures and evacuation routes.
The preparedness of hillside homes directly affects the safety of residents farther into Town. If fires intensify in the WUI, embers and structure-to-structure spread will drive risk into denser neighborhoods.
Accordingly, the Town can:
Educate residents and businesses with clear, consistent guidance on home hardening, defensible space, and evacuation readiness.
Reduce barriers to action by offering services such as chipping, greenwaste pick-up, and potentially block-level contracts that lower cost and complexity for individual property owners.
Guide through non-punitive inspections where appropriate, emphasizing coaching and voluntary compliance over penalties, especially in early phases. Enforce minimum standards for vegetation management and hazard abatement when necessary, in a fair and transparent manner.
The intent is to build a program that is robust enough to handle both moderate disasters and the less frequent, but larger-scale events that would significantly stress Town resources, without over-committing to a single hazard scenario.
3. Wildfire Mitigation and Preparedness Program Options and Cost Scenarios Based on the cost outlined in Attachments 1 and 2, the three illustrative program scenarios have approximate operating costs of:
Scenario 1 – Foundational Program: Approximately $1.1 to $1.15 million per year in ongoing operating costs, with an estimated $0.8 to $1.0 million in additional one-time and capital work over the first 5–10+ years.
Scenario 2 – Intermediate Program: Approximately $1.6 to $2.3 million per year in ongoing operating costs, with an estimated $3 to $5 million in one-time and capital investments over the first 5–10+ years.
ITEM NO. 18.
PAGE 7 OF 13
SUBJECT: Wildfire Risk Mitigation Program Options, Planning Level Cost Estimates, and Emergency Management Initiatives Update
DATE: December 16, 2025
Scenario 3 – Comprehensive Program: Approximately $2.1 to $3.0 million per year in ongoing operating costs, with an estimated $6 to $11+ million in cumulative one-time and capital work over the first 5–10+ years.
This section describes how potential wildfire mitigation and preparedness components could be combined into three illustrative levels of investment:
Scenario 1 – Foundational Program
Scenario 2 – Intermediate Program
Scenario 3 – Comprehensive Program
Each scenario builds on the prior one (Intermediate includes all Foundational elements; Comprehensive includes all Intermediate and Foundational elements). The program elements listed under each scenario are examples of how those funding levels could be deployed; individual elements could be modified, blended, or phased while staying within similar overall cost ranges.
As noted in the Fiscal Impact section, all costs are order-of-magnitude planning estimates in current-year dollars, do not assume specific grant awards or offsets, and exclude capital and match funding already appropriated for the outdoor warning siren project, the Town-wide evacuation modeling study, and the Vegetation Management Plan (VMP) update. Detailed line items and assumptions for each program component are provided in Attachment 1 – Wildfire Risk Mitigation Cost Breakdown and Attachment 2 – Wildfire Risk Mitigation Cost Table.
Scenario 1 – Foundational Program
(Estimated annual operating cost: approximately $1.1–$1.15 million; one-time/capital over ~5– 10+ years: approximately $0.8–$1.0 million)
A core, sustainable wildfire mitigation and preparedness program that stabilizes and modestly enhances recurring fuels work, resident support, and EOC readiness, with a focus on the highest-risk locations. It begins transitioning from one-time, grant-funded projects toward a predictable baseline of annual work.
Illustrative annual program elements and costs
(rounded figures; one possible mix within the overall Scenario 1 range):
Roadside vegetation management on priority evacuation routes – approx. $375,000/year
Shift from one-time, grant-funded roadside projects to modest but consistent annual maintenance on the highest-priority evacuation routes (for example, a multi-year cycle with lighter annual/biannual touch-up on the most constrained segments).
ITEM NO. 18.
PAGE 8 OF 13
SUBJECT: Wildfire Risk Mitigation Program Options, Planning Level Cost Estimates, and Emergency Management Initiatives Update
DATE: December 16, 2025
Weed abatement, defensible space alignment, and Firewise/community outreach – approx. $200,000/year
Maintain and better coordinate:
• Town support for County weed abatement and defensible space inspections (including the County Weed Abatement program fee billed to the Town); and • Ongoing Firewise-style outreach, mailers, and neighborhood engagement to help residents understand expectations and how to meet them. Open space and park fuel treatments on Town lands – approx. $175,000/year Maintain recent fuels work and modestly expand treatments in Town-owned open spaces that most directly threaten WUI neighborhoods, at a scale of approximately 75- 100 acres per year, assuming maintenance-level costs in the roughly $1,500–$2,500 per acre range and a mix of follow-up and limited new treatments. Program staffing – approx. $250,000/year
Provide roughly 0.5–0.75 FTE equivalent to coordinate baseline wildfire work, manage contracts, track data, and pursue grants. The lower end of the range reflects minimal new staffing and a basic training calendar; the upper end assumes a more regular exercise schedule and modest backfill/overtime for participating staff. Staff training and EOC readiness — approx. $75,000–$100,000/year Annual ICS/EOC training, periodic exercises, VEOCI platform maintenance, and backfill costs.
VMP annual implementation support — approx. $50,000/year Ongoing monitoring, adaptive management, and coordination with roadside and openspace fuel treatments (one-time plan update funded separately).
Illustrative one-time/capital work
(approximately $0.8–$1.0 million total over 5–10+ years):
Targeted backlog reduction on roadside and open-space units that directly affect evacuation routes and adjacent structures – on the order of $600,000–$700,000 in initial “catch-up” fuel-reduction work. This planning-level figure is derived by applying typical per-mile and per-acre treatment costs (for a limited number of high-priority WUI road segments and adjacent slopes) and will be refined once the updated Vegetation Management Plan and Town-wide evacuation study identify specific roads and treatment units.
Early urban-forest hazard-tree work along critical evacuation corridors – approximately $0.2–$0.3 million, coordinated with the Town’s Urban Forest Management Plan update and existing street-tree maintenance efforts.
(Work on the Town-wide evacuation modeling study, the Vegetation Management Plan update, the Urban Forest Management Plan update, and the outdoor warning siren project is funded separately and not included in these one-time figures.)
ITEM NO. 18.
PAGE 9 OF 13
SUBJECT: Wildfire Risk Mitigation Program Options, Planning Level Cost Estimates, and Emergency Management Initiatives Update
DATE: December 16, 2025
Scenario 2 – Intermediate Program
(Estimated annual operating cost: approximately $1.6–$2.3 million; one-time/capital over ~5– 10+ years: approximately $3–$5 million)
A moderate, Town-wide wildfire resilience program that builds on existing efforts and Scenario 1 by expanding fuels work and adding more robust resident support, while remaining within a mid-range level of annual investment.
Illustrative annual program elements and costs
(Scenario 2 includes all Foundational functions, scaled up where noted; one reasonable mix totals about $2.0 million per year):
Roadside vegetation management – approx. $425,000/year Increase miles treated on key evacuation routes and begin moving the highest-risk corridors toward an annual maintenance model, while maintaining a multi-year cycle elsewhere.
Weed abatement, defensible space support, Firewise outreach, and Town-wide preparedness campaigns – approx. $300,000/year
Sustain County weed abatement and defensible-space coordination and add more proactive Town communication and education, including Firewise support, workshops, and multi-channel preparedness campaigns.
Open space and park fuel treatments – approx. $75,000/year Continue and modestly expand fuel treatments in additional priority Town-owned open-space and park areas, informed by the updated VMP, CWPP, and evacuation analysis.
Chipping and curbside greenwaste service focused on WUI neighborhoods – approx. $325,000/year
Provide seasonal chipping/curbside greenwaste service in high-risk WUI areas (for example, one or two collection windows per year), reducing barriers for residents to complete defensible-space work.
Home-hardening and defensible-space grants – approx. $225,000/year Launch a starter grant or cost-share program targeting high-risk hillside blocks (for example, roughly 75–100 homes per year at typical awards of $2,000–$3,000, potentially braided with external grants).
Community wildfire grants (block/HOA/partner projects) – approx. $250,000/year Fund a small annual pool to support neighborhood-scale mitigation projects (for example, shared access-road clearing, hazard-tree removal in common areas, or HOA-level treatments) where private parcels jointly influence evacuation or structure-ignition risk.
ITEM NO. 18.
PAGE 10 OF 13
SUBJECT: Wildfire Risk Mitigation Program Options, Planning Level Cost Estimates, and Emergency Management Initiatives Update
DATE: December 16, 2025
Program staffing – approx. $300,000/year
Ensure at least one dedicated wildfire-program manager FTE equivalent, to coordinate baseline wildfire work, manage contracts, track data, and pursue grants. Advanced wildfire-risk modeling and GIS support – approx. $50,000/year Add parcel- and corridor-level wildfire-risk and ember-exposure mapping, data maintenance, and support for more targeted programs (for example, using modeling outputs to focus grants and chipping on the highest-risk clusters).
Illustrative one-time/capital work
(approximately $3–$5 million total over 5–10+ years):
Open-space backlog reduction and shaded fuel breaks – Approximately $1.0–$1.5 million in additional treatments beyond Scenario 1, creating and maintaining strategic shaded fuel breaks and treated units on Town lands.
Urban-forest hazard-tree work along priority evacuation routes and hillside streets – approximately $1.0–$1.5 million, initiating early phases of a 12-year tree cycle in the most critical corridors.
Initial low- to moderate-cost evacuation-route improvements – Approximately $1.0– $2.0 million for projects such as shoulder improvements, turnouts, parking restrictions, striping, and signage, guided by the evacuation-modeling study.
Scenario 3 – Comprehensive Program
(Estimated annual operating cost: approximately $2.1–$3.0 million; one-time/capital over ~5– 10+ years: approximately $6–$11 million+)
A fully integrated, whole-community wildfire mitigation and emergency-preparedness program broadly comparable to leading California WUI communities, with robust support for residents and strong Town capabilities. Scenario 3 includes all Scenario 1 and 2 elements at higher service levels.
Illustrative annual program elements and costs
(Scenario 3 assumes higher service levels for all preceding elements; one reasonable mix totals about $2.6–$2.7 million per year):
Roadside vegetation management – approx. $475,000/year Provide annual or biannual treatments across all priority evacuation routes, maintaining low fuel loads and visibility in the most constrained segments. Weed abatement, defensible-space support, Firewise outreach, and Town-wide preparedness campaigns – approx. $350,000/year
Sustain a mature defensible-space/weed-abatement program plus ongoing, high-touch Firewise and preparedness outreach across both hillside and in-town neighborhoods.
ITEM NO. 18.
PAGE 11 OF 13
SUBJECT: Wildfire Risk Mitigation Program Options, Planning Level Cost Estimates, and Emergency Management Initiatives Update
DATE: December 16, 2025
Open space and park fuel treatments – approx. $100,000/year Maintain and expand a connected network of treated open-space units and fuel breaks wherever Town lands materially influence structure risk or evacuation routes. Chipping and curbside greenwaste service – approx. $450,000/year Offer a fully built-out chipping/greenwaste program for WUI areas, with predictable annual service windows and sufficient capacity to support neighborhood-scale mitigation.
Home-hardening and defensible-space grants – approx. $325,000/year Operate a substantial grant/rebate program capable of driving neighborhood-scale change each year (for example, several hundred homes over multiple years), potentially in partnership with regional or State funding.
Community wildfire grants (block/HOA/partner projects) – approx. $500,000/year Fund a robust community-grant program comparable in scale to Truckee’s Community Wildfire Prevention Grants, supporting larger block, HOA, and partner projects that align with evacuation-modeling and risk-mapping priorities.
Program staffing – approx. $450,000/year
Support a fully staffed wildfire/emergency-management program (for example, the Emergency Manager plus a dedicated wildfire program manager and partial grant-management capacity), together with frequent EOC exercises, continuity-of-operations planning, and multi-year project management. Advanced wildfire-risk modeling and GIS support – approx. $75,000/year Maintain sophisticated wildfire-risk and ember-exposure modeling, parcel-level tracking of mitigation work, and public-facing risk-communication tools, building on the Town’s evacuation-modeling and VMP outputs.
Illustrative one-time/capital work
(approximately $6–$11 million+ total over 5–10+ years):
12-year urban-forest tree-cycle implementation – approximately $3.5–$4.5 million to carry out a full hazard-tree and maintenance cycle on priority street trees and trees affecting evacuation routes and structures.
Expanded strategic fuel breaks and open-space backlog reduction – Approximately $2.0–$3.0 million to construct and maintain a network of shaded fuel breaks and treated units on Town lands that most directly influence structure and evacuation risk. Major evacuation-route capital improvements – Approximately $1.0–$4.0 million for a significant portion of the long-term roadway-improvement program recommended by evacuation modeling (for example, targeted roadway widening, additional turnouts, retaining walls, and other larger-scale projects).
4. Current Emergency Preparedness Initiatives Update
At Council’s request, the summary of current emergency preparedness initiatives since the
ITEM NO. 18.
PAGE 12 OF 13
SUBJECT: Wildfire Risk Mitigation Program Options, Planning Level Cost Estimates, and Emergency Management Initiatives Update
DATE: December 16, 2025
update provided on September 16, 2025, is presented here to emphasize that the proposed program options build on existing work.
Key ongoing initiatives include:
Emergency Operations Plan (EOP)
o The Town’s updated EOP has been formally adopted by the Town Council, and staff continues to develop supporting emergency specific annexes. Wildfire and Evacuation Modeling
o The Town is in the process of developing a town-wide evacuation plan informed by simulation-based modeling, with an estimated contract value of approximately $300,000.
Outdoor Warning Siren System
o Staff have submitted a FEMA HMPG grant application for a siren-based public warning system. No dates have been given for award determination. Urban Forest Management Plan Update and Vegetation Management Plan (VMP) Update
o Updates to the Urban Forest Management and Vegetation Management Plans are planned to help align with wildfire risk reduction goals. o Initial application for State Fire Capacity Grant to fund VMP update has been denied and resubmitted.
Virtual Emergency Operations Center (VEOCI)
o The Town has adopted VEOCI as a virtual EOC platform to support multi-agency coordination.
o Staff are exploring an expansion of VEOCI’s use to include Continuity of Operations Planning (COOP), enabling stronger integration between emergency response and sustained service delivery during disruptions. Staff Training
o Continued training for staff in EOC and emergency operations. Firewise Community Development
o Staff have continued to support the development of Firewise Communities through outreach and coordination. We currently have six Firewise Communities in development for Los Gatos.
Sierra Azule Drive and Sky Lane Emergency Egress
o Staff are coordinating with residents and the Santa Clara County Fire Vasona Crew to remove vegetation on a Town right-of-way that connects Sierra Azule Drive and Sky Lane. This work will support emergency egress during the Shannon Road repair. Initial vegetation removal costs will be split with Vasona Crew, with the Town’s share at $1700.
Santa Clara County Training Coordination
o In coordination with the County, in November, the Town hosted a disaster finance section class with emergency personnel from across the county.
ITEM NO. 18.
PAGE 13 OF 13
SUBJECT: Wildfire Risk Mitigation Program Options, Planning Level Cost Estimates, and Emergency Management Initiatives Update
DATE: December 16, 2025
These existing efforts provide a strong foundation; the proposed program options are intended to build on this base, not start from zero.
CONCLUSION:
Wildfire remains the Town’s most consequential natural hazard, with the potential to impact life safety, economic stability, and environmental health across the community. The Town has already taken important steps to improve its preparedness. However, given evolving risk and community expectations, Council direction is needed on:
1. Which program elements and services should be prioritized for further development; and
2. The general level of investment the Town should consider as staff refine program options and funding strategies.
The planning-level cost scenarios outlined in this report exceed the Town’s currently available emergency management allocation and would require a combination of future budget decisions and external funding to implement.
This report, together with the attached cost matrix and the accompanying Council presentation, is intended to support that discussion and help the Town chart a path toward a sustainable, effective wildfire mitigation and preparedness program.
Staff will continue to provide updates to Council on emergency management and the expenditure of the emergency management allocation through the Town Manager's updates.
Items that require Council approval or authority will be brought for Council's consideration accordingly.
ENVIRONMENTAL ASSESSMENT:
This is not a project defined under CEQA, and no further action is required.
Attachments:
1. Wildfire Risk Mitigation Cost Breakdown
2. Wildfire Risk Mitigation Cost Table
3. Wildfire Risk Mitigation Presentation
ITEM NO. 18.
ATTACHMENT 1
DATE: December 16, 2025
SUBJECT: Attachment 1: Los Gatos Wildfire Risk Mitigation Cost Breakdown PREPARED BY: Chris Todd, Emergency Manager
This attachment provides text summaries of program options and planning level cost ranges for a wildfire risk mitigation program. All amounts are approximate, rounded, and intended for order-of-magnitude planning, not for contracting or grant applications. Costs are expressed in current-year dollars and should be refined with detailed scopes and updated bids before implementation.
Roadside Vegetation Management (priority WUI routes)
Priority: High
Tier: Foundational / Intermediate / Comprehensive
Annual cost range: ≈ $350,000–$500,000 (steady-state, not including big backlog projects) One-time cost: $600,000–$700,000 for initial, heavier treatments on untreated priority segments
Admin / staffing: Multi-year contracts, environmental compliance, coordination with property owners.
Basis: Annual costs represent recurring maintenance on priority WUI evacuation routes once backlog work is completed (e.g., a 4–6 year cycle with lighter annual/biannual “touch-up” on the most constrained segments). Town Wildfire Advisory Group estimate of $75,000/mile for ~5.2 miles ≈ $390,000/year on a 6-year cycle; Montecito’s Roadside Hazard Abatement + Tag and Trim ≈ $95,000/year for 13 miles (lower per-mile costs on less constrained roads).
Weed Abatement and Defensible Space Inspections (Town share) Priority: High
Tier: Foundational / Intermediate / Comprehensive
Annual cost range: $95,000–$175,000
One-time cost: N/A
Admin / staffing: Inspection coordination, complaint response, data management, legal support Basis: Montecito’s annual defensible-space/weed inspections for ~4,200 parcels; Truckee’s defensible space team funded within a ~$3.8M/year wildfire program; These funds would supplement County Fire’s inspection/enforcement with Town admin capacity. Range includes the County Weed Abatement program fee currently billed to the Town (≈ $20,338/year) plus incremental Town staffing and overhead to coordinate inspections, respond to complaints, support enforcement, and align Town codes with State defensible space requirements.
ITEM NO. 18.
Open Space and Park Fuel Treatments (Town-owned lands)
Priority: High
Tier: Intermediate / Comprehensive
Annual cost range: $150,000–$300,000 (maintenance); plus periodic capital for backlog reduction
One-time cost: $100,000–$200,000 for planning/CEQA, unit mapping, prescriptions Admin / staffing: Technical oversight, contract/CEQA management, monitoring Per-acre logic & basis:
o Truckee fuels projects: $2,900–$4,800/acre (Sierra Meadows, Armstrong Tract, Royal Gorge, community grants).
o Tyrolian Village Fire Smart pilot & BurnBot: ~$2,500–$2,800/acre in steep WUI. o Montecito FTN maintenance: 25 acres at $90,000 (~$3,600/acre); herbivory: 50 acres at $65,000 (~$1,300/acre).
o For Los Gatos: assume initial treatments at ~$2,500–$4,000/acre and maintenance at ~$1,000–$1,500/acre. The $150k–$300k annual band equates to maintaining/treating on the order of ~75–150 acres/year, which aligns with the scale of Town-owned risk areas identified in prior analyses.
Home Hardening and Defensible Space Grants
Priority: High
Tier: Intermediate / Comprehensive
Annual cost range: $150,000–$400,000
One-time cost: N/A
Admin / staffing: ≈ 0.25–0.5 FTE (or equivalent contract) for application, inspection, and grant management
Basis: Town Wildfire Advisory Group recommendation of ~$100,000/year for vulnerable homeowners; Montecito Home Hardening Assistance ≈ $50,000/year for 10–15 homes; Truckee’s $550,000/year Community Wildfire Prevention Grants program.
Chipping and Green Waste Support
Priority: High
Tier: Primarily Intermediate / Comprehensive (small Foundational pilot possible) Annual cost range: $250,000–$500,000
One-time cost: N/A
Admin / staffing: Program design, vendor management, scheduling, customer service, outreach Basis: Truckee’s Measure T Green Waste budget ranges from about $685,000 to $760,000 per year for curbside pick-up, dumpster rebates, and Firewise dumpsters, serving roughly 4,700 WUI parcels and additional residents. Montecito’s Neighborhood Chipping Program is about $130,000/year in a much smaller community. Los Gatos has on the order of 3,100–3,400 WUI homes, so a scaled program focused on those high-risk neighborhoods is reasonably in the $250,000–$500,000 range depending on service level (number of annual collection windows, capacity for curbside pick-up vs. centralized dumpsters, and level of outreach).
ITEM NO. 18.
Firewise / Fire Smart Outreach
Priority: High
Tier: Foundational / Intermediate / Comprehensive
Annual cost range: $50,000–$100,000
One-time cost: N/A
Admin / staffing: ≈ 0.25–0.5 FTE (or equivalent contract) plus materials and events Basis: Montecito home-hardening and outreach budgets (~$50k+/yr); Truckee’s prevention/outreach allocations within Measure T; Town Wildfire Advisory Group emphasis on Firewise and preparedness education.
Town-wide education & preparedness campaigns
Priority: High
Tier: Intermediate / Comprehensive
Annual cost range: $25,000–$75,000
One-time cost: N/A
Basis: Truckee and Montecito community wildfire communications.
Town-Wide Evacuation Modeling and Plan (planning only)
Priority: High
Tier: Foundational / Intermediate / Comprehensive
Annual cost range: Minimal (beyond periodic updates/exercises) One-time cost: ≈ $200,000–$300,000 (no additional funding needed for this item) Basis: Currently scoped at ~$300,000 as a planning ceiling for modeling and plan development.
Grant application pending. HMGP comparables show similar scales for detailed wildfire/evacuation planning.
Evacuation Route Physical Improvements (Capital)
Priority: High (long-term)
Tier: Comprehensive
Capital range: ≈ $10 million over 5–10+ years (capital) Basis: Prior Town analysis and Wildfire Advisory Group work identified a conceptual package of evacuation‑route improvements (e.g., shoulder work, limited widening, turnouts, signage, and parking restrictions) on the order of $10 million over time (approximately $1 million in early projects and another ~$9 million in later phases). These amounts are placeholders used solely for long‑range planning.
Notes & Assumptions: This is capital, not program operating cost, and actual scope, sequencing, and cost will be determined only after completion of the Town‑wide evacuation modeling and plan. The modeling effort is expected to identify specific bottlenecks, priority corridors, and recommended treatments; any capital projects that emerge will be brought back through the Town’s normal CIP and budget process with refined engineering estimates. Until that work is complete, the $10 million figure should be treated as a high‑level planning benchmark, not a commitment.
ITEM NO. 18.
Outdoor Warning System (Sirens)
Priority: High
Tier: Intermediate / Comprehensive
Annual cost range: $40,000–$60,000 (O&M)
One-time cost: ≈ $1.5–$1.7 million for ~8 siren sites Basis: Town’s HMGP subapplication for 8 siren locations (~$1.63M total). Malibu and other HMGP siren feasibility/implementation projects show similar per-site and annual maintenance costs. Grant application pending.
Staff Training
Priority: High
Tier: Foundational / Intermediate / Comprehensive
Annual cost range: $75,000–$150,000
One-time cost: N/A
Basis: Emergency Management Accreditation Program aligned programs typically budget at least 0.5–1.0 FTE plus training and exercise funds. This range covers one major exercise every 1– 2 years, annual ICS/EOC training, VEOCI config, and backfill; consistent with the Town’s EOP implementation and regional coordination commitments.
Program Staffing
Priority: High
Tier: Foundational / Intermediate / Comprehensive
Annual cost range: $100,000–$200,000
One-time cost: N/A
Basis: Peer communities dedicate explicit staff capacity to wildfire mitigation program administration. Truckee Fire Protection District has created a Wildfire Prevention Division that includes a Wildfire Prevention Manager and four support staff. Montecito Fire Protection District’s Vegetation Management and Wildfire Prevention work is similarly managed by a small prevention team that includes specialist roles focused on vegetation management and community wildfire preparedness. For Los Gatos, this range is intended to represent roughly one mid‑ to senior‑level FTE (or an equivalent blend of staff time) dedicated to wildfire program coordination in addition to the existing Emergency Manager role. Duties would include vendor and contract management, coordination with any Fire Safe Council partners, grant management, data tracking, reporting, and cross‑departmental coordination.
Contracted Program Support (e.g., Fire Safe Council)
Priority: High
Tier: Intermediate / Comprehensive
Annual cost range: $150,000–$300,000
One-time cost: N/A
Basis: California Fire Safe Councils commonly manage bundled services—chipping, defensible-space assessments, neighborhood grants, and block-contractor coordination—under low- to mid-six-figure annual contracts in similar WUI communities. For example, Sonoma
ITEM NO. 18.
County’s Wildfire Adapted programs invested roughly $2.35 million (Part 1) and $0.37 million (Part 2) in outreach, assessments, regulatory compliance, and planning, with about $120,000 in dedicated grant-management staffing, implying a management/admin share on the order of 5– 10% of total project costs. For a Los Gatos wildfire-mitigation program with total annual spending in the $1.5–$3.0M range, a $150,000–$300,000/year contract for a Fire Safe Council or similar partner keeps combined internal + external administration in a reasonable band (roughly 15–20% of program cost), while still allowing delivery of chipping logistics, inspection scheduling, outreach, and neighborhood-grant support.
Community Grants / Neighborhood Projects
Priority: Medium–High
Tier: Comprehensive
Annual cost range: $250,000–$750,000
One-time cost: N/A
Basis: Truckee’s Community Wildfire Prevention Grants budget is $550,000/year, funding neighborhood-scale fuel reduction and Firewise projects. Montecito invests targeted funds in hazard tree removal and defensible space projects that strengthen its fuel-treatment network.
Urban Forest Tree Work (12-Year Cycle Implementation)
Priority: Medium-High
Tier: Intermediate / Comprehensive
Planning-level cost range: ≈ $425,000–$450,000 per year Basis: Initial estimated costs for fully funding Town tree work; Details pending updated Urban Forest Management Plan.
Vegetation Management Plan (VMP) Update
Priority: High
Tier: Foundational / Intermediate / Comprehensive
Annual cost range: $50,000–$100,000 (implementation support, monitoring, adaptive management)
One-time cost: ~$300,000-$325,000 (plan update, CEQA, mapping) Basis: The one-time cost reflects the total project budget in the Town’s USDA Community Wildfire Defense Grant application: $250,000 in federal funds plus a $62,500 local match, for a total of $312,500 to develop a comprehensive Vegetation Management Program (VMP) and update the 2021 Vegetation Management Plan. The annual range covers ongoing implementation support after the update (e.g., monitoring, adaptive management, coordination with open-space and roadside fuel treatments, and regular updates to treatment priorities).
Advanced Wildfire Risk Modeling and Analytics
Priority: Medium
Tier: Intermediate / Comprehensive
Annual cost range: $15,000–$40,000 (incremental to existing GIS agreements)
ITEM NO. 18.
One-time cost: Up to ~$50,000–$75,000 if a dedicated modeling platform or additional lidar/imagery processing is procured
Basis: Advanced tools (e.g., parcel-level ember exposure, structure-level risk scores, or dynamic treatment optimization) can be layered on top of State/County datasets and the Town’s evacuation modeling work, rather than funded as a stand-alone modeling effort. Because Los Gatos is already investing in simulation-based evacuation modeling and VMP planning, any additional wildfire-specific analytics are assumed to be incremental and scoped narrowly
ITEM NO. 18.
ATTACHMENT 1 Page 536
ITEM NO. 18.
ATTACHMENT 2
DATE: December 16, 2025
SUBJECT: Attachment 2: Los Gatos Wildfire Risk Mitigation Cost Table PREPARED BY: Chris Todd, Emergency Manager
This attachment provides table summaries of program options and planning level cost ranges for a wildfire risk mitigation program. All amounts are approximate, rounded, and intended for order-of-magnitude planning, not for contracting or grant applications. Costs are expressed in current-year dollars and should be refined with detailed scopes and updated bids before implementation.
ITEM NO. 18.
ATTACHMENT 2
Detailed Cost Matrix
# Program Element Planning-Level
Cost Range* Basis / Comparable Notes & Assumptions
1 Roadside fuel
reduction (priority
WUI routes)
≈ $350k–
$500k/yr; onetime $600k-
$700k
Annual figures reflect ongoing treatment of priority
WUI evacuation routes once initial backlog work is
completed (e.g., a 4–6 year cycle, with lighter
annual/biannual maintenance on the most
constrained segments). The one-time backlog range
is a planning-level allowance to bring the remaining
high-priority segments up to standard. LG Wildfire
Advisory Group: $75k/mile × 5.2 miles ≈ $390k/yr.
Montecito: $95k/yr for 13 miles roadside work in
less steep terrain.
Assumes 6-yr cycle with heavier initial work,
then annual/biannual maintenance on
highest-risk routes; includes contractor +
≈0.1–0.2 FTE Town PM.
2 Weed Abatement
and Defensible Space
Inspections (Town
share)
≈ $95k–$175k/yr
Montecito’s annual defensible-space/weed
inspections for ~4,200 parcels; Truckee’s defensible
space team funded ~$3.8M/year; Range includes
the County Weed Abatement program fee
currently billed to the Town (≈ $20,338/year) plus
incremental Town staffing and overhead to
coordinate inspections, respond to complaints,
support enforcement, and align Town codes with
State defensible space requirements.
These funds would supplement County Fire’s
inspection/enforcement with Town admin
capacity.
3 Open space/park
vegetation
management
(Town-owned)
Annual ≈ $150k–
$300k; one-time
≈ $100k–$200k
Truckee fuels projects: $2.9k–$4.8k/acre.
Tyrolian/BurnBot: ~$2.5k–$2.8k/acre. Montecito
FTN: ~$3.6k/acre.
Assumes initial treatments ~$2.5k–$4k/acre;
maintenance ~$1k–$1.5k/acre; supports
treating/maintaining ~75–150 acres/yr. Larger
backlog reduction would require separate
capital.
4 Defensible space &
home-hardening
grants
≈ $150k–
$400k/yr
LG Wildfire Advisory Group: ~$100k/yr
Foundational. Montecito: $50k/yr for 10–15
homes. Truckee: $550k/yr community grants.
Supports ~50–150 homes/yr at $1k–$3k each
plus admin; scalable via Fire Safe Council
partnership.
ITEM NO. 18.
5 Neighborhood /
curbside chipping &
green-waste
≈ $250k–
$500k/yr
Truckee’s Green Waste program (pick-up, Firewise
dumpsters, dumpster rebates) totals about $685k–
$760k/year and handles thousands of piles and
over 30,000 cubic yards of material for
approximately 4,700 WUI parcels and additional
residents. Montecito’s Neighborhood Chipping
Program is about $130k/year in a smaller
community.
Band is scaled for Los Gatos’ ~3,100–3,400
WUI homes: the lower end reflects an
Intermediate-scale program (1–2 seasonal
events focused on WUI neighborhoods), while
the upper end reflects a more
Comprehensive, Truckee-style service level
but still somewhat smaller in scale.
6 Firewise support &
community
organizing
≈ $50k–$100k/yr
Montecito: ongoing Fire Code/defensible space
outreach. Truckee: Firewise integrated into
prevention team.
Funds Firewise mini-grants, materials, and a
portion of staff/contract time dedicated to
neighborhood engagement.
7 Town-wide education
& preparedness
campaigns
≈ $25k–$75k/yr Truckee and Montecito both invest in ongoing wildfire communications.
Higher end = multi-channel campaigns (print,
web, social, meetings, translation). EM/PIO
time not fully monetized here.
8 Evacuation modeling
& town-wide plan
One-time
≈ $200k–$300k
Earlier Town planning (~$185k) plus current RFP
ceiling (~$300k). HMGP comparables show similar
ranges.
Planning/modeling only; excludes any
roadway construction recommended by the
study.
9 Evacuation route
physical
improvements
(capital)
≈ $10M over 5–
10+ yrs
Town Wildfire Advisory Group funding summary ≈
$10M for evacuation-related roadway work. HMGP
roadway & shaded fuel break projects show similar
orders of magnitude.
Conceptual CIP-level figure; actual costs will
depend on detailed design/CEQA/ROW.
10 Outdoor warning
siren system
One-time
≈ $1.5M–$1.7M +
$40k–$60k/yr
O&M
Town HMGP subapplication: ~ $1.63M for 8 sites.
Malibu siren feasibility and other HMGP projects
show similar per-site costs.
Capital largely grant-funded if awarded; Town
responsible for match and ongoing
testing/maintenance.
11 Staff training &
exercises ≈ $75k–$150k/yr EMAP-aligned city programs typically fund ≥0.5–1.0 FTE plus exercise budgets.
Covers annual ICS/EOC training, one major
exercise per 1–2 yrs, VEOCI upkeep, and
backfill.
12 Program
administration &
contracted program
≈ $250k–
$500k/yr
Town Wildfire Advisory Group flagged staffing as a
major limiter. Montecito & Truckee both show
admin costs on top of project dollars. Tahoe Fire
Smart pilots emphasize dedicated coordinators.
Lower end ≈ 0.75 FTE Town + small FSC
contract; higher end ≈ 1–1.5 FTE equivalent
plus a robust Fire Safe Council admin role.
ITEM NO. 18.
support (internal +
external)
Costs include support services of the Fire Safe
Council or similar organization
13 Community wildfire
grants (block / HOA /
partners)
≈ $250k–
$750k/yr
Truckee: $550k/yr Community Wildfire Prevention
Grants. Montecito: targeted defensible
space/hazard tree projects.
$250k/yr supports a few high-impact projects;
$500k–$750k/yr moves toward Truckee-scale
neighborhood mitigation.
14 Urban Forest
Management ≈ $425k–$450k Estimated urban forest management on 12yr cycle;Pending Los Gatos’ UFMP revision work.
Implementation (tree removal/replacement,
canopy management) coordinated with
roadside/VMP projects and funded via
maintenance & capital.
15 Advanced Wildfire
Risk Modeling and
Analytics
≈ $15k–$75k/yr
(incremental)
Advanced tools (e.g., parcel-level ember exposure,
structure-level risk scores, or dynamic treatment
optimization) can be layered on top of
State/County datasets and the Town’s evacuation
modeling work, rather than funded as a
stand-alone modeling effort. Because Los Gatos is
already investing in simulation-based evacuation
modeling and VMP planning, any additional
wildfire-specific analytics are assumed to be
incremental and scoped narrowly.
Treated as an optional enhancement in the
Intermediate and Comprehensive scenarios;
not required for a functional Foundational
program.
ITEM NO. 18.
PREPARED BY: Chris Constantin
Town Manager
Reviewed by: N/A
110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov
TOWN OF LOS GATOS
COUNCIL AGENDA REPORT
MEETING DATE: 01/20/2026
ITEM NO: 19
DATE: January 13, 2026
TO: Mayor and Town Council
FROM: Chris Constantin, Town Manager
SUBJECT: Mayor Request to Direct Staff to Evaluate Feasibility of Painting Red Curb Markings Near Intersection Crosswalks Under California’s Daylighting Law RECOMMENDATION: Mayor requests that the Town Council consider whether to support directing staff to evaluate the feasibility of strategically painting red curbs at select intersections, consistent with California’s Daylighting Law, to enhance visibility and safety as part of normal operations.
FISCAL IMPACT:
As this is a request by one Councilmember, staff has not performed analysis of the possible financial impacts associated with the contemplated recommendation.
STRATEGIC PRIORITY:
Not Applicable.
BACKGROUND:
This Council Matter is initiated by Mayor Rob Moore in accordance with the Town of Los Gatos Council Agenda Format and Rules Policy (Policy 2-01), which allows members of the Town Council to raise matters for brief discussion, make announcements, or discuss whether to place an item on a future agenda for consideration by the full Council.
The item is intended to bring forward a policy topic for Council consideration without directing staff action and without requiring a staff report or analysis at this time.
ITEM NO. 19.
PAGE 2 OF 3
SUBJECT: Mayor Request for Daylighting
DATE: January 13, 2026
Effective January 1, 2024, Assembly Bill 413 amended the California Vehicle Code to prohibit stopping, standing, or parking within 20 feet of the approach side of a marked or unmarked crosswalk at an intersection, or within 15 feet where a curb extension is present. This change, commonly referred to as the Daylighting Law, is intended to improve visibility and reduce conflicts between vehicles, pedestrians, and bicyclists.
DISCUSSION:
The purpose of this Mayor-initiated Council Matter is to ask whether the Council majority wishes to request staff to consider and evaluate, as appropriate, the strategic use of red curb markings at select intersections to support the visibility and safety goals of the Daylighting Law.
While the parking restriction applies regardless of curb markings, painting red curbs may help improve public awareness and voluntary compliance, particularly given that many residents may be unfamiliar with the recent change in state law.
Consistent with the limited scope of Council Matters under Policy 2-01, this item is not intended to direct staff, allocate funding, or initiate a comprehensive analysis. Rather, it is intended to gauge Council interest in whether further consideration of this topic should be incorporated into future work or routine operations.
Examples of locations where enhanced visibility may be beneficial include University Avenue and Andrews Street, Loma Alta Avenue and Whitney Avenue, and Los Gatos Boulevard and Frank Avenue, based on traffic volumes, resident concerns, and sight distance considerations.
CONCLUSION:
This Mayor-initiated Council Matter is intended to seek Council input on whether to further consider strategic red curb markings at select intersections to support the safety and visibility objectives of California’s Daylighting Law. The item is presented for discussion only and does not commit the Town to any specific action.
ALTERNATIVES:
Alternative #1: Receive the Mayor’s report and take no further action.
COORDINATION:
The item is a Council Matter request and was not reviewed by other staff.
ENVIRONMENTAL ASSESSMENT:
This item is not a project under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15378, as it involves a request for Council consideration and possible
ITEM NO. 19.
PAGE 3 OF 3
SUBJECT: Mayor Request for Daylighting
DATE: January 13, 2026
direction to evaluate feasibility and does not commit the Town to a definite course of action.
Any future actions that may result in a physical change to the environment would be subject to separate CEQA review, as appropriate.
Attachments:
None.
ITEM NO. 19.