1 CITY OF SAN CARLOS
City Council/Successor Agency to the
Redevelopment Agency/Housing Authority
Regular Meeting
March 28, 2022 7:00 P.M.
CONDUCTED REMOTELY
www.cityofsancarlos.org
AGENDA
In accordance with Assembly Bill 361, this meeting will be held by teleconference, and there will not be a physical location from which the public may attend. The public will have access to remotely observe the meeting and address the Council as outlined below.
Observe the Meeting Live:
- Zoom. https://us02web.zoom.us/j/88256140939; or call 1-669-900-9128 and enter the Meeting ID #: 882 5614 0939
- Meeting Webportal. www.sancarlosca.iqm2.com
- Local TV. Comcast Channel 27 and AT&T Uverse Channel 99
Provide Public Comments:
If you plan to make a public comment, please observe the meeting via Zoom (see above access information), and during the public comment period for the agenda item you wish to address, use the “raise hand” feature. If joining by phone, press *9 to “raise hand”.
MAYOR: Sara McDowell
COUNCIL: Ronald Collins, John Dugan, Laura Parmer-Lohan, Adam Rak
1. CALL TO ORDER
2. PLEDGE OF ALLEGIANCE
3. CHANGES TO THE ORDER OF THE AGENDA
4. COUNCIL COMMUNICATIONS AND ANNOUNCEMENTS
Council Communications and Announcements are brief items from members of the City Council regarding upcoming events in the community and correspondence that they have received. They are informational in nature and no action will be taken on these items at this meeting.
2 5. PUBLIC COMMENT
Persons wishing to address the City Council on matters NOT on the posted agenda may do so.
Each speaker is limited to two minutes. If there are more than five individuals wi shing to speak during public comment, the Mayor may choose to allow the first five speakers to speak during this time, and the balance of the Public Comment speakers will be called upon at the end of the Council Meeting.
If the item you are speaking on is not listed on the agenda, please be advised that the City Council may briefly respond to statements made or questions posed as allowed under the Brown Act (Government Code Section 54954.2). The City Council's general policy is to refer items to staff for attention, or have a matter placed on a future City Council agenda for a more comprehensive action or report and formal public discussion and input at that time.
6. CONSENT CALENDAR
a. Motion to Waive Reading of All Ordinances.
b. Approve Minutes of February 28, 2022 City Council Regular Meeting. c. Accept and Authorize the Filing of the Housing Successor Agency Annual Report for Fiscal Year 2020-2021.
d. Adopt a Resolution Approving the Plans and Specifications and Authorizing a Call for Bids for the 2022 Pavement Rehabilitation Project C9416-22. e. Deny Claim of Khalil Maslam.
7. REPORTS TO COUNCIL
Reports to Council are updates on key City projects by City staff and City Council Subcommittees. They are informational in nature, and no action will b e taken on these items at this meeting.
a. Receive a Report on the City’s State of the Streets.
8. NEW BUSINESS
a. Consideration of Accepting the Housing Element Annual Progress Report for 2021 and Direct Staff to Submit the Report to the California Depa rtment of Housing and Community Development and the Governor’s Office of Planning and Research.
b. Consideration of Fiscal Year 2022 -23 Mid -Cycle Budget Adjustments and Adopting a Resolution Adopting the Proposed Mid -Cycle Fiscal Year 2022 -23 General Fund Appropriation Budget.
c. Consideration of Fiscal Year 2022 -23 Mid -Cycle Budget Adjustments and Adopting a Resolution Adopting the Proposed Mid -Cycle Fiscal Year 2022 -23 Capital Fund Budgets.
9. AGENDA SETTING
Items discussed in this Agenda Setting Se ction will be considered by the Council for placing on a future agenda. No action will be taken on these items at this meeting.
3 10. ADJOURNMENT
Any writings or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection upon request.
In compliance with the Americans with Disabilities Act and Title VI, if you need special assistance or translation services to participate in this meeting, please contact the City Clerk’s Office at (650) 802-4222 or via email at [email protected]. Notification in advance of the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting.
February 28, 2022 1
San Carlos City Council/Successor Agency to the
Redevelopment Agency/Housing Authority Regular Meeting
Conducted Remotely in Accordance with Assembly Bill 361 February 28, 2022, 7:00 PM
MINUTES
ROLL CALL
City Council Present: Sara McDowell, Mayor
Ronald Collins, Councilmember
John Dugan, Councilmember
Laura Parmer-Lohan, Councilmember
Adam Rak, Vice Mayor
Staff Present: Adam Aronson, Economic Development and Housing Manager Kristina Bell, Police Captain
Nil Blackburn, Assistant City Manager
Rucha Dande, Associate Planner
Will Hoch, IT Manager
Anna Kertel, Recreation Supervisor
Marco Lao, Senior Accountant
Steven Machida, Public Works Director
Jeff Maltbie, City Manager
Andrea Mardesich, Principal Planner
Crystal Mui, City Clerk
Amy Newby, Parks & Recreation Director
Lisa Porras, Planning Manager
Greg Rubens, City Attorney
Al Savay, Community Development Director
1. CALL TO ORDER
The meeting was called to order at 7:04 PM by Mayor Sara McDowell.
2. PLEDGE OF ALLEGIANCE
The Pledge of Allegiance was led by Mayor McDowell.
3. CHANGES TO THE ORDER OF THE AGENDA
None.
4. COUNCIL COMMUNICATIONS AND ANNOUNCEMENTS
Councilmember Collins expressed appreciation to staff for their work with Charity Housing on the 817 Walnut Street Affordable Housing Project.
Mayor McDowell reported on attending an event this morning with Councilmember Parmer-Lohan and various other elected officials to recognize and thank healthcare workers for their work throughout the pandemic.
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Minutes Acceptance: Minutes of Feb 28, 2022 7:00 PM (CONSENT CALENDAR)
February 28, 2022 2
Mayor McDowell also announced that she will be presenting the State of the City Address via Zoom this Friday at 9am with Vice Mayor Rak.
5. PUBLIC COMMENT
David Tuzman, resident, thanked the Council for the downtown lighting and their work on the Walnut Affordable Housing Project.
Mark Olbert, reside nt and former Mayor and Councilmember, urged the Council to demand that Silicon Valley Clean Water adopt a policy to approve settlement expenditures in open session and to require that all newly appointed representatives be briefed on outstanding lawsuits.
6. CONSENT CALENDAR
Item J was removed from the Consent Calendar for a separate discussion.
RESULT: Adopted [Unanimous] Consent Calendar Items ‘a’-‘f’, ‘h’-‘i’ and ‘k’-‘l’.
MOVER: John Dugan
SECONDER: Ronald Collins
AYES: Parmer-Lohan, Rak, Dugan, Collins, McDowell
a. Motion to Waive Reading of All Ordinances.
b. Approve Minutes of January 21, 2022 City Council Special Meeting. c. Approve Minutes of January 24, 2022 City Council Regular Meeting. d. Adopt a Resolution Updating the City's Records Retention Schedule. Resolution 2022-018
e. Accept the Investment Report for the Second Quarter of Fiscal Year 2021-22. f. Accept the Financial Report for the Second Quarter of Fiscal Year 2021-22. g. Adopt a Resolution Accepting the New Burton Park Batting Cages Project C2001; and Authorizing the Public Works Director to Issue and Record a Notice of Completion.
RESULT: Adopted [4 – 0 – 1] Resolution 2022-019 Accepting the New Burton Park Batting Cages Project C2001; and Authorizing the Public Works Director to I ssue and Record a Notice of Completion.
MOVER: John Dugan
SECONDER: Ronald Collins
AYES: Parmer-Lohan, Dugan, Collins, McDowell
NAYS: None
RECUSE: Rak
h. Adopt a Resolution Authorizing the City Manager to Execute a One -Year Extension to the Agreement with Secureworks, Inc. for Managed Security Services (Firewall Services) Not to Exceed $20,000. Resolution 2022-020
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Minutes Acceptance: Minutes of Feb 28, 2022 7:00 PM (CONSENT CALENDAR)
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i. Adopt a Resolution Authorizing Adjustments to the City of San Carlos Cost of Services Schedule (“User Fees”) for Fiscal Year 2021 -22 Updating Vendor Fees Associated with Community Events. Resolution 2022-021
j. Adopt a Resolution Authorizing the City Manager to Enter into a Professional Services Agreement with RRM Design Group for Consulting Services to Prepare a Downtown Specific Plan Consistent with the City Council’s Downtown Strategic Objective in an Amount Not to Exceed $983,315.
This item removed for a separate discussion.
k. Adopt a Resolution Approving Professional Services Agreements for On -Call Civil Engineering, Geotechnical Engineering and Special Testing and Inspection, and Traffic and Transportation Engineering for One -Year with an Option for Two (2) One -Year Extensions in a Total Annual Not -To-Exceed Amount of $3,800,000; and Authorizing the City Manager to Execute the Associated Agreements. Resolution 2022-022
l. Adopt a Resolution Authorizing the City Manager to Execute an Agreement and Appropriate Funds from the General Capital Projects Fund 0025 ("Fund 25") to Prepare Objective Design and Development Standards for Single -Family, Multi- Family and Mixed -Use Residential Projects at a Cost Not to Exceed $305,095 with MIG. Resolution 2022-023
6j. Adopt a Resolution Authorizing the City Manager to Enter into a Professional Services Agreement with RRM Design Group for Consulting Servi ces to Prepare a Downtown Specific Plan Consistent with the City Council’s Downtown Strategic Objective in an Amount Not to Exceed $983,315.
Item J was removed from the Consent Calendar for a separate discussion.
Advanced Planning Manager Lisa Porras provided a brief background on the Downtown Specific Plan Project , reviewed staff’s process f or selecting a consulting firm , and outlined the Project’s next steps. She and Community Development Director Al Savay responded to Council questions.
Consultant Jam i Williams from the RRM Design Group thanked the Council for the opportunity to work on the Project.
RESULT: Adopted [Unanimous] Resolution 2022 -024 Authorizing the City Manager to Enter into a Professional Services Agreement with RRM Design Group for Con sulting Services to Prepare a Downtown Specific Plan Consistent with the City Council’s Downtown Strategic Objective in an Amount Not to Exceed $983,315.
MOVER: Adam Rak
SECONDER: Parmer-Lohan
AYES: Collins, Parmer-Lohan, Rak, Dugan, McDowell
7. REPORTS TO COUNCIL
a. Receive an Update from the Center for Age Friendly Excellence (CAFE) and San Carlos Age -Friendly Task Force on Age -Friendly Community Initiative. (Verbal Only)
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Minutes Acceptance: Minutes of Feb 28, 2022 7:00 PM (CONSENT CALENDAR)
February 28, 2022 4
Cynthia Nakayama from the Center for Age -Friendly Excellence (CAFÉ) and Devora Kot hari with Villages of San Mateo County spoke on the accomplishments of the City’s Age-Friendly Initiative and their upcoming projects.
8. STUDY SESSION
a. Discuss Below Market Rate Ordinance and Provide Direction to Staff Regarding Possible Amendments to Municipal Code Chapter 18.16: Affordable Housing Programs.
Adam Aronson, Economic Development and Housing Manager, provided an overview of the current inclusionary requirements and reviewed recommended changes. Mr. Aronson, Community Development Director Al Savay, Consultant Darin Smith and City Attorney Greg Rubens responded to Council questions.
Public Comment
David Crabbe, resident and Sierra Club Sustainable L and Use Committee Member, spoke in favor of unbundled parking in all development projects.
Kalisha Webster, an advocate with Housing Choices - an organization that helps people with developmental and other disabilities, provided suggestions on how to increase financial feasibility for affordable units.
David Tuzman, resident, provided feedb ack on the Below Market Rate (BMR) Ordinance and posed several questions.
Council provided the following feedback:
- Review options to setting a threshold based on the size of the unit to yield greater affordability
- Find ways to i ncentivize developers to include affordable housing units in their projects
- Further explore State Density Bonus vs the City’s own Density Bonus - Review City’s Density Bonus as part of the General Plan discussion and be thoughtful on how we apply it – consider what it will mean for heights
- Review the Municipal Code to confirm the regulations regarding the number of mandatory BMR units and their locations within the development can't be manipulated and ensure it’s enforced Consider actions on how to increase extremely low income hou sing, such as purchasing low income units to convert them
Proceed with staff’s recommendation on unbundled parking Proceed with staff’s recommendation to change affordabili ty periods to run in perpetuity
Proceed with staff’s recommendation to increase incl usionary requirements for owner -occupied developments to 20% at the low income level
Council recessed at 8:56 PM and reconvened at 9:06 PM.
b. Discuss the City's Beekeeping Regulations and Administrative Policy and Provide Direction on Recommended Updates or Changes to Staff.
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Minutes Acceptance: Minutes of Feb 28, 2022 7:00 PM (CONSENT CALENDAR)
February 28, 2022 5
Assistant City Manager Nil Blackburn presented on the City's current Beekeeping Regulations and Policy and requested Council provide direction on potential updates. She, Nickie Irvine rep resentative from Bee Legal and City Attorney Greg Rubens responded to Council questions.
Public Comment
Wulfer de Bruijin, resident, spoke against a llowing beekeeping in city limits and shared that his son is allergic to bees.
Marika De Bruijin, resident, spoke against allowing beekeeping in city l imits and shared that her son is allergic to bees.
Kathleen Gallagher, resident, spoke in favor of a beekeeping policy and provided her suggestions on how to proceed.
Casey Inman, spoke in support of loosening restrictions for beekeeping.
Pattymm posed questions about beekeeping.
RESULT: At 10:12 PM, approved [Unanimous] extending the meeting to 11:00 PM.
MOVER: Laura Parmer-Lohan
SECONDER: John Dugan
AYES: Dugan, Collins, Parmer-Lohan, Rak, McDowell
At Mayor McDowell's request, Nickie Irvine respond to Patymm’s questions.
Council provided staff with the following feedback:
- Provide notices to the community o n changes to the City’s beekeeping regulations
- Gather additional community feedback on the subject
- Set regulations in place for beehives, water provisions and flyaways - Consider incorporating nuisance language for severely allergi c persons
- Consider the County’s beehive restrictions as unincorporated areas in the City could have different regulations
9. NEW BUSINESS
a. Consideration of Introducing an Ordinance Repealing San Carlos Municipal Code Chapter 8.27 - Disposable Food Service Ware and Adopting a New Chapter 8.27 - Disposable Food Service Ware, Regulating the Use of Disposable Food Service Ware by Food Facilities to Align with New State Laws.
Management Analyst Adam Lokar provided background on the City's disposable food service ware regulations and reviewed proposed changes to the Municipal Code to align with State laws. He and City Manager Jeff Maltbie res ponded to Council questions.
RESULT: Introduced [Unanimous] Ordinance No. 1579 Repealing San Carlos Municipal Code Chapter 8.27 - Disposable Food
Service Ware and Adopting a New Chapter 8.27 - Disposable
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Minutes Acceptance: Minutes of Feb 28, 2022 7:00 PM (CONSENT CALENDAR)
February 28, 2022 6
Food Service Ware, Regulating the Use of Disposable Food Service Ware by Food Facilities to Align with New State Laws MOVER: Ronald Collins
SECONDER: Laura Parmer-Lohan
AYES: Rak, Dugan, Collins, Parmer-Lohan, McDowell
10. AGENDA SETTING
None.
11. ADJOURNMENT
The meeting adjourned at 10:39 PM.
Crystal Mui,
City Clerk
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Minutes Acceptance: Minutes of Feb 28, 2022 7:00 PM (CONSENT CALENDAR)
SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY
STAFF REPORT
MEETING DATE: March 28, 2022
ITEM TITLE: Accept and Authorize the Filing of the Housing Successor Agency Annual Report for Fiscal Year 2020-2021.
RECOMMENDATIONS:
Staff recommends that the City Council accept and authorize the filing of the Housing Successor Agency Annual Report for Fiscal Year 2020-21.
FISCAL IMPLICATIONS:
There are no implications of receiving and filing this annual report on the City’s activities as the Housing Successor Agency to the former San Carlos Redevelopment Agency.
BACKGROUND:
The City of San Carlos is the Housing Successor Agency to the former San Carlos Redevelopment Agency (“Redevelopment Agency”), which was dissolved on February 1, 2012.
Each housing succe ssor agency is required to prepare an annual report on how it is meeting requirements imposed by Health and Safety Code Section 34176.1.
The annual report is required to contain the following: (1) a summary of housing successor duties; (2) the balance of the Low and Moderate Income Housing Asset Fund (“Housing Asset Fund”); (3) an inventory of properties held in the Housing Asset Fund; and (4) reports on the City’s performance thus far in meeting the income and age proportionality requirements of Health and Safety Code Section 34176.1.
The report is due to the California Department of Housing and Community Development by April 1st each year and must be posted on the City’s website. The attached report for Fiscal Year 2020-21 is being presented to the City Council, as the Successor Agency to the Redevelopment Agency, for acceptance and approval to file.
ANALYSIS:
The City is meeting all requirements imposed by Health and Safety Code Section 34176.1. The City’s progress on major requirements is summarized below.
Housing Asset Fund Activity
As of June 30, 2021, the Housing Asset Fund had a fund balance of approximately $8.6 million, of which $1.9 million is cash. The remaining fund balance is comprised of notes receivable, land value, and bond proceeds.
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2 The Housing Successor received $234,163 in revenues in Fiscal Year 2020 -21 comprised of deposits of investment income, interest income, and rents.
The City spent $130,667 in Housing Asset Funds on administrative expenses in FY 2020 -21, which included pro fessional services, property tax, property management fees, and building maintenance.
No funds were spent on rapid rehousing or affordable housing development in FY 2020-21.
Real Property Assets and Loans Receivables
As the Housing Successor Agency, th e City oversees four affordable housing properties with a book value of $8,851,728 (633 Elm Street Units 305 and 405, 1001 Laurel Street Unit 207, and 817 Walnut Street). It should be noted that the City’s real property value includes $7.8 million capitalized as donated assets for the 817 Walnut Street property which has been ground leased to allow for new affordable development. The Housing Asset Fund also has $5.8 million in loans receivable from four properties: Laureola Oaks (multi -family affordable ho using operated by Mid-Peninsula Housing), 1244 Cherry Street (multi -family affordable housing operated by Human Investment Project), 717 Cedar Street (shared affordable housing operated by Human Investment Project), and six extremely low-income units at 817 Walnut Street (the 17 other units at 817 Walnut were funded by other sources).
Expenditure Proportionality Requirements
Expenditures from the Housing Asset Fund must meet specific proportionality requirements by income level and age. The City is meeting all requirements as detailed below:
Administrative and monitoring expenses are capped at $200,000 , adjusted annually for inflation based on the Consumer Price Index or 5% of the statutory value of real property and loans and grants receivable (“Portfolio”), whichever is greater. o According to HCD, the FY 2020 -21 limit adjusted for inflation is $223,400. The Housing successor also has a portfolio value of $14,637,873, 5% of which is $731,894. This greater value is the Housing Successor's FY 2020-21 annual limit for administrative expenditures, which is well above the annual expenditures of $130,667.
Up to $250,000 may be spent annually on rapid rehousing solutions for homelessness.
The Housing Successor did not spend any funds on this category in FY 2020-21. If Housing Asset Funds are spent on housing projects and programs, within each five - year compliance period:
o At least 30% must be spent on extremely low -income households (earning up to 30% of the Area Median Income);
o No more than 20% may be spent on low i ncome households (earning 60-80% of the Area Median Income); and
o No monies may be spent on moderate or above moderate -income households (earning more than 80% of the Area Median Income).
FY 2020-21 marks the second year of the second five -year compliance p eriod. So far 100% of the Housing Successor’s expenditures on housing projects in the five -year compliance period have been spent assisting six extremely low -income units at 817 Walnut in FY 2019-20, the first year of the current five-year compliance period.
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3 No more than 50% of rental housing units assisted by the City or the former Redevelopment Agency in the prior 10 years may be restricted to seniors. The only rental housing units assisted in the prior 10 years are the six units at 817 Walnut, none of which are restricted to seniors.
Excess Surplus
The Housing Asset Fund is subject to excess surplus requirements, which are designed to ensure that Housing Asset Funds are being spent and not underutilized. Excess surplus is defined as “an unencumbered am ount in the account that exceeds the greater of one million dollars, or the aggregate amount deposited into the account during the housing successor’s preceding four fiscal years, whichever is greater.” San Carlos had no excess surplus for FY 2020-21. The Housing Successor has encumbered up to $7.3 million to develop affordable housing at 817 Walnut pursuant to the DDLA with Walnut Street LP. The City will use available Housing Asset Funds to pay for the majority of the $7.3 million committed to 817 Walnut. Any remaining balance will be paid using City inclusionary housing in -lieu fee funds. As of June 30, 2021, approximately $3 million was still due on this commitment, and the City expects to use any remaining Housing Successor funds for the project in FY 2021-22.
If the City has an excess surplus in the future, it must be spent or encumbered within three fiscal years. If the City fails to comply, the City would need to transfer any remaining excess surplus to HCD within 90 days after the end of the third fiscal year.
CONCLUSION:
The City is meeting all requirements imposed by Senate Bill 341 and related legislation. It will continue to maintain assets transferred from the former Redevelopment Agency as required by law.
ALTERNATIVES:
The options available to the City Council include:
1. Receive and authorize the filing of the Housing Successor Agency Report for Fiscal Year 2020-21; or
2. Do not receive authorize the filing of the Housing Successor Agency Report for Fiscal Year 2020-21; or
3. Provide staff with alternative direction.
Respectfully submitted by:
Adam Aronson, Economic Development
and Housing Manager
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4 Al Savay
Community Development Director
Approved for submission by:
_________________________
Jeff Maltbie, Executive Director
ATTACHMENT(S):
1. San Carlos Housing Successor Annual Report FY20-21
2. Appendix 1 Housing Asset Transfer Form
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HOUSING SUCCESSOR ANNUAL REPORT City of San Carlos Fiscal Year 2020-21
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Attachment: San Carlos Housing Successor Annual Report FY20-21 (Housing Report)
TABLE OF CONTENTS INTRODUCTION ............................................................................................................................. 1 THE CITY AS HOUSING SUCCESSOR ....................................................................................... 1 SCOPE OF THIS HOUSING SUCCESSOR ANNUAL REPORT ..................................................... 1 ASSETS TRANSFERRED TO HOUSING SUCCESSOR ............................................................... 1 BACKGROUND ............................................................................................................................... 2 LEGAL REQUIREMENTS PERTAINING TO HOUSING SUCCESSORS ........................................ 2 PERMITTED USES OF HOUSING ASSET FUNDS ...................................................................... 3 LIMITS ON THE ACCUMULATION OF HOUSING FUNDS (EXCESS SURPLUS) .......................... 5 HOUSING ASSET FUND ACTIVITY ................................................................................................. 6 EXPENDITURES ....................................................................................................................... 6 SENIOR HOUSING LIMIT COMPLIANCE .................................................................................... 7 DEPOSITS AND FUND BALANCE .............................................................................................. 7 EXCESS SURPLUS ................................................................................................................... 8 TRANSFERS TO OTHER HOUSING SUCCESSORS ................................................................... 9 HOUSING SUCCESSOR PORTFOLIO ....................................................................................... 10 PROPERTY DISPOSITION STATUS .......................................................................................... 11 HOMEOWNERSHIP UNIT INVENTORY ........................................................................................... 11 APPENDIX 1 – HOUSING ASSET TRANSFER FORM ...................................................................... 13 APPENDIX 2 - HOUSING SUCCESSOR ANNUAL REPORT REQUIREMENTS .................................. 14 APPENDIX 3 – HOUSING ASSET FUND EXPENDITURE REQUIREMENTS ..................................... 15
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Attachment: San Carlos Housing Successor Annual Report FY20-21 (Housing Report)
San Carlos Housing Successor Annual Report 2020-21 1
INTRODUCTION This Housing Successor Agency Annual Report (“Annual Report”) presents information on Fiscal Year (“FY”) 2020-21 expenditures and activities as required by Health and Safety Code (“HSC”) Section 34176.1(f), including but not limited to a housing successor’s compliance with certain expenditure activities over the year as well as a five-year planning period. This Annual Report is required of any housing successor to a former redevelopment agency. THE CITY AS HOUSING SUCCESSOR The City of San Carlos (“City”) is the Housing Successor Agency (“Housing Successor”) to the former San Carlos Redevelopment Agency (“Agency”). The Housing Successor is responsible for maintaining housing assets transferred from the former Agency. Its main goal is to provide affordable housing for City of San Carlos (“City”) residents. The Annual Report is an addendum to the City’s Housing Element Annual Progress Report. Both are due to the California Department of Housing and Community Development (“HCD”) by April 1 annually and must be accompanied by an independent financial audit. The City’s audited financial statements will be posted on the City website when available. SCOPE OF THIS HOUSING SUCCESSOR ANNUAL REPORT This Annual Report is limited to the Housing Authority’s activities as it relates to its role as a housing successor. This may include, but is not limited to, financial activities, property disposition, loan administration, monitoring of covenants, and affordable housing development. This Annual Report describes compliance with various annual, five-year, and ten-year housing expenditure and production requirements. FY 2019-20 is the first year of the current five-year compliance period for income proportionality, which begins July 1, 2019 and ends June 30, 2024. ASSETS TRANSFERRED TO HOUSING SUCCESSOR Upon the statewide dissolution of redevelopment in 2012, all rights, powers, committed assets, liabilities, duties, and obligations associated with the housing activities of the Agency were transferred to the Housing Successor. The Housing Successor prepared and submitted to the California Department of Finance (“DOF”) an inventory of housing assets to be transferred from the former Agency. The inventory was enumerated on a Housing Asset Transfer Form (“HAT”) which included:
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Attachment: San Carlos Housing Successor Annual Report FY20-21 (Housing Report)
San Carlos Housing Successor Annual Report 2020-21 2
1. Real Properties; 2. Personal Property; 3. Loans Receivables; and 4. Rents/Operations. All items on the HAT were reviewed and approved by DOF on September 5, 2012. Once approved by DOF and as directed by law, the Housing Successor transferred these assets to the Low and Moderate Income Housing Asset Fund (“Housing Asset Fund”, Fund 31). The Housing Successor inherited four real properties and other assets from the former Agency; over time, these assets will be disposed or retired in accordance with state law and any applicable agreements. A copy of the HAT is provided as Appendix 1.
BACKGROUND This section summarizes the legal requirements for use of housing successor assets that are addressed in this Annual Report. LEGAL REQUIREMENTS PERTAINING TO HOUSING SUCCESSORS In general, housing successors must comply with three major requirements pursuant to HSC Section 34176.1: 1. Expenditures and housing production are subject to income and age targets. 2. Housing successors may not accumulate an “excess surplus,” or a high cash balance based on certain thresholds. 3. Properties must be developed with affordable housing or sold within five to ten years of the California Department of Finance approving the Housing Asset Transfer Form. Appendix 2 provides a detailed summary of the reporting requirements that are addressed in this Annual Report.
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Attachment: San Carlos Housing Successor Annual Report FY20-21 (Housing Report)
San Carlos Housing Successor Annual Report 2020-21 3
PERMITTED USES OF HOUSING ASSET FUNDS Pursuant to HSC Section 34176.1, Housing Asset Funds may be spent on: • Administrative costs for operation of the housing successor agency. The law allows a housing successor to spend the greater of: o $200,000 per year adjusted for inflation, or o 5% of the statutory value of real property owned by the housing successor and the value of loans and grants receivable from the HAT (“Portfolio”), whichever is greater. The $200,000 limit adjusted for inflation in FY 2020-21 is $223,400 according to HCD. The Housing Successor’s FY 2020-21 Portfolio value was $14,637,873, of which 5% is $731,894. Therefore, the FY 2020-21 administrative cost limit for the San Carlos Housing Successor is the higher figure of $731,894. • Homeless prevention and rapid rehousing services up to $250,000 per year if the former Agency did not have any outstanding housing inclusionary or replacement housing production requirements. The Housing Successor qualifies because the former Agency had a surplus of affordable housing production units upon dissolution. • Affordable housing development assisting households up to 80 percent of the Area Median Income (“AMI”), subject to specific income and age targets. Five-Year Income Proportionality: Any Housing Asset Funds may be spent on development of affordable housing projects affordable to low-, very low-, and extremely low-income households. “Development” is defined in HSC Section 33413 as new construction, acquisition, rehabilitation or the preservation of affordable housing developments. Over each five-year compliance period, the current one beginning July 1, 2019, at least 30 percent of such development expenditures must assist extremely low-income households (30% AMI), while no more than 20 percent may assist low-income households (between 60-80% AMI). The balance of the funds may be used on very low-income households (defined as households earning between 30% and 60% of AMI).
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Attachment: San Carlos Housing Successor Annual Report FY20-21 (Housing Report)
San Carlos Housing Successor Annual Report 2020-21 4
The first five-year compliance period was January 1, 2014 through June 30, 2019. The Housing Successor was compliant with Housing Asset Fund income proportionality expenditure requirements during the first five-year compliance period. The current (second) five-year compliance period is July 1, 2019 to June 30, 2024. Note that housing successors must report expenditures by category each year, but compliance with income proportionality limits is measured every five years. For example, a housing successor could spend all its funds in a single year on households earning between 60-80% AMI, as long as it was 20 percent or less of the total expenditures during the five-year compliance period. Should a housing successor not spend at least 30% of its development expenditures for extremely low-income households, or exceeds the amount spent on low-income households, future expenditures are subject to greater restriction until these proportionality targets are met. Specifically, if a housing successor is unable to spend at least 30% of its development expenditures on extremely low-income units, it is required to increase this spending to 50% until compliant with the 30% threshold; a housing successor that spends more than 20% of its development expenditures on low-income units cannot spend any further funds on low-income developments until it is at or below the 20% threshold. As such, tracking these expenditures and their progress over the corresponding five-year period is an important function of this Annual Report. Ten-Year Age Proportionality on Units Assisted: If more than 50% of the total aggregate number of rental units produced by the City, Housing Successor, or former Agency during the past 10 years are restricted to seniors, the Housing Successor may not spend more Housing Asset Funds on senior rental housing. It is important to stress that Housing Successor expenditure and production requirements are measured on different timeframes: • One-Year Limits: Administrative Allowance and Homeless Prevention Allowance. Compliance evaluated annually and resets every year. • Five-Year Limit: Expenditures by Income Level. Compliance evaluated over a fixed five-year period set by law, the current period being July 1, 2019 to June 30, 2024.
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Attachment: San Carlos Housing Successor Annual Report FY20-21 (Housing Report)
San Carlos Housing Successor Annual Report 2020-21 5
• Ten-Year Limit: Number of Senior Deed-Restricted Units Assisted. Compliance evaluated based on a rolling ten-year period that is different every year, the current period being FY 2011-12 to 2020-21. Appendix 3 describes Housing Asset Fund expenditure requirements in more detail, including the types of costs eligible in each category. LIMITS ON THE ACCUMULATION OF HOUSING FUNDS (EXCESS SURPLUS) State law limits how much cash a housing successor may retain and, if it fails to commit and spend these dollars in a reasonable timeframe, ultimately penalizes the housing successor by requiring unspent funds to be transferred to HCD for use on State housing programs. HSC Section 34176.1(d) establishes a limit, known as an “excess surplus” on the amount of unencumbered Housing Asset Funds based on the greater of the following: • $1,000,000, or • The total amount of deposits made into the Housing Asset Fund over the preceding four years. Only amounts in excess of this threshold are considered an excess surplus. Once an excess surplus is determined, a housing successor must account for these funds separately and encumber said monies within three years. If after the third year the excess surplus has not been fully encumbered, the remaining balance of the excess surplus is to be transferred to HCD within 90 days. HCD is permitted to use these transferred excess surplus funds anywhere in the State under its Multifamily Housing Program or the Joe Serna, Jr. Farmworker Housing Grant Program. The concept of excess surpluses carries over from the era prior to dissolution of Redevelopment Law, when redevelopment agencies often were receiving substantial amounts of deposits from the mandatory housing set-aside of 20% of tax increment revenues. Today, excess surpluses are generally less common because housing successors no longer receive deposits comparable to the pre-dissolution period. As part of the Annual Report, a housing successor must disclose any excess surplus and describe the housing successor’s plan for eliminating this excess surplus.
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Attachment: San Carlos Housing Successor Annual Report FY20-21 (Housing Report)
San Carlos Housing Successor Annual Report 2020-21 6
HOUSING ASSET FUND ACTIVITY This Annual Report describes Housing Successor related activity in the Housing Asset Fund based on audited numbers by an independent auditor. The Housing Successor entered FY 2020-21 with $1.8M in Housing Asset Fund cash and expended $130,667 during the year on administration costs. EXPENDITURES The Housing Successor complied with all Housing Asset Fund spending restrictions in FY 2020-21, including five-year compliance period income targeting requirements as shown in Table 1 below. Table 1: Housing Asset Fund Expenditures • Administrative costs of $130,667 did not exceed the maximum amount for FY 2020-21. The annual limit for administration expenditures in FY 2020-21 is $731,894, which represents 5% of the City’s current statutory value of real properties and loan receivables. • No homeless prevention or rapid rehousing expenses were made in FY 2020-21. • The Housing Successor spent $4,023,714 toward the construction of 6 extremely low-income rental units at 817 Walnut in FY 2019-20, the first year of the second five-year compliance period from July 1, 2019 through June 30, 2024. The City has committed $7.3 million toward the project pursuant to a Disposition, Development and Loan Agreement (“DDLA”) with Walnut Street LP.
Fiscal Year 2020-21 Housing Asset Fund Expenditures
San Carlos Housing Successor
Admin/ Rapid Ext. LowOther Ext. LowVery Low Low
Annual Expenditures MonitoringRehousingRental UnitsUnits <30% AMI30-60% AMI60-80% AMI Administration1 $130,667 $0 $0 $0 $0 $0 $0
Annual Total $130,667 $0 $0 $0 $0 $0 $0
Compliance Period Expenditures
Total Expenditures $130,667 $0$4,023,714 $0$4,023,714 $0 $0 SB 341 Limitation2 $731,894$250,000 >30% <70% >30% N/A <20% Compliant (Yes/No) Yes Yes Yes Yes Yes N/A Yes1 The Admin/Monitoring and Rapid Rehousing amounts are annual Limits. Expenditures by income level are five-year limits 2 The Successor has complied with the Annual Limits each year of the compliance period Source: Low and Moderate Income Housing Fund Trial Balance Summary by Fund (6/30/20) and City Response to Data Request Five-Year Period (2019-20 through 2023-24)Annual Limits2
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Attachment: San Carlos Housing Successor Annual Report FY20-21 (Housing Report)
San Carlos Housing Successor Annual Report 2020-21 7
The majority of the $7.3 million will be paid form the Housing Asset Fund’s available cash balance. Any remaining balance will be paid from City inclusionary housing in-lieu fees. All development related expenditures in the first five-year compliance period were spent on the construction of extremely low-income rental units. Therefore, the five-year compliance period income targets were met. The Housing Successor will ensure it continues to meet all expenditure requirements going forward in the current five-year compliance period of July 1, 2019 through June 30, 2024. Failure to comply with the extremely low-income requirement in any five-year compliance period will result in the Housing Successor having to ensure that 50 percent of remaining funds be spent on extremely low-income rental units until in compliance. Exceeding the expenditure limit for low-income households earning between 60-80% AMI in any five-year reporting period will result in the Housing Successor not being able to expend any funds on these income categories until in compliance. SENIOR HOUSING LIMIT COMPLIANCE The Housing Successor complies with a limit allowing no more than 50 percent of the total aggregate number of rental units produced within the preceding ten years to be restricted to seniors. The Housing Successor, City, and former Agency have only assisted one affordable housing project in the prior ten years, which is the 817 Walnut street project assisted in FY 2019-20. None of the 6 extremely low-income units assisted by the Housing Successor at 817 Walnut are restricted to seniors as shown in Table 2. Table 2: Deed Restricted Units Assisted in last 10 Years, FY 2020-21 DEPOSITS AND FUND BALANCE The Housing Successor deposited $234,163 into the Housing Asset Fund during FY 2020-21. Revenues were from investment income, interest income, rents and rents as shown in Table 3.
Property1,2 Senior Units % Non-Senior
Units % Total Units
817 Walnut Street 0 0% 6 100% 6
Total 0 0% 6 100% 6
Total Deed-Restricted Senior Units: 0%
1 This list only includes units identified as senior-restricted living in the Housing Element. 2 This list only includes units that had a ground lease executed within the last 10 years.
Source: City of San Carlos
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Attachment: San Carlos Housing Successor Annual Report FY20-21 (Housing Report)
San Carlos Housing Successor Annual Report 2020-21 8
Table 3: Housing Asset Fund Deposits, FY 2020-21
The Housing Asset Fund balance as of June 30, 2021 was $8.6 million as summarized in Table 4. Of this amount, the cash balance was $1,887,821. Table 4: Housing Asset Fund – Ending Balance as of June 30, 2021 EXCESS SURPLUS The Housing Asset Fund may not accumulate an “excess surplus”, or an unencumbered cash balance that exceeds the greater of either $1 million or the sum of deposits in the prior four fiscal years. This requirement ensures that housing successors are actively spending available Housing Asset Funds on affordable housing. As shown in Table 5, The Housing Successor does not have an excess surplus. Under the terms of a Disposition Development and Loan Agreement ("DDLA") executed in FY 2018-19 for the 817 Walnut Balance Type Amount
Investment Income 2,142$
Interest Income 196,401$
Rents 35,620$
Total 234,163$
Source: City of San Carlos
Balance Type Amount
Cash 1,887,821$
Notes Receivable 5,786,145
Accounts Receivable 534,526
Bond Proceeds 1,140,627
Accounts Payable (575)
Miscellaneous (302)
Land Held for Resale1 972,829
Deferred Revenue (1,710,779)
Deposits due from Tenants (1,529)
Ending Balance 8,608,764$
Source: City of San Carlos, Fund 31 accounting records
1Excludes the value of 817 Walnut reported in Table 3 that is accounted for outside of Fund 31.
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Attachment: San Carlos Housing Successor Annual Report FY20-21 (Housing Report)
San Carlos Housing Successor Annual Report 2020-21 9
project, the City committed $7.3 million to assist with 6 extremely low-income rental units, with the majority of the funding coming from the Housing Successor. Approximately $4 million was expended in FY 2019-20 and the remainder is expected to be expended in FY 2021-22. The City will use all of the available Housing Asset Fund cash balance on 817 Walnut, leaving zero unencumbered Housing Asset Funds. Table 5: Excess Surplus Calculation FY 2020-21 The Housing Successor did not have an excess surplus at the end of FY 2020-21. TRANSFERS TO OTHER HOUSING SUCCESSORS There were no transfers to another housing successor entity for a joint project pursuant to HSC Section 34176.1.
Step 1: Determine Unencumbered Cash Balance From Financials FY 20-21 Beginning Cash Balance 1,831,636$
Less: Encumbered Funds 1,831,636$
Unencumbered Amount -$
$1 Million, or 1,000,000$
Last 4 years' deposits 1,798,519$
2019-20 1,258,114$
2018-19 177,427$
2017-18 234,998$
2016-17 127,980$
Result: Larger Number 1,798,519$
Step 3: Excess Surplus is Amount Step 1 Exceeds Step 2, if Any (1) Unencumbered Amount -$
(2) Less: Larger Number From Step 2 1,798,519$
Excess Surplus None
Source: City of San Carlos
1The City will use all of the available Housing Successor funds to meet a total commitment of $7.3 million for the 817 Walnut project in FY 2021-22. The remaining balance will be paid from City inclusionary housing in-lieu fees.
Step 2: Determine Greater of $1M or Last 4 Deposits
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Attachment: San Carlos Housing Successor Annual Report FY20-21 (Housing Report)
San Carlos Housing Successor Annual Report 2020-21 10
HOUSING SUCCESSOR PORTFOLIO The Housing Successor Portfolio includes four properties and four loans receivable transferred from the former Agency. The Portfolio had a value of $14,637,873 as of FY 2020-21, as detailed in Table 6. Table 6: Portfolio Value of Real Properties and Loans Receivable FY 2020-21 The City, as housing successor, owns four properties that had a book value of $8,851,728 as of June 30, 2021. The 633 Elm Street Unit 305 was transferred from the former Agency, while two properties, 633 Elm Street Unit 405 and 1001 Laurel Street Unit 207, are Below Market Rate units purchased by the Housing Successor in FY 2016-17 and FY 2017-18. The property purchases are not reported as expenditures in Figure 1 because the City owns the units, and the cash value was converted to real property value in the Housing Asset Fund. It is possible that the purchases will be converted to expenditures in the future if the Below Market Rate units are sold to low-income buyers and affordability restrictions are recorded. In FY 2019-20, the City entered into a DDLA with a developer to ground lease the 817 Walnut property to allow for new affordable development. A progressive value of $7,879,899 for the new improvements was capitalized as donated capital assets in FY 2020-21. The City also loaned $4.2 million for the Asset Amount
Real Properties
633 Elm Street Unit 305 354,999$
633 Elm Street Unit 405 377,987
1001 Laurel Street #207 239,843
817 Walnut Street 7,878,899
Subtotal 8,851,728$
Loans Receivable
Laureola Oaks 1,225,345$
1244 Cherry Street 100,000
717 Cedar 293,962
817 Walnut Street 4,166,838
Subtotal 5,786,145$
Total Portfolio Value 14,637,873$
Source: City of San Carlos, Fund 31 and Fund 90 accounting records
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Attachment: San Carlos Housing Successor Annual Report FY20-21 (Housing Report)
San Carlos Housing Successor Annual Report 2020-21 11
development of the property to the developer. This increased the loans receivable held by the City to four, totaling $5,786,145. PROPERTY DISPOSITION STATUS HSC Section 34176(e) requires that all real properties acquired by the Agency prior to February 1, 2012 and transferred to the Housing Successor be developed for affordable housing purposes or disposed of within five years from the date DOF approved the HAT, or September 5, 2017. The City has met this requirement. The Agency transferred four real properties to the City on the HAT: • 817 Walnut Street: The property was formally transferred to the City via a grant deed dated January 5, 2015. In FY 2019-20 the City entered into a DDLA with Walnut Street L.P. to redevelop the site from a 6-unit to a 24-unit apartment complex, of which 6 units will be affordable to extremely low-income households. • 633 Elm Street, Unit 305: This condominium unit continues to be operated as affordable housing and is leased to a low-income tenant. • 657 Walnut Street: This 7-unit multi-family apartment complex was transferred from the Housing Successor to a developer in January 2017 for the Wheeler Plaza development project. The sales proceeds were deposited to the Housing Asset Fund. • 1245-1265 San Carlos Avenue: This is a commercial property that was included on the HAT in error. It was subsequently included in the Successor Agency’s Long Range Property Management Plan and sold pursuant to a compensation agreement approved by DOF and affected taxing entities.
HOMEOWNERSHIP UNIT INVENTORY Table 7 presents an inventory of homeownership units assisted by the Housing Successor that require restrictions, covenants, or an adopted program that protects Housing Asset Fund monies.
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Attachment: San Carlos Housing Successor Annual Report FY20-21 (Housing Report)
San Carlos Housing Successor Annual Report 2020-21 12
Table 7: Homeownership Unit Inventory
Address # Units
Covenant
Recorded
Covenant
Expires
3327 Brittan #7 1 1/13/07 1/13/52
641 Cedar Street #101 1 8/5/06 8/5/51
641 Cedar Street #202 1 6/14/06 6/14/51
633 Elm #106 1 3/20/02
633 Elm #107 1 2/12/00
633 Elm #206 1 ???
633 Elm #207 1 1/21/00
633 Elm #215 1 4/27/00
633 Elm #216 1 1/14/00
633 Elm #305 1
633 Elm #306 1 1/21/00
633 Elm #307 1 4/2/05
633 Elm #316 1 1/28/00
633 Elm #405 1 12/21/02
618 Walnut #303 1 11/18/04
618 Walnut #305 1 8/17/01
#102 1 7/2/19 7/2/64
#105 1 11/15/18 11/15/63
#106 1 8/18/06 8/30/51
#107 1 9/21/06 9/29/51
#109 1 1/2/07 1/12/52
#203 1 6/20/06 6/29/51
#204 1 6/20/06 6/29/51
#205 1 6/20/06 6/29/51
#207 1 11/16/05 12/3/50
#209 1 8/2/06 8/22/51
#213 1 11/27/07 1/12/53
#218 1 11/27/07 12/12/52
#222 1 3/29/07 4/13/52
#225 1 1/8/08 1/22/53
#322 1 6/20/06 6/28/51
#325 1 6/20/06 6/29/51
#203 1 9/11/18 9/11/63
#304 1 8/10/18 8/10/63
#306 1 8/13/18 8/13/63
Total Restricted Units 35
Source: City of San Carlos
777 Walnut Street
In perpetuity w/
Resale Purchase
Option
Pacific Hacienda
1001 Laurel Street
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Attachment: San Carlos Housing Successor Annual Report FY20-21 (Housing Report)
San Carlos Housing Successor Annual Report 2020-21 13
APPENDIX 1 – HOUSING ASSET TRANSFER FORM The Housing Asset Transfer Form is attached as a separate document.
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Attachment: San Carlos Housing Successor Annual Report FY20-21 (Housing Report)
San Carlos Housing Successor Annual Report 2020-21 14
APPENDIX 2 - HOUSING SUCCESSOR ANNUAL REPORT REQUIREMENTS Health and Safety Code Section 34176.1(f) Housing Asset Fund Revenues & Expenditures Total amount deposited in the Housing Asset Fund for the fiscal year. Amount of deposits funded by a Recognized Obligation Payment Schedule (“ROPS”). Statement of balance at the close of the fiscal year. Description of Expenditures for the fiscal year, broken out as follows: • Homeless prevention and rapid rehousing • Administrative and monitoring • Housing development expenses by income level assisted Description of any transfers to another housing successor for a joint project. Other Assets and Active Projects Description of any project(s) funded through the ROPS. Update on property disposition efforts (note that housing successors may only hold property for up to five years, unless it is already developed with affordable housing). Other “portfolio” balances, including: • Statutory value of any real property either transferred from the former Agency or purchased by the Housing Asset Fund • Value of loans and grants receivable Inventory of homeownership units assisted by the former Agency or the housing successor that are subject to covenants or restrictions or to an adopted program that protects the former Agency’s investment of monies from the Low and Moderate Income Housing Fund. Obligations & Proportionality Description of any outstanding production obligations of the former Agency that were inherited by the Housing Authority. Compliance with proportionality requirements (income group targets), which must be upheld on a five-year cycle. Percentage of deed-restricted rental housing restricted to seniors and assisted by the former Agency, the Housing Authority, or the City within the past ten years compared to the total number of units assisted by any of those three agencies. Amount of any excess surplus, and, if any, the plan for eliminating it.
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Attachment: San Carlos Housing Successor Annual Report FY20-21 (Housing Report)
San Carlos Housing Successor Annual Report 2020-21 15
APPENDIX 3 – HOUSING ASSET FUND EXPENDITURE REQUIREMENTS Housing Asset Fund Expenditure Requirements Health and Safety Code Section 34176.1 Expense Category Limits Allowable Uses Administration and Compliance Monitoring $731,894 maximum for FY 2020-21 (limit varies each year) Administrative activities such as: • Professional services (consultant fees, auditor fees, etc.) • Staff salaries, benefits, and overhead for time spent on Housing Successor administration • Compliance monitoring to ensure compliance with affordable housing and loan agreements • Property maintenance at Housing Successor-owned properties Capped at $200,000 adjusted annually for inflation or 5% of the statutory value of real property owned by the housing successor and the value of loans and grants receivable from the HAT (“Portfolio”), whichever is greater. Homeless Prevention and Rapid Rehousing Solutions $250,000 maximum per fiscal year Services for individuals and families who are homeless or would be homeless but for this assistance, including: • Contributions toward the construction of local or regional homeless shelters • Housing relocation and stabilization services including housing search, mediation, or outreach to property owners • Short-term or medium-term rental assistance • Security or utility deposits • Utility payments • Moving cost assistance • Credit repair • Case management • Other appropriate activities for homelessness prevention and rapid rehousing of persons who have become homeless. Affordable Housing Development No spending limit, but must comply with income and age targets “Development” includes: • New construction • Acquisition and rehabilitation • Substantial rehabilitation • Acquisition of long-term affordability covenants on multifamily units • Preservation of at-risk units whose affordable rent restrictions would otherwise expire over the next five years
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Attachment: San Carlos Housing Successor Annual Report FY20-21 (Housing Report)
San Carlos Housing Successor Annual Report 2020-21 16
Housing Asset Fund Expenditure Requirements Health and Safety Code Section 34176.1 Expense Category Limits Allowable Uses Income Targets Every five years (currently FYE 2020-2024), Housing Asset Funds must meet income targets: • At least 30% on extremely low income rental households (up to 30% AMI or “Area Median Income”) • No more than 20% on low income households (60-80% AMI) Moderate and above moderate income households may not be assisted (above 80% AMI). Failure to comply with the extremely low income requirement in any five-year compliance period will result in having to ensure that 50 percent of remaining funds be spent on extremely low income rental units until in compliance. Exceeding the expenditure limit for low households earning between 60-80% AMI in any five-year reporting period will result in not being able to expend any funds on these income categories until in compliance. Age Targets For the prior ten years (resets every year), a maximum of 50% of deed-restricted rental housing units assisted by the Housing Successor or its host jurisdiction may be restricted to seniors. If a housing successor fails to comply, Housing Asset Funds may not be spent on deed-restricted rental housing restricted to seniors until in compliance.
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Attachment: San Carlos Housing Successor Annual Report FY20-21 (Housing Report) Former Redevelopment Agency: San Carlos Redevelopmen t Agency Successor Agency to the Former
Redevelopment Agency: City of San Carlos, Acting as Successor to the San Carlos Redevelopment Agency Entity Assuming the Housing Functions
of the former Redevelopment Agency: City of San Carl os Entity Assuming the Housing Functions Economic Development & Contact Name: Mark Sawicki Title Housing Manager Phone 6 50-802-4220 [email protected]
Entity Assuming the Housing Functions
Contact Name: Rebecca Mendenhall Title Administrative Services Director Phone 650-402-4221 [email protected]
The following Exhibits noted with an X in the box are included as part of this inventory of housing assets:
Exhibit A - Real Property x
Exhibit B- Personal Property x
Exhibit C - Low-Mod Encumbrances
Exhibit D - Loans/Grants Receivables
x
Exhibit E - Rents/Operations x
Exhibit F- Rents
Exhibit G - Deferrals
Prepared By:
Mark Sawicki
Date Prepared: 7/31/2012
E-Mail Address
E-Mail Address
All assets transferred to the entity assuming the housing functions between February 1, 2012 and the date the exhibits were created are included in this housing assets list.
DEPARTMENT OF FINANCE
HOUSING ASSETS LIST
ASSEMBLY BILL X1 26 AND ASSEMBLY BILL 1484
(Health and Safety Code Section 34176)
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Attachment: Appendix 1 Housing Asset Transfer Form (Housing Report) Exhibit A - Real Property
Item #
Carrying Value
of Asset
Total
square
footage
Is the property
encumbered by
a low-mod
housing
covenant?
Source of
low-mod
housing
covenant b/
Date of
transfer to
Housing
Successor
Agency
Construction
or acquisition
cost funded
with Low-Mod
Housing Fund
monies
Construction
or acquisition
costs funded
with other
RDA funds
Construction
or acquisition
costs funded
with non-RDA
funds
Date of
constructio
n or
acquisition
by the
former RDA
Interest in real
property
(option to
purchase,
easement,
etc.)
1 $354,696 approx.
700 Yes
local
ordinance;
CRL
2/1/2012 $348,046 $0 $0 10/7/2009 fee title
2 $600,865 5,500 No n/a 2/1/2012 $720,156 $0 $0 1/9/2001 fee title 3 $1,163,127 6,500 No n/a 2/1/2012 $1,385,000 $0 $0 3/29/2002 fee title 4 $919,518 8,360 No n/a c/ $1,070,815 $0 $0 3/1/2003 fee title 5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
34176(e)(1) Any real property, interest in, or restriction on the use of real property, whether improved or not, any any personal property provided in residences, including furniture and appliances, all housing-related files and loans and documents, office supplies, software licenses, and mapping programs, that were acquired for low- and moderate-income housing purposes, either by purchase or through a loan, in whole or in part, with any source of funds. c/ The property currently has an open case with the San Mateo County Environmental Health Department, requiring further testing and a plan for remediation (a dry cleaners is identified as a source of potential soil and water contamination). The City reserves its rights to retain this asset, but only after assurance that the site is clean or that the Successor Agency and/or tenant will be responsible for remediation costs.
City San Carlos
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) Type of Asset a/
1 Condominium unit
a/ Asset types may include low-mod housing, mixed-income housing, low-mod housing with commercial space, mixed-income housing with commercial space.
Square footage
reserved for low-
mod housing
Legal Title and
Description
approx. 700
5,500
6,500
b/ May include California Redevelopment Law, tax credits, state bond indentures, and federal funds requirements.
633 Elm St #305
657 Walnut
817 Walnut
8,360 1245-1265 San Carlos
Ave
apartment building with
7 units
apartment building with
6 units
commercial building
with 5 tenants
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Attachment: Appendix 1 Housing Asset Transfer Form (Housing Report) Exhibit B - Personal Property
Item #
Carrying Value
of Asset
Date of
transfer to
Housing
Successor
Agency
Acquisition
cost funded
with Low-Mod
Housing Fund
monies
Acquisition
costs funded
with other RDA
funds
Acquisition
costs funded
with non-
RDA funds
Date of
acquisition by
the former RDA
1 1 Refrigerator installed
at original occupancy
is part of sale of
Condominium unit
no separate
value assigned 2/1/2012 $0 $0 $0 10/7/2009
2 3
4 5
6 7
8 9
10 11
12 13
14 15
16 17
18 19
20 34176(e)(1) Any real property, interest in, or restriction on the use of real property, whether improved or not, any any personal property provided in residences, including furniture and appliances, all housing-related files and loans and documents, office supplies, software licenses, and mapping programs, that were acquired for low- and moderate-income housing purposes, either by purchase or through a loan, in whole or in part, with any source of funds.
City of San Carlos
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) Type of Asset a/ Description
633 Elm St #305
a/ Asset types any personal property provided in residences, including furniture and appliances, all housing-related files and loan documents, office supplies, software licenses, and mapping programs, that were acquired for low and moderate income housing purposes, either by purchase or through a loan, in whole or in part, with any source of funds.
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Attachment: Appendix 1 Housing Asset Transfer Form (Housing Report) Exhibit C - Low-Mod Encumbrances
Item #
Contractual
counterparty
Total amount
currently
owed for the
Enforceable
Obligation
Is the property
encumbered by
a low-mod
housing
covenant?
Source of low-
mod housing
covenant b/
Current
owner of
the property
Construction or
acquisition cost
funded with
Low-Mod
Housing Fund
monies
Construction or
acquisition costs
funded with
other RDA funds
Construction
or acquisition
costs funded
with non-RDA
funds
Date of
construction or
acquisition of
the property
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
34176(e)(2) Any funds that are encumbered by an enforceable obligation to build or acquire low- and moderate-income housing, as defined by the Community Redevelopment Law unless required in the bond covenants to be used for repayment purposes of the bond. a/ May include low-mod housing, mixed-income housing, low-mod housing with commercial space, mixed-income housing with commercial space.
b/ May include California Redevelopment Law, tax credits, state bond indentures, and federal funds requirements.
City of San Carlos
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) Date contract for
Enforceable
Obligation was
executed
Type of housing built
or acquired with
enforceably obligated
funds a/
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Attachment: Appendix 1 Housing Asset Transfer Form (Housing Report) Exhibit D - Loans/Grants Receivables
Item #
Amount of the loan
or grant
Date the loan or
grant was issued
Purpose for which the
funds were loaned or
granted
Are there
contractual
requirements
specifying the
purposes for which
the funds may be
used?
Repayment date, if
the funds are for a
loan
Interest rate
of loan
Current
outstanding
loan balance
1 100,000 $ 5/31/1995
Assist HAND with the
acquisition of real
property located at 1244
Cherry Street, San Carlos
yes 6/1/2025 No interest 100,000 $
2 $ 300,000 6/28/1994
For construction of the
shared housing facility for
low income families
located at 717 Cedar
Street San Carlos
yes 6/27/2024 no interest 293,962
3 175,000 $ 12/9/1992
Sale of City's property to
develop as affordable
rental housing units
located at 608 East San
Carlos Ave San Carlos
yes 3/9/2049 7% 666,506
4 4,048,147 $ 9/16/2002
Assist developer to
finance the project, 20%
of the completed units are
held available to very low
income tenants at
affordable rents
yes 8/1/2037 9.75%
$3,800,000
plus accrued
interest of
$247,000
5 $1,201,582
in aggregate
outstanding
Various dates
For first time home buyers
who qualify as having low
and moderate income,
loans are used as a down
payment on the purchase
of a home in the City of
San Carlos
yes Various; each loan
term is 15 years 3% 1,211,005
6 7
8 9
10 34176( e)(3) Any loan or grant receivable, funded from the Low and Moderate Income Housing Fund, from homebuyers, homeowners, nonprofit or for-profit developers, and other parties that require occupancy by persons of low or moderate income as defined by the CRL.
City of San Carlos
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) Was the Low-Mod
Housing Fund amount
issued for a loan or a
grant?
Person or entity to
whom the loan or
grant was issued
Yes Human Investment
Project Inc
Yes
Housing Association for
the Needy and
Dispossessed
Laureola Oaks
Associates
San Carlos
Development
Corporation
22 individual first time
home buyers
Yes
Yes
Yes
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Attachment: Appendix 1 Housing Asset Transfer Form (Housing Report) Exhibit E - Rents/Operations
Item #
Type of property
with which they
payments are
associated b/
Property
owner
Entity that
collects the
payments
Entity to which
the collected
payments are
ultimately
remitted
Purpose for
which the
payments are
used
Is the property
encumbered
by a low-mod
housing
covenant?
Source of low-
mod housing
covenant c/
Item # from
Exhibit A the
rent/operation
is associated
with (if
applicable)
1 Net rental income
after operating
expenses
657 Walnut City of San
Carlos HIP Housing City of San
Carlos
Deposited to
LMIHF No n/a 2
2 Net rental income
after operating
expenses
817 Walnut City of San
Carlos HIP Housing City of San
Carlos
Deposited to
LMIHF No n/a 3
3 Net rental income
after operating
expenses
1245-1265 San
Carlos Ave
City of San
Carlos
Ed Chow &
Associates
City of San
Carlos
Deposited to
LMIHF No n/a 4
4 5
6 7
8 9
10 34176( e)(4) Any funds derived from rents or operations of properties acquired for low- and moderate-income housing purposes by other parties that were financed with any source of funds, including residual receipt payments from developers, conditional grant repayments, cost savings and proceeds from refinancing, and principal and interest payments from homebuyers subject to enforceable income limits. c/ May include California Redevelopment Law, tax credits, state bond indentures, and federal funds requirements.
b/ May include low-mod housing, mixed-income housing, low-mod housing with commercial space, mixed-income housing with commercial space. a/ May include revenues from rents, operation of properties, residual receipt payments from developers, conditional grant repayments, costs savings and proceeds from refinancing, and principal and interest payments from homebuyers subject to enforceable income limits.
City of San Carlos
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) Type of payment a/
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Attachment: Appendix 1 Housing Asset Transfer Form (Housing Report) Exhibit F - Rents
Item #
Type of property
with which the
payments are
associated b/ Property owner
Entity that
collects the
payments
Entity to which the
collected
payments are
ultimately remitted
Purpose for
which the
payments are
used
Is the property
encumbered
by a low-mod
housing
covenant?
Source of low-
mod housing
covenant c/
Item # from
Exhibit A the rent
is associated
with (if
applicable)
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
34176( e)(5) A stream of rents or other payments from housing tenants or operators of low- and moderate-income housing financed with any source of funds that are used to maintain, operate, and enforce the affordability of housing or for enforceable obligations associated with low- and moderate-income housing.
City of San Carlos
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) b/ May include low-mod housing, mixed-income housing, low-mod housing with commercial space, mixed-income housing with commercial space.
c/ May include California Redevelopment Law, tax credits, state bond indentures, and federal funds requirements.
Type of payment a/
a/ May include rents or home loan payments.
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Attachment: Appendix 1 Housing Asset Transfer Form (Housing Report) Exhibit G - Deferrals
Item #
Fiscal year in
which funds
were deferred
Amount
deferred
Interest rate
at which
funds were
to be repaid
Current
amount owed
Date upon which
funds were to be
repaid
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
34176( e)(6) Repayments of loans or deferrals to the LMIHF from the RDA City of San Carlos
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) Purpose for which
funds were deferred
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Attachment: Appendix 1 Housing Asset Transfer Form (Housing Report)
CITY COUNCIL
STAFF REPORT
MEETING DATE: March 28, 2022
ITEM TITLE: Adopt a Resolution Approving the Plans and Specifications and Authorizing a Call for Bids for the 2022 Pavement Rehabilitation Project C9416-22.
RECOMMENDATION:
Staff recommends tha t the City Council adopt a Resolution approving the plans and specifications and authorize a call for bids for the 2022 Pavement Rehabilitation Project C9416 -
22. FISCAL IMPLICATIONS:
The 2022 Pavement Rehabilitation Project (“Project”) is part of the Ann ual Street Resurfacing Program funded by the Gas Tax Fund. Construction management, inspection, and project administration costs are excluded from the total project cost, as they will be performed by City staff.
Funding for the Project comes from C9416, w hich has an available project budget of approximately $4,856,909 in Fiscal Year 2021 -22. The engineer’s estimate for the Project is $3,700,000. As such, there is sufficient budget to award the base bid for the Project with contingency.
BACKGROUND:
The purpose of this Project is to proactively identify and repair locations of poor asphalt pavement on City streets as part of the Pavement Management Program (“PMP”). In addition, the Project furthers the City’s goal of increasing the average Pavement Condit ion Index (“PCI”) to 65, which aligns with the San Francisco Bay Area average.
The Project includes rehabilitating the existing pavement to a new or like -new condition, repairing failures within the pavement, reconstructing existing or constructing new cu rb ramps, removing and replacing existing traffic striping and pavement markings with high -visibility thermoplastic striping, installing green infrastructure, and improving the existing storm drain utility.
The scope of work was developed based upon the PMP, staff observations, and resident concerns. The Project will rehabilitate streets on the final year of the PMP and will encompass all remaining streets that were not addressed in previous years.
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2 The PMP primarily targets streets with PCI scores that are 70 and below, which are at -risk/fair or poor. However, streets that meet other factors such as traffic volume and utility project coordination are also considered for rehabilitation.
Streets described as at-risk/fair, with a PCI from 50 to 70, will r eceive slurry sealing. Slurry seal is a thin asphalt overlay intended to repair surface imperfections and seal cracks, which can preserve the existing pavement and prevent infiltration of water leading to further failure.
Streets described as poor, with a PCI between zero to 50, will receive an overlay. Overlay is a treatment which consists of removing the top layer of the existing pavement and replacing it with a new layer of asphalt concrete. Streets requiring an overlay are typically deteriorating wit h significant cracking and failing that cannot be repaired with surface treatment.
Staff retained Bellecci & Associates, Inc. (“Consultant”) to provide engineering services and prepare the construction documents. Staff and Consultant worked with site -adjacent residents and businesses during the preparation of construction documents to ensure the improvements would not result in any negative impacts.
Street segments identified for rehabilitation under this Project include:
Street Name From To Type of Treatment
Belmont Avenue Cedar Street Rosewood Avenue Overlay
Carmelita Drive Cordilleras Avenue End Overlay
Cordilleras Avenue Brittan Avenue Emerald Avenue Overlay Cowgill Alley Morse Boulevard Eaton Avenue Overlay
Debbie Court Eaton Avenue End Overlay
Elm Street San Carlos Avenue Cherry Street Overlay
Melendy Drive Somerset Court Alameda de las Pulgas Overlay Oakview Drive Emerald Avenue Alameda de las Pulgas Overlay Wildwood Avenue Edgehill Drive Alameda de las Pulgas Overlay Woodland Avenue Howard Avenue Belmont Avenue Overlay
Cedar Street Howard Avenue Belmont Avenue Slurry Seal
Chestnut Street Howard Avenue Belmont Avenue Slurry Seal Geneva Avenue Howard Avenue Belmont Avenue Slurry Seal
Hill Way Howard Avenue Alameda de las Pulgas Slurry Seal Maple Way De Anza Avenue De Anza Avenue Slurry Seal
Neal Avenue Thornhill Avenue Ridge Road Slurry Seal
Oakhurst Avenue Howard Avenue Belmont Avenue Slurry Seal Sherwood Drive Terrace Road End Slurry Seal
ANALYSIS:
Staff prepared the plans and specifications and the City Engineer signed the final bid set of the plans and specifications on March 18, 2022.
If Council approves the plans and specifications and authorizes a call for bids for the Project this evening, the bid opening date will be scheduled for May 2, 2022 at 3:00 p.m. and award of the Project would be before the City Council for consideration at its May 23, 2022 meeting.
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3 ALTERNATIVES:
The alternatives available to the City Council include:
1. Adopt a Resolution approving the plans and specifications and authorizing a call for bids for the 2022 Pavement Rehabilitation Project C9416-22; or
2. Do not adopt the Resolution; or
3. Provide staff with alternative direction.
Respectfully submitted by:
Steven Machida,
Public Works Director
Approved for submission by:
_________________________
Jeff Maltbie, City Manager
ATTACHMENT(S):
1. Resolution
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RESOLUTION NO. 2022 – ____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS
APPROVING THE PLANS AND SPECIFICATIONS AND AUTHORIZING A CALL FOR BIDS FOR THE 2022 PAVEMENT REHABILITATION PROJECT C9416-22.
WHEREAS, the purpose of th e 2022 Pavement Rehabilitation Project (“Project”) is to proactively identify and repair locations of poor asphalt pavement on City streets as part of the Pavement Management Program (“PMP”); and
WHEREAS, the Project furthers the City’s goal of increasing the average Pavement Condition Index (“PCI”) to 65 bringing it into alignment with the San Francisco Bay Area average; and
WHEREAS, the Project includes rehabilitating the existing pavement to a new or like-new condition, repairing failures within the pavement, reconstructing existing or constructing new curb ramps, removing and replacing existing traffic striping and pavement markings with high-visibility thermoplastic striping, installing green infrastructure, and improving the existing storm drain utility; and
WHEREAS, the scope of work was developed based upon the PMP, staff observations, and resident concerns; and
WHEREAS, the 2022 Project will rehabilitate streets on the final year of the PMP and will encompass all remaining streets that were not addressed in previous years; and
WHEREAS, the PMP primarily targets streets with PCI scores that are 70 and below, which are at-risk/fair or poor; and
WHEREAS, streets described as at-risk/fair, with a PCI from 50 to 70, will receive slurry sealing; and
WHEREAS, streets described as poor, with a PCI between zero to 50, will receive an overlay; and
WHEREAS, staff retained Bellecci & Associates, Inc. to provide engineering services and prepare the construction documents; and
WHEREAS, staff recommends approving the plans and specifications and authorizing a call for bids for the Project.
NOW, THEREFORE BE IT RESOLVED , that the San Carlos City Council hereby approves the plans and specifications and authoriz es a call for bids for the 2022 Pavement Rehabilitation Project C9416-22.
* * * * *
I, Crystal Mui, City Clerk, hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Carlos at a scheduled meeting thereof held on the 28th day of March 2022, by the following vote:
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Attachment: Resolution (Plans and Specs for Annual Pavement Rehabilitation Project) AYES, COUNCILMEMBERS: ___________________________________________ NOES, COUNCILMEMBERS: ___________________________________________ ABSENT, COUNCILMEMBERS: ___________________________________________
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
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Attachment: Resolution (Plans and Specs for Annual Pavement Rehabilitation Project)
CITY COUNCIL
STAFF REPORT
MEETING DATE: March 28, 2022
ITEM TITLE: Deny Claim of Khalil Maslam.
RECOMMENDATION:
Staff recommends that the City Council deny the claim of Khalil Maslam as recommended by the Sedgwick representative.
FISCAL IMPLICATIONS:
None for this action.
BACKGROUND:
This item is coming before the Council to act on the claim submitted by Khalil Maslam. Staff is recommending the Council’s denial of the claim based on Sedgwick guidance.
The Tort Claims Act. California Government Code Sections 900, seq., mandates that all claims for money or damages against a public entity must be presented in writing to the public entity prior to filing suit. Generally, claims concerning personal injury, wrongful death, damage to personal property, or damage to crops must be presented to the public within six (6) months of the accrual of the claim. All other claims, principally claims on contracts and damage to real property, are subject to a one-year statute of limitations for presentation of the tort claim. Once a tort claim is received by the public entity, the entity has forty-five (45) days to act on the claim. A claim can be settled or rejected. If no action is taken within 45 days, the claim is deemed rejected by operation of law on the last day.
Claims Processing in San Carlos . When the City receives a claim, the claim is immediately forwarded to claims examiners at Sedgwick for investigation. After Sedgwick investigates the claim, Sedgwick provides a recommendation to the City on how to handle the claim.
About Sedgwick. Sedgwick is a leading global provider of technology -enabled risk, benefits , and integrated business solutions. In July 2019, Sedgwick acquired York Risk Services Group (“York”). York was originally hired through the Poo led Liability Assurance Network Joint Powers Authority (“PLAN JPA”), and Sedgwick will continue claims administration services to provide claims administration services to the City. The City Council approved the City’s participation in the PLAN JPA (previo usly known as the Association of Bay Area Government Pooled Liability Assurance Network or “ABAG PLAN”) on November 27, 2017 and designated the
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2 Administrative Services Director and Senior Management Analyst as primary and alternate PLAN JPA Board members.
ANALYSIS:
Khalil Maslam (“Claimant”) filed a claim against the City for bodily injury as a result of a vehicle accident. The Claimant alleged that on September 9, 2021, a Public Works employee collided violently with the Claimant at or near the interse ction of Roberta Drive and Kehoe Avenue in San Mateo.
This does not appear to be a case of liability against the City as San Mateo does not fall under the jurisdiction of the City of San Carlos. As such, Sedgwick has recommended formal rejection of Khalil Maslam’s claim.
Council’s rejection of this claim does not prohibit staff or the staff of Sedgwick from continuing to work with the claimant to resolve the dispute.
ALTERNATIVES:
The alternatives available to the City Council include:
1. Deny claim of Khalil Maslam; or
2. Do not deny claim of Khalil Maslam; or
3. Provide staff with alternative direction.
Respectfully submitted by:
Rebecca Mendenhall,
Administrative Services Director
Approved for submission by:
_________________________
Jeff Maltbie, City Manager
ATTACHMENT(S):
1. Khalil M. - Claim
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Attachment: Khalil M. - Claim (Deny Claim of Maslam)
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Attachment: Khalil M. - Claim (Deny Claim of Maslam)
CITY COUNCIL
STAFF REPORT
MEETING DATE: March 28, 2022
ITEM TITLE: Receive a Report on the City's State of the Streets.
RECOMMENDATION:
Staff recommends that the City Council receive a presentation on the state of City streets.
FISCAL IMPLICATIONS:
There is no fiscal impact to receiving this report . The proposed budget includes funding for street maintenance.
BACKGROUND:
City Streets: The City currently maintains approximately 86 centerline miles of streets, 179 lane miles, and 494 street segments. A centerline mile represents the total mileage of roadway along the center alignment of a street segment. A lane mile represents the total mileage of roadway covered by multiplying the centerline miles by the number of lanes within the street segmen t. A street segment represents a section of roadway that is separated by two intersections.
Functional Class: Streets are further classified into arterial, collector, or residential functional classes. Arterials are high -capacity street segments with av erage daily traffic of 15,000 to 50,000 vehicles. Collectors are moderate to low -capacity street segments with average daily traffic of 5,000 to 15,000 vehicles. Residential/local street segments are characterized as low - capacity with average daily traffic of 1,000 to 5,000 vehicles.
The table below further breaks down the functional classification between the street miles and segments:
Functional Classification Total Centerline Miles Total Lane Miles Total Sections Arterial 13.41 34.85 56
Collector 10.79 21.56 45
Residential/Local 62.05 122.77 393
Total 86.25 179.18 494
Pavement Condition Index (“PCI”): Street segments receive a condition rating between zero and 100. PCIs are determined by the amount of surface distress such as cracking, distorti on, patching and utility cuts, rutting and depression, weathering, or raveling that is present during an evaluation. The severity of street surface distress is further classified as low, medium, or heavy.
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2 A score is assigned to the street segment based on the inspection of a representative sample, types of distresses, and severity of distresses. Based on the surface distress and severity, a PCI rating was given to the street segments. A PCI of zero denotes a failed street segment, and a PCI of 100 a new street segment.
The current average PCI for each functional classification of the street segments within the City are shown in the table below:
Functional Classification Average PCI
Arterial 64
Collector 52
Residential/Local 56
Conditional Category: Street segments are grouped into four condition categories according to the PCI. “Condition 1” indicates that a segment is in very good to excellent condition with PCI from 70 to 100. “Condition II/III” describes street segments that are at -risk to fair and have PCI from 50 to 70. “Condition IV” street segments are in poor condition with PCI between 25 and 50.
Lastly, “Category V” indicates that a segment is in very poor to failed condition with a PCI rating from zero to 25.
The current conditions of the street segments within the City are shown in the table below:
Condition Categories PCI Percent (%)
Condition I 70-100 38
Condition II/III 50-70 26
Condition IV 25-50 21
Condition V 0-25 15
The condition category of a street segment determines whethe r Public Works will perform light maintenance, heavy maintenance, or reconstruction of the segment.
ANALYSIS:
The Pavement Management Program (“PMP”) allows the City to determine the most cost - effective way to perform street resurfacing on street segme nts that are in fair and good condition, while focusing efforts on streets that are failing.
The City performed a comprehensive PMP update through a grant received by the Metropolitan Transportation Commission and their consultant AMS Consulting in 2019 . The update included performing street segment assessments, assisting in managing the PMP budget, and preparing the next five (5) years of the Annual Street Resurfacing Projects.
The overall PCI for the City is currently at 57, which is weight averaged. This average is ascertained by multiplying the PCI for each street segment by the total area of the street segment, and dividing by the total area of the City’s road network.
An average PCI of 57 is considered at -risk/fair based on MTC standards and is 10 points below the San Francisco Bay Area average of 67.
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3 AMS also assisted in preparing the next five year PMP to increase the overall PCI for the City by five points and continue to get closer to the San Francisco Bay Area average.
Unfortunately, due t o the COVID -19 pandemic, there was a delay in the completion of recent Annual Street Resurfacing Projects. However, staff will be working to update the plan over the next year to increase the number of street segments resurfaced annually.
Respectfully submitted by:
Steven Machida,
Public Works Director
Approved for submission by:
_________________________
Jeff Maltbie, City Manager
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CITY COUNCIL
STAFF REPORT
MEETING DATE: March 28, 2022
ITEM TITLE: Consideration of Accepting the Housing Element Annual Progress Report for 2021 and Direct Staff to Submit the Report to the California Department of Housing and Community Development a nd the Governor’s Office of Planning and Research.
RECOMMENDATION:
Staff recommends that the City Council accept the 2021 Housing Element Annual Progress Report and direct staff to submit it to the California Department of Housing and Community Development and the Governor’s Office of Planning and Research.
FISCAL IMPLICATIONS:
There are no fiscal impacts associated with the completion and submittal of the 2021 Housing Element Annual Progress Report to the California Department of Housing and Communit y Development and the Governor’s Office of Planning and Research.
BACKGROUND:
Government Code Section 65400 requires the City to prepare an annual report on the status and progress on implementing the San Carlos 2015 -2023 Housing Element, adopted May 11, 2015. To comply with this requirement, staff has completed an Annual Progress R eport (“APR”) and would like to share this report with the Planning Commission prior to presenting it to the City Council. Review by the City Council, prior to submitting the report to the State Office of Housing and Community Development ( “HCD”) and the Governor’s Office of Planning and Research (“OPR”), is required by State law.
The 2021 APR for San Carlos consists of housing development applications submitted, residential building permits issued , quantifies progr ess made towards meeting San Carlos’ Regional Housing Needs Allocation ( “RHNA”), and includes a status update on the Housing Element action items (i.e. programs).
ANALYSIS:
The APR for 2021 is presented on standardized forms created and required by HCD. The State requires local jurisdictions to complete ten key data sets, as applicable. These data sets are described below:
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2 1. Housing Development Applications Deemed Complete in 2021
2. Annual Building Activity Rep ort Summary – New Construction, Entitled, Permits , and Completed Units
3. RHNA Progress – Permitted Units Issued by Affordability
4. Sites Identified or Rezoned to Accommodate Shortfall Housing Need
5. Program Implementation Status
6. Commercial Development Bonus Approved
7. Units Rehabilitated, Preserved and Acquired for Alternative Adequate Sites
8. Locally Owned Lands Included in the Housing Element Sites Inventory, that have been sold, leased, or otherwise disposed of
9. Locally Owned or Controlled Lands Declared Surplus
10. Local Early Action Planning (LEAP) Grant Reporting
A brief summary of these data sets is provided below (see Attachment 1 for details).
1. In 2021, fifty-four housing applications were deemed complete. These units consisted of thirty-two accessory dwelling units and twenty-two new single -unit houses, of which, nineteen were demolitions and rebuilds and three were net new single-unit homes.
2. In 2021 , a total of forty-one units received Planning approvals . A total of forty -seven units r eceived Building Permits ; of these, 9 were multi -family apartment units at 530 Walnut Street, 8 condominium units (including one moderate income below market rate unit) at 1240 El Camino Real, seven new single-unit homes, and twenty-three accessory dwelling units.
3. For the 2015-2023 Housing Element planning period, the City was required to ensure the availability of adequate zoning and sites to accommodate 596 units (this is San Carlos’ Regional Housing Needs Allocation, or “RHNA”). The RHNA requirement is broken down by affordability level targets as shown in the table below. The State (HCD) tracks progress towards RHNA by counting only building permits issued in each calendar year. For 2021, the City issued permits to construct a net increase of 47 units.
To date, although San Carlos has permitted 622 units of the total 596 required, these have mostly been in the above moderate (i.e. market rate) category.
Regional Housing Needs Allocation Progress
Permitted Units Issued by Affordability
1 2 3 4
Income Level
RHNA
Allocation
by
Income
Level
2015 2016 2017 2018 2019 2020 2021
Total
Units
to
Date
(all
years)
Total
Remaining
RHNA by
Income
Level
Very Low
Deed
Restricted 195
4 1 17
22 173
Non-
Deed
Restricted
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3 Low
Deed
Restricted 107
13 1
14 93
Non-
Deed
Restricted
Moderate
Deed
Restricted 111
1 14
97 Non-
Deed
Restricted
10 1 2
Above
Moderate
183 23 358 44 26 40 35
46 572
Total RHNA 596
Total Units 23 385 46 26 43 52
47 622 363
4. There were no sites identified as necessary to rezone to accommodate shortfall housing needs.
5. San Carlos Housing Element strategies and action items include:
Promote the preservation and improvement of the quality of exis ting housing and neighborhoods;
Increase the efficiency of and minimize environmental impa cts from housing in San Carlos;
Encourage housing development located next to transit, down town, and along El Camino Real;
Promote the development of second units to increase housing opportunities; Assist in the development of new housing that is affordable at all income levels; Remove or mitigate constraints to the production of housing; and Ensure equal housing opportunity.
These are described in detail in Tab D of Attachment 1.
6. In 2021, there were no projects that used the Commercial Development Bonus.
7. In 20 21, the City acquire d one moderate incom e below market rate unit . This unit is being held for resale at later date or could be used for tenant relocation purposes related to the po ssible redevelopment of an existing affordable housing community in San Carlos.
8. In 2021, no locally owned lands had been disposed of.
9. In 2021, San Carlos had no declared surplus lands.
10. In September 2020, San Carlos received $150,000 in Local Early Actio n Planning (LEAP) grant funds to help offset the costs of preparing the Housing Element Update. In 2021, the city submitted its first reimbursement request in the amount of $69,966.48.
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4 NEXT STEPS:
Following the City Council’s acceptance of the 2021 APR, staff will submit the report to HCD and OPR by April 1, 2020 as required by State law.
ALTERNATIVES:
The options available to the City Council include:
1. Accept the 2021 Housing Element Annual Progress Report and direct staff to submit the report to the California Department of Housing and Community Development and the Governor’s Office of Planning and Research; or
2. Do not accept the 2021 Housing Element Annual Progress Report and do not direct staff to submit the report to the California Department of H ousing and Community Development and the Governor’s Office of Planning and Research; or
3. Provide staff with alternative direction.
Respectfully submitted by:
Al Savay, AICP
Community Development Director
Approved for submission by:
_________________________
Jeff Maltbie, City Manager
ATTACHMENT(S):
1. Housing Element Annual Progress Report 2021
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Jurisdiction San Carlos ANNUAL ELEMENT PROGRESS REPORT Note: "+" indicates an optional field Reporting Year 2021 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 5th Cycle 01/31/2015 - 01/31/2023
Date
Application
Submitted
Total
Approved
Units by
Project
Total
Disapproved
Units by
Project
Streamlining Application
Status Notes
2 3 4 6 7 8 9 11 12
Prior APN+ Current APN Street Address Project Name+ Local Jurisdiction Tracking ID+
Unit Category
(SFA,SFD,2 to
4,5+,ADU,MH)
Tenure
R=Renter
O=Owner
Date
Application
Submitted+
(see
instructions)
Very Low-
Income Deed
Restricted
Very Low-
Income Non
Deed
Restricted
Low-Income
Deed
Restricted
Low-Income
Non Deed
Restricted
Moderate-
Income Deed
Restricted
Moderate-
Income
Non Deed
Restricted
Above
Moderate-
Income
Total PROPOSED
Units by Project
Total
APPROVED
Units by project
Total
DISAPPROVED
Units by Project
Was APPLICATION
SUBMITTED
Pursuant to GC
65913.4(b)?
(SB 35
Streamlining)
Was a Density
Bonus requested
for this housing
development?
Was a Density
Bonus approved
for this housing
development?
Please indicate
the status of the
application.
Notes+
Summary Row: Start Data Entry Below 0 0 0 0 0 0 38 38 38 0 051292150 2086 Eaton Avenue PLN2020-00110 SFD O
8/18/2020
1 1 1 0 No No No Approved
051203260 108 Edgehill Drive PLN2020-00116 SFD O 8/19/2020 1 1 1 0 No No No Approved 051321110 211 Baytree Road PLN2020-00102 SFD O 7/23/2020 1 1 1 0 No No No Approved 051251120 1967 White Oak Way PLN2020-00140 SFD O 10/23/2020 1 1 1 0 No No No Approved 051251120 1967 White Oak Way PLN2020-00140 ADU R 10/23/2020 1 1 1 0 No No No Approved 051305050 1809 Greenwood Avenue PLN2021-00030 SFD O 2/3/2021 1 1 1 0 No No No Approved 049251410 124 Plymouth PLN2021-00026 SFD O 2/4/2021 1 1 1 0 No No No Approved 050103140 1845 Carmelita PLN2021-00005 SFD O 1/5/2021 1 1 1 0 No No No Approved 050311230 1935 Belle Avenue PLN2020-00156 SFD O 12/9/2020 1 1 1 0 No No No Approved 049222230 382 Beverly Drive PLN2021-00055 SFD O 4/6/2021 1 1 1 0 No No No Approved 050201100 2782 Brittan Avenue PLN2021-00102 SFD O 6/15/2021 1 1 1 0 No No No Approved 051228440 61 Hilltop Drive PLN2020-00091 SFD O 7/27/2020 1 1 1 0 No No No Approved 049352090 2125 Carmelita Drive PLN2021-00145 SFD O 9/24/2021 1 1 1 0 No No No Approved 050083200 1948 Belle Avenue PLN2019-00205 SFD O 12/17/2019 1 1 1 0 No No No Approved 050021130 21 Highland Avenue PLN2020-00036 SFD O 3/6/2020 1 1 1 0 No No No Approved 050021120 25 Highland Avenue PLN2020-00037 SFD O 3/6/2020 1 1 1 0 No No No Approved 050021110 29 Highland Avenue PLN2020-00038 SFD O 3/6/2020 1 1 1 0 No No No Approved 050021130 21 Highland Avenue PLN2020-00036 ADU R 3/6/2020 1 1 1 0 No No No Approved 050021120 25 Highland Avenue PLN2020-00037 ADU R 3/6/2020 1 1 1 0 No No No Approved 050021110 29 Highland Avenue PLN2020-00038 ADU R 3/6/2020 1 1 1 0 No No No Approved 50094200 1838 Elizabeth Avenue PLN2021-00047 SFD O 3/22/2021 1 1 1 0 No No No Approved 50083200 1948 Belle Avenue PLN2019-00205 ADU R 12/17/2019 1 1 1 0 No No No Approved 49301170 14 Garden Lane PLN2021-00120 ADU R 7/16/2021 1 1 1 0 No No No Approved 51213040 2081 Greenwood Avenue PLN2021-00101 SFD O 6/16/2021 1 1 1 0 No No No Approved 051228440 61 Hilltop Drive PLN2020-00091 ADU R 7/27/2020 1 1 1 0 No No No Approved 050292130 1880 Arroyo Avenue PLN2021-00064 SFD O 4/26/2021 1 1 1 0 No No No Approved 051192380 117 Brook Street PLN2021-00082 SFD O 5/12/2021 1 1 1 0 No No No Approved 051192380 117 Brook Street PLN2021-00082 ADU R 5/12/2021 1 1 1 0 No No No Approved 051243050 2140 Belmont Avenue PLN2021-00121 SFD O 7/22/2021 1 1 1 0 No No No Approved 051243050 2140 Belmont Avenue PLN2021-00121 ADU R 7/22/2021 1 1 1 0 No No No Approved 050018060 338 Cedar Street PLN2021-00124 SFD O 7/26/2021 1 1 1 0 No No No Approved 046063060 1024 Riverton Dr BLD2021-00130 ADU R 2/17/2021 1 1 1 0 No No No Approved 051253320 1341 Oakhurst BLD2021-00178 ADU R 3/8/2021 1 1 1 0 No No No Approved 050091180 732 Tamarack BLD2021-00349 ADU R 5/4/2021 1 1 1 0 No No No Pending 049072360 22 Club Dr BLD2021-00359 ADU R 5/6/2021 1 1 1 0 No No No Approved 050251020 806 Tamarack Ave BLD2021-00404 ADU R 5/11/2021 1 1 1 0 No No No Approved 050045250 423 Chestnut St BLD2021-00557 ADU R 7/26/2021 1 1 1 0 No No No Pending 050262040 823 Sunset Dr BLD2021-00580 ADU R 8/2/2021 1 1 1 0 No No No Pending 046112350 1009 Holly St BLD2021-00633 ADU R 8/20/2021 1 1 1 0 No No No Pending 051228010 11 Hilltop Dr BLD2021-00659 ADU R 8/31/2021 1 1 1 0 No No No Approved 051323080 908 Woodland Ave BLD2021-00681 ADU R 9/7/2021 1 1 1 0 No No No Approved 046125240 961 Cherry St BLD2021-00747 ADU R 9/29/2021 1 1 1 0 No No No Approved 046124210 1049 Montgomery St BLD2021-00750 ADU R 9/30/2021 1 1 1 0 No No No Approved 050201060 2721 San Miguel Way BLD2021-00789 ADU R 10/20/2021 1 1 1 0 No No No Approved 049181150 2549 San Carlos Ave BLD2021-00816 ADU R 11/3/2021 1 1 1 0 No No No Pending 045212250 435 Shelford Ave BLD2021-00841 ADU R 11/15/2021 1 1 1 0 No No No Pending 050265070 172 Rogers Ave BLD2021-00895 ADU R 12/10/2021 1 1 1 0 No No No Approved 049233270 2464 San Carlos Ave BLD2021-00923 ADU R 12/22/2021 1 1 1 0 No No No Approved 050391080 870 Regent Ct BLD2021-00374 ADU R 5/12/2021 1 1 1 0 No No No Approved 051304130 1311 Woodland Ave BLD2021-00535 ADU R 7/16/2021 1 1 1 0 No No No Approved 050460490 10 Loma Ln BLD2021-00593 ADU R 8/9/2021 1 1 1 0 No No No Approved 046111030 928 Holly St BLD2021-00839 ADU R 11/12/2021 1 1 1 0 No No No Pending 049392150 134 Crestview BLD2021-00854 ADU R 11/19/2021 1 1 1 0 No No No Approved 051401010 102 Sunnydale Ave BLD2021-00920 ADU R 12/21/2021 1 1 1 0 No No No Approved Table A
Housing Development Applications Submitted
Cells in grey contain auto-calculation formulas
51 Project Identifier Unit Types Proposed Units - Affordability by Household Incomes (CCR Title 25 §6202)
Density Bonus Applications
10 8.a.1
Packet Pg. 56
Attachment: Housing Element Annual Progress Report 2021 (Housing Element Report) Jurisdiction San Carlos ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2021 (Jan. 1 - Dec. 31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning Period 5th Cycle 01/31/2015 - 01/31/2023
Table A2
Annual Building Activity Report Summary - New Construction, Entitled, Permits and Completed Units 23 56 89 11 12
Prior APN+ Current APN Street Address Project Name+ Local Jurisdiction Tracking ID+
Unit Category
(SFA,SFD,2 to
4,5+,ADU,MH)
Tenure
R=Renter
O=Owner
Very Low-
Income Deed
Restricted
Very Low-
Income Non
Deed Restricted
Low- Income
Deed Restricted
Low- Income
Non Deed
Restricted
Moderate-
Income Deed
Restricted
Moderate-
Income Non
Deed Restricted
Above
Moderate-
Income
Entitlement
Date Approved # of Units issued
Entitlements
Very Low-
Income Deed
Restricted
Very Low-
Income Non
Deed Restricted
Low- Income
Deed
Restricted
Low- Income
Non Deed
Restricted
Moderate-
Income Deed
Restricted
Moderate-
Income Non
Deed Restricted
Above
Moderate-
Income
Building Permits
Date Issued
# of Units Issued
Building Permits
Very Low-
Income Deed
Restricted
Very Low-
Income Non
Deed
Restricted
Low- Income
Deed
Restricted
Low- Income
Non Deed
Restricted
Moderate-
Income Deed
Restricted
Moderate-
Income Non
Deed Restricted
Above
Moderate-
Income
Certificates of
Occupancy or other
forms of readiness
(see instructions) Date
Issued
# of Units issued
Certificates of
Occupancy or
other forms of
readiness
Summary Row: Start Data Entry Below 0 0 0 0 0 0 4 1 4 1 0 0 0 0 1 0 4 6 4 7 0 0000 0 2 3 2 3 046072090 1004 Springfield Dr BLD2019-00945 ADU R 1 1 1 2/10/2021 1 0 0 0 0
051261290 1925 St Francis
Way BLD2019-00999 ADU R 1 1 1 2/12/2021 1 1 8/17/2021 1 050253040 819 Rutherdale Ave BLD2019-01004 ADU R 1 3/17/2021 1 1 6/10/2021 1 0 045292210 164 Hillcrest Rd BLD2019-01015 ADU R 1 1 1 5/21/2021 1 0 051336140 1240 El Camino
Real BLD2020-00082 5+ O 8 6/24/2021 8 1 7 8/2/2021 8 0
046121140 982 Montgomery St BLD2020-00105 ADU R 1 6/25/2021 1 1 7/8/2021 1 0 049323130 2000 San Carlos
Ave BLD2020-00219 ADU R 1 6/23/2021 1 1 3/10/2021 1 0
050272240 1082 Lu pin Way BLD2020-00220 ADU R 1 6/10/2021 1 1 8/9/2021 1 0 049141690 558 Windin g Way BLD2020-00235 SFD O 1 4/23/2021 1 1 4/30/2021 1 0 051253200 185 Alberta Ave BLD2020-00269 ADU R 1 4/15/2021 1 1 6/10/2021 1 0 050031320 504 Vista D r BLD2020-00420 ADU R 1 1/21/2021 1 1 3/31/2021 1 0 049251440 136 Pl ymouth Ave BLD2020-00457 ADU R 1 1 1 1/12/2021 1 0 050402050 3241 Melend y Dr BLD2020-00579 ADU R 1 10/12/2021 1 1 10/21/2021 1 0 051301080 1337 Cedar St BLD2020-00626 ADU R 1 1/4/2021 1 1 1/20/2021 1 0 0 0 0
046061060 990 Riverton D r BLD2020-00702 ADU R 1 1 1 2/25/2021 1 1 11/5/2021 1 050271330 907 Sunset D r BLD2020-00706 ADU R 1 1 1 2/4/2021 1 1 8/27/2021 1 050032130 1820 San Carlos
Ave BLD2020-00712 ADU R 1 3/29/2021 1 1 9/8/2021 1 0
04523090 470 Erlin D r BLD2020-00750 SFD O 1 3/1/2021 1 1 5/3/2021 1 0 051384010 1398 Geneva Ave BLD2020-00779 ADU R 1 1/4/2021 1 1 2/4/2021 1 0 0 0 0
051376140 1719 Walnut St BLD2020-00800 ADU R 1 3/19/2021 1 1 4/15/2021 1 0 051143240 348 Hill Wa y BLD2020-00816 SFD O 1 1/29/2021 1 1 2/23/2021 1 0 045302150 1540 Hull D r BLD2020-00820 ADU R 1 4/15/2021 1 1 9/8/2021 1 0 051235090 274 Garnet Ave BLD2021-00004 ADU R 1 2/23/2021 1 1 2/25/2021 1 0 051229220 125 Garnet Ave BLD2021-00008 ADU R 1 12/2/2021 1 1 12/23/2021 1 0 0 0 0
046111140 1002 Holl y St BLD2021-00015 ADU R 1 4/27/2021 1 1 9/15/2021 1 0 0 0 0
049141660 518 Windin g Way BLD2021-00101 SFD O 1 5/13/2021 1 1 6/7/2021 1 0 051321060 945 Chestnut St BLD2021-00140 ADU R 1 5/17/2021 1 1 5/28/2021 1 0 051195100 241 Ed gehill Dr BLD2021-00152 ADU R 1 3/18/2021 1 1 4/2/2021 1 0 050081130 812 Cordilleras Ave BLD2021-00165 ADU R 1 5/18/2021 1 1 6/29/2021 1 0 051342200 1160 Walnut St BLD2021-00168 ADU R 1 6/8/2021 1 1 7/7/2021 1 0 0 0 0
0 0 0
051291080 230 Kelton Ave BLD2021-00331 ADU R 1 6/14/2021 1 1 6/22/2021 1 0 050261590 900 Sunset Dr BLD2021-00370 SFD O 1 8/23/2021 1 1 9/3/2021 1 0 0 0 0
051229050 462 Emerald Ave BLD2021-00373 ADU R 1 6/18/2021 1 1 8/19/2021 1 0 049233190 2432 San Carlos
Ave BLD2021-00375 ADU R 1 6/9/2021 1 1 6/14/2021 1 0
050591180 129 Glasgow Ln BLD2021-00411 ADU R 1 10/25/2021 1 1 11/5/2021 1 0 0 0 0
051251120 1967 White Oak
Way BLD2021-00417 ADU R 1 9/2/2021 1 1 11/1/2021 1 0
051247200 213 Park Ave BLD2021-00450 ADU R 1 10/7/2021 1 1 10/22/2021 1 0 050314140 1969 Eucalyptus Ave BLD2021-00472 ADU R 1 10/25/2021 1 1 12/6/2021 1 0 0 0 0
0 0 0
0 0 0
051271460 261 Oakview Dr BLD2021-00507 ADU R 1 8/10/2021 1 1 9/3/2021 1 0 0 0 0
049020010 521 Winding Way BLD2021-00622 SFD O 1 10/12/2021 1 1 10/26/2021 1 0 0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
051160460 2721 Clifford Ave BLD2020-00279 SFD O 1 1 1 8/13/2020 1 1 9/24/2021 1 0 0 0
0 0 0
0 0 0
050064070 530 Walnut St BLD2016-00460 5+ R 9 9 9 11/28/2017 9 9 8/5/2021 9 050081050 862 Cordilleras Ave BLD2018-00267 ADU R 1 1 1 3/8/2019 1 1 7/22/2021 1 050103040 665 Cordilleras Ave BLD2018-00487 ADU R 1 1 1 1/16/2019 1 1 3/17/2021 1 049020560 258 Kings Ct BLD2018-00618 ADU R 1 1 1 7/12/2019 1 1 7/30/2021 1 051144480 1450 Alameda de las
Pulgas BLD2019-00141 ADU R 1 1 1 6/18/2019 1 1 1/5/2021 1 051202250 2212 Howard Ave BLD2020-00005 ADU R 1 1 1 8/13/2020 1 1 5/27/2021 1 049351160 2156 Carmelita D r BLD2020-00037 ADU R 1 1 1 7/2/2020 1 1 3/26/2021 1 046112340 1015 Holly St BLD2020-00073 ADU R 1 1 1 6/4/2020 1 1 3/5/2021 1 050380140 973 Crestview Dr BLD2020-00241 ADU R 1 1 1 8/24/2020 1 1 6/7/2021 1 049212190 529 Wellington Dr BLD2020-00294 ADU R 1 1 1 9/15/2020 1 1 3/12/2021 1 051356060 929 Elm St BLD2020-00437 ADU R 1 1 1 8/28/2020 1 1 3/26/2021 1 Note: "+" indicates an optional field
Project Identifier
(CCR Title 25 §6202)
1 Unit Types Affordability by Household Incomes - Completed Entitlement Affordability by Household Incomes - Building Permits Affordability by Household Incomes - Certificates of Occupancy 4 7 10
8.a.1
Packet Pg. 57
Attachment: Housing Element Annual Progress Report 2021 (Housing Element Report) Streamlining Infill
Housing without Financial
Assistance or Deed
Restrictions
Term of Affordability
or Deed Restriction Notes
13 14 15 16 17 18 19 20 21 22 23 24 25
How many of the
units were
Extremely Low
Income?+
Was Project
APPROVED using GC
65913.4(b)?
(SB 35 Streamlining)
Y/N
Infill Units?
Y/N+
Assistance Programs for
Each Development
(may select multiple -
see instructions)
Deed Restriction
Type
(may select multiple -
see instructions)
For units affordable without
financial assistance or deed
restrictions, explain how the
locality determined the units were
affordable
(see instructions)
Term of Affordability or
Deed Restriction (years) (if
affordable in perpetuity enter
1000)+
Number of
Demolished/Destr
oyed Units
Demolished or
Destroyed Units
Demolished/Dest
royed Units
Owner or Renter
Total Density Bonus Applied to
the Project (Percentage Increase
in Total Allowable Units or Total
Maximum Allowable Residential
Gross Floor Area)
Number of Other
Incentives, Concessions,
Waivers, or Other
Modifications Given to
the Project (Excluding
Parking Waivers or
Parking Reductions)
List the incentives,
concessions,
waivers, and
modifications
(Excluding Parking
Waivers or Parking
Modifications)
Did the project receive a
reduction or waiver of
parking standards? (Y/N)
Notes+
00 00
NY
NY
NY
N Y
0 NY I N C 4 5 0
NY
NY
N
Y
N Y
N Y
N Y
N Y
N Y
N Y
N Y
N Y
NY
N
Y
N Y
N Y
N Y
N Y
N Y
N Y
N Y
N Y
N Y
N Y
NY
N
Y
NY
NY
N Y
NY
NY
NY
NY
NY
NY
NY
NY
NY
NY
NY
NY
NY
N
Y
N Y
NY
NY
NY
NY
Housing with Financial Assistance
and/or Deed Restrictions Demolished/Destroyed Units Density Bonus
8.a.1
Packet Pg. 58
Attachment: Housing Element Annual Progress Report 2021 (Housing Element Report) Jurisdiction San Carlos ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2021 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 5th Cycle 01/31/2015 - 01/31/2023 (CCR Title 25 §6202) 1 3 4
RHNA Allocation
by Income Level 2015 2016 2017 2018 2019 2020 2021 2022 2023 Total Units to Date (all years)
Total Remaining
RHNA by Income
Level
Deed Restricted - 4 1 - - 17 - - - Non-Deed Restricted - - - - - - - - - Deed Restricted - 13 - - 1 - - - - Non-Deed Restricted - - - - - - - - - Deed Restricted - - - - 2 - 1 - - Non-Deed Restricted - 10 1 - - - - - - Above Moderate 183 23 358 44 26 40 35 46 - - 572 - 596
23 385 46 26 43 52 47 - - 622 363 Note: units serving extremely low-income households are included in the very low-income permitted units totals and must be reported as very low-income units. 93 Please note: For the last year of the 5th cycle, Table B will only include units that were permitted during the portion of the year that was in the 5th cycle. For the first year of the 6th cycle, Table B will include units that were permitted since the start of the planning period.
Total RHNA
Total Units
Income Level
Very Low
Low
Please note: The APR form can only display data for one planning period. To view progress for a different planning period, you may login to HCD's online APR system, or contact HCD staff at [email protected]. 97 22
This table is auto-populated once you enter your jurisdiction name and current year data. Past year information comes from previous APRs.
14 Moderate
195
107
111
Please contact HCD if your data is different than the material supplied here 14 2
Table B
Regional Housing Needs Allocation Progress
Permitted Units Issued by Affordability
173
8.a.1
Packet Pg. 59
Attachment: Housing Element Annual Progress Report 2021 (Housing Element Report) Jurisdiction San Carlos ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2021 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 5th Cycle 01/31/2015 - 01/31/2023
Date of Rezone Rezone Type
2 4 5 6 7 9 10 11
APN Street Address Project Name+
Local
Jurisdiction
Tracking ID+
Date of Rezone Very Low-Income Low-Income Moderate-Income Above Moderate- Income
Rezone Type Parcel Size
(Acres)
General Plan
Designation Zoning Minimum
Density Allowed
Maximum
Density Allowed
Realistic
Capacity Vacant/Nonvacant Description of Existing
Uses
Note: "+" indicates an optional field
Cells in grey contain auto-calculation formulas
Summary Row: Start Data Entry Below
83 Project Identifier RHNA Shortfall by Household Income Category Sites Description 1 Sites Identified or Rezoned to Accommodate Shortfall Housing Need and No Net-Loss Law Table C
(CCR Title 25 §6202)
8.a.1
Packet Pg. 60
Attachment: Housing Element Annual Progress Report 2021 (Housing Element Report) Jurisdiction San Carlos
Reporting Year 2021 (Jan. 1 - Dec. 31)
1 2 3 4
Name of Program Objective Timeframe in H.E Status of Program Implementation ACTION HOU-1.1: Continue
the Rental Inspection
Program as provided in
SCMC 15.34, as
implemented by the Building
Division.
Promote the preservation and improvement
of the quality of existing housing and
neighborhoods.
Annual
This program is normally active and ongoing. However, it was placed on hold due to COVID and should start up again by Summer 2022. The Building Division oversees and implements this program, including the mandatory deck inspection.
ACTION HOU - 1.2:
Promote the availability of
free or inexpensive home
repair services for low-
income households,
including households with
special needs, provided by
the most suitable
organizations.
Promote the preservation and improvement
of the quality of existing housing and
neighborhoods.
Annual
The City continues to refer individuals to the Rebuilding Together Peninsula organization for renovation and repair services; http://rebuildingtogetherpeninsula.org website.
ACTION HOU- 1.3:
Evaluate residential
improvement programs that
are or could be made
available and consider re-
establishing and expanding
the City's Life Safety Home
Repair Grant program.
Promote the preservation and improvement
of the quality of existing housing and
neighborhoods.
2016
The City will continue to evaluate opportunities as they arise.
ACTION HOU-1.4: Promote
the availability of any city,
county, State or Federal
housing rehabilitation loan
programs for San Carlos
residents, including San
Mateo's County Housing
Rehabilitation Loan
Programs. As part of this
outreach program, the City
will identify rehabilitation
opportunities linked to
improving seismic safety in
older multi-family housing
developments in San Carlos.
Promote the preservation and improvement
of the quality of existing housing and
neighborhoods.
Annual Ongoing. The City maintains information through links maintained on the City website.
ACTION HOU-1.5: Require
the adoption of a minimum
one-to-one replacement
requirement of any housing
units demolished due to
public action.
Promote the preservation and improvement
of the quality of existing housing and
neighborhoods.
2016 The City has adopted a Uniform Relocation Policy.
ACTION HOU-1.6: Promote
low-income weatherization
assistance and water
reduction programs.
Promote the preservation and improvement
of the quality of existing housing and
neighborhoods.
Annual
Ongoing. The City continues to provide links and information on its website.
ACTION HOU-1.7: Quantify,
develop and evaluate
potential strategies to
address displacement of
lower income residents.
Based on this evaluation,
measures will be developed
and the City will implement
programs, as appropriate, to
address the risk of
displacement of existing
lower income residents.
Once actions are identified
and actions taken by the
City, the City will monitor
such programs annually for
effectiveness and make
adjustments as necessary.
If possible, the City will
coordinate with other
jurisdictions in San Mateo
County, under the umbrella
of work to be undertaken by
21 Elements.
Promote the preservation and improvement
of the quality of existing housing and
neighborhoods.
2016
The City has evaluated displacement strategies and continues to work with 21 Elements on this effort.
ACTION HOU-2.1:
Implement and promote
incentive programs that
encourage the use of green-
building techniques in the
development of all new
housing and remodels,
especially in affordable
housing. This includes
implementation of the
California Green Building
Standards (CALGreen) Code
for new residential buildings,
additions or alterations.
Increase the efficiency of and minimize
environmental impacts from housing in San
Carlos.
Annual
Ongoing. The City continues to implement green-building techniques through implementation of CALGreen, consistent with State requirements. In 2021 San Carlos recently adopted an all-electric Reach Code Ordinance, effective mid April 2021.
ACTION HOU-2.2:
Leverage federal, State and
regional funding sources to
subsidize incentive programs
for green building.
Increase the efficiency of and minimize
environmental impacts from housing in San
Carlos.
Ongoing Ongoing as opportunities are available.
Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.
Table D
Program Implementation Status pursuant to GC Section 65583
ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
(CCR Title 25 §6202)
8.a.1
Packet Pg. 61
Attachment: Housing Element Annual Progress Report 2021 (Housing Element Report) ACTION HOU-2.3: Continue
to implement, suggest and
promote up-to-date energy
conservation policies, energy-
efficient materials and
devices as part of housing
development projects and
remodels of existing housing
stock.
Increase the efficiency of and minimize
environmental impacts from housing in San
Carlos.
Ongoing
The City's Zoning Ordinance offers an increase in FAR for mixed use projects that include car share, electric car facilities, green roofs, solar panels, and other green building measures. Several mixed use projects have incorporated one or more of these in recently approved projects. In addition, the City continues to implement CALGreen. In 2021 San Carlos recently adopted an all-electric Reach Code Ordinance, effective mid April 2021.ACTION HOU-3.1: Continue
to implement the Complete
Streets Policy of the City of
San Carlos (Resolution 2012-
066), including infrastructure
up-grades such as
streetscape improvements,
and "Complete Streets"
programs, to create a
pedestrian-friendly
environment and encourage
private residential investment
in Planning Areas 1, 2, and
3, including El Camino Real
(Grand Boulevard Initiative).
Encourage housing development located
next to transit, downtown and along El
Camino Real (Sub-areas 1, 2, and3) with
high quality, higher-density, multi-family
housing.
Ongoing
The City adopted a complete streets policy in 2012. Successful, completed projects include El Camino Real Grand Boulevard Initiative, East Side Connect, El Camino Real Landscaping and Lighting. Ongoing projects include removal of Eucalyptus trees along San Carlos Avenue and installation of new sidewalks to facilitate safe, walkability into the downtown and Caltrain. Projects underway are contributing towards sidwalk and pedestrian enhancements. In addition, San Carlos completed and adopted on June 9, 2020 its first pedestrian plan, the Bicycle and Pedestrian Master Plan.
ACTION HOU-3.2: Reduce
or waive development impact
fees where necessary and
appropriate to make infill
higher-density, mixed-use
development that includes
affordable and special needs
housing, including housing
for extremely low income and
persons living with
disabilities (including persons
with developmental
disabilities) to be feasible in
the Downtown area and
along El Camino Real. The
City will (1) exceed the
affordability levels or number
of BMR units required by the
BMR Program, (2)
accommodate BMR units for
special needs households,
or (3) include Single-Room
Occupancy units.
Encourage housing development located
next to transit, downtown and along El
Camino Real (Sub-areas 1, 2, and3) with
high quality, higher-density, multi-family
housing.
Ongoing
Ongoing. The City continues to include Financial Assistance for qualifying projects through the BMR ordinance (SCMC 18.17.030, F.)
ACTION HOU-3.3: Develop
lot consolidation program for
owners of small and odd-
shapoed lots in Planning
Areas 1, 2, and 3. The
program may include
incentives for lot
consolidation.
Encourage housing development located
next to transit, downtown and along El
Camino Real (Sub-areas 1, 2, and3) with
high quality, higher-density, multi-family
housing.
2016
The City continues to evaluate the ability to consolidate lots in the downtown and is currently working on its Housing Element update and will look at best practices and incentives for consolidation of small lots.
ACTION HOU-4.1: Develop
informational materials to
educate the public on
second units, including
alternatives to the affordable
housing impact fee as
compared to the
construction of a second
unit.
Promote the development of second units
to increase housing opportunities.
2016
Ongoing. The Planning and Building Divisions continue to provide information to the public regarding the provisions for accessory dwelling units. During this Housing Element cycle, there has been significant growth in the number of applications since new laws in 2016 and 2017 were passed. For example in 2015 only 5 ADUs were approved; in 2016, there were 6; in 2017 there were 8; and in 2018 the numbers more than doubled to 19 ADUs permitted in San Carlos. In 2020, 29 ADUs received building permits.
ACTION HOU-4.2:
Eliminate the 400-foot
distance standard currently
required between secondary
dewlling units and continue
to review the effectiveness
of second unit development
standards on a periodic
basis.
Promote the development of second units
to increase housing opportunities.
2016
The 400-ft distance standard has been eliminated. In 2020, San Carlos adopted an Accessory Dwelling Unit Ordinance, permitting ADUs and JADUs consistent with State law.
ACTION HOU-4.3: Identify
potential funding sources for
remodels of existing homes
to create an autonomous
second unit within the
existing structure.
Promote the development of second units
to increase housing opportunities.
Annual
In 2020, San Carlos adopted an Accessory Dwelling Unit Ordinance, permitting ADUs and JADUs consistent with State law.
ACTION HOU-4.4: Extend
and promote the amensty
program to legalize existing
unpermitted second units.
Encourage the legalization of
unpermitted second units to
better ensure they are safe
and habitable.
Promote the development of second units
to increase housing opportunities.
Ongoing
Ongoing and as provided for under SMCM 18.23.210, H.
ACTION HOU-4.5: Continue
to evaluate the need for
design of second unit
applications through the
minor design review
process, which establishes
objective standards for
application review and
approval of secondary
dwelling untis.
Promote the development of second units
to increase housing opportunities.
Ongoing
New ADU/JADU Ordinance was adopted in 2020.
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Attachment: Housing Element Annual Progress Report 2021 (Housing Element Report) ACTION HOU-4.6: Allow
converted accessory
buildings/structures that do
no comply with the current
secondary dwelling unit
ordinance to be reviewed
through a new process that
establishes an allowance for
one or more exceptions from
the secondary dwelling unit
development regulations.
Modify the existing
development regulations of
accessory
buildings/structures to more
clearly distinguish how
accessory
buildings/structures can be
used (such as modifying the
regulations to prohibit living
areas without main dwelling
unit setbacks and/or the
number of plumbing fixtures)
and consider reduction or
waiver of fees. Reevaluate
the effectiveness of this
program in producing
secondary dwelling units and
consider other options after
one year from adoption of
the ordinance.
Promote the development of second units
to increase housing opportunities.
2017
In 2020, San Carlos adopted an Accessory Dwelling Unit Ordinance, permitting ADUs and JADUs conversions consistent with State law.
ACTION HOU-5.1: Continue
to implement the City's
Below Market Rate (BMR)
Ordinance and revise the
ordinance to change the
length of time for very low
and low-income unit
affordability from 30 to 55
years, as is standard
practice in most BMR
Ordinances.
Assist in the developmnent of new housing
that is affordable at all income levels.
Ongoing
The City's BMR Ordinance requires deed restrictions of 45 years for for-sale units and 55 years for rentals. In 2021, the City investigated updating the BMR Ordinance to further lengthen the deed restriction period and will likely do so iin 2022.
ACTION HOU-5.2: Direct
prospective first time
homebuyers to County
programs intended for fist
time homebuyers.
Encourage the use of these
programs through outreach
and education.
Assist in the developmnent of new housing
that is affordable at all income levels.
Ongoing
Ongoing. The City continues to support HEART, which provides first-time homebuyer programs and loans.
ACTION HOU-5.3:
Encrourage the use of
federal, state and local rental
housing programs and
encourage nonprofit service
providers to refer eligible
clients, especially those with
extremely low incomes, to
the Section 8 program for
assistance.
Assist in the developmnent of new housing
that is affordable at all income levels.
Ongoing
Ongoing. The City continues to refer eligible clients to appropriate resources and continues to implement its BMR Ordinance, which specifies Section 8 eligibility in BMR projects.
ACTION HOU-5.4: Continue
to publicize the availability of
rental assistance and other
assistance programs and
work with the San Mateo
County Department of
Housing to implement the
Section 8 Rental Assistance
Programs effectively in San
Carlos and, as appropritate,
assist non-profit housing
rental assistance efforts.
Assist in the developmnent of new housing
that is affordable at all income levels.
Ongoing
Ongoing. The City continues to publicize information on its website. In 2020, the City established a Tenant Assistance Program to provide direct assistance to renters at risk of eviction with initial funding of $112,000. In 2021, the City apprpriated an additional $151,000 to this program.
ACTION HOU-5.5: Conduct
an evaluation to quantify,
develop and evaluate
potential strategies to
address the potential for
discrimination against
Section 8 or other rental
assistance voucher
programs. Based on this
evaluation, measures will be
developed and the City may
implement programs, as
appropriate, toa ddress this
issue. If possible, the City
will coordinate with other
jurisidictions in San Mateo
County, under the umbrella
of work to be undertaken by
21 Elements.
Assist in the developmnent of new housing
that is affordable at all income levels.
2016
Ongoing. The City continues to work with 21 Elements.
ACTION HOU-5.6: Publicize
and promote affordable
housing workforce programs
to the business community
and to City, school and other
local government employees
and recruits.
Assist in the developmnent of new housing
that is affordable at all income levels.
Annual
Ongoing. The City continues to provide information on its website.
ACTION HOU-5.7: Explore
partnerships with housing
operators, non-profit
organizations and
developers to rehabilitate
and convert existing market
rate rental housing into
affordable housing for
extremely low, very low, low
and moderate income
households.
Assist in the developmnent of new housing
that is affordable at all income levels.
Annual
Ongoing. The City continues to engage developers and affordable housing providers on this issue.
ACTION HOU-5.8: Establish
a process for granting priority
permit processing status for
approved housing projects
that exceed the City's
minimum BMR requirement.
Assist in the developmnent of new housing
that is affordable at all income levels.
2016
The Planning Division continues to work with applicants who propose affordable housing at deeper levels for fast tracking.
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Attachment: Housing Element Annual Progress Report 2021 (Housing Element Report) ACTION HOU-5.9: Identify
locations and encourage
projects that will score well
based on the criteria set
forth for Low Income
Housing Tax Credit funding.
Assist in the developmnent of new housing
that is affordable at all income levels.
Ongoing
Ongoing.
ACTION HOU-5.10: Update
the Zoning Ordinance to be
consistent with the latest
changes to State Density
Bonus Law, including
modifications to comply with
AB2222, which requires
replacement of pre-existing
affordable units to be eligible
for the bonuses, incentives
and waivers provided under
State Density Bonus Law.
Assist in the developmnent of new housing
that is affordable at all income levels.
2015
The City will be updating the BMR Ordinance in 2022.
ACTION HOU-5.11: Monitor
and pursue funding for
housing that meets the
needs of lower income
housholds. Monitoring of
funding availability will be
done on an ongoing basis
through coordination with 21
Elements and by City staff.
At least annually, the City will
take actions to pursue
specific funding sources for
lower income housing either
alone or in coordination with
othe jurisidictions or entities
involved in the provision of
lower income housing.
Assist in the developmnent of new housing
that is affordable at all income levels.
Annual
Ongoing.
ACTION HOU-6.1:
Periodically evaluate the
density bonuses, incentives
and concessions in the BMR
Ordinance to determin
whether they are adequate
to make the production of
affordable housing feasible.
Remove and/or mitigate potential
governmental constraints to the provision of
adquate, affordable housing.
Every 3 years (2017, 2020,
2023)
The City will be updating the BMR Ordinance in 2022.
ACTION HOU-6.2:
Consistent with SB1087
(Government Code Section
65589.7), the City will
provide a copy of the
adopted Housing Element to
water and sewer providers
immediately upon adoption
and will work with water and
sewer providers to adopt
written policies and
procedures that grant priority
for service allocations to
proposed developments that
include housing units
affordable to lower income
households.
Remove and/or mitigate potential
governmental constraints to the provision of
adquate, affordable housing.
2015
Completed and ongoing.
ACTION HOU-7.1: On an
annual basis, provide
financial contributions to non-
profit organizations and
outside agencies that serve
the housing needs of special
needs households in and
around San Carlos. These
organization and agencies
may include but are not
limited to: The Center for
Independence of the
Disabled (CID), HIP
Housing, Shelter Network,
Samaritan House, CALL
Primrose, San Mateo County
Childrens' Fund, HEART.
Provide adequate housing for special needs
populations.
Annual
The City supported seven (7) organizations in 2021 with a total of $154,500 in financial contributions.
ACTION HOU-7.2: Evalute
City contributions to outside
agencies to assess whether
to continue funding and/or
adjust funding amounts or to
consider other agencies for
funding, particularly those
organizations and agencies
that provide housing with
support services for persons
with disabilities.
Provide adequate housing for special needs
populations. Annual
Ongoing. In 2021, the City increased the funding amount for its Affordable Housing Grant Program from $105,000 to $154,500. The City continues to track funding by cost/household served and units preserved/assisted.
ACTION HOU-7.3: Require
outside agencies receiving
contributions form the City to
submit annual reports
detailing how funds have
been used and how
programs have benefited
San Carlos residents.
Provide adequate housing for special needs
populations.
Annual
Ongoing.
ACTION HOU-7.4: Identify
locations and encourage
senior housing, including
assisted living facilities, in
multi-family areas, and
maintain an inventory of
suitable sites for senior
housing and for persons with
disabilities or other special
needs.
Provide adequate housing for special needs
populations.
Ongoing
Ongoing.
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Attachment: Housing Element Annual Progress Report 2021 (Housing Element Report) ACTION HOU-7.5: Offer
financial assistance and
technical assistance for
housing development
projects for persons with
special needs. Financial
support may come in the
form of re-development
housing set-aside funds,
Community Development
Block Grants (CDBG) funds,
andother State and federal
sources that the City will
continue to pursue in
partnership with local
developers and agencies to
discuss the City's ability to
support special needs
housing development
projects. Evaluate the
effectiveness of this program
twice within the planning
period.
Provide adequate housing for special needs
populations.
Ongoing
Ongoing. The City supports two (2) non-profit housing providers to persons with special needs.
ACTION HOU-7.6: Work
with non-profit groups
(including HIP Housing) to
create home
sharing/matching
opportunities for renters as a
means of efficiently using the
existing housing stock.
Provide adequate housing for special needs
populations.
2015 and Ongoing
Ongoing. The City continues to work with HIP and promotes its home sharing program with flyers and information to the public.
ACTION HOU-8.1: Continue
to review City policies and
procedures to ensure that
the City is promoting fair
housing goals to the fullest
extent possible.
Eliminate discrimination in the provision of
housing.
Ongoing
Ongoing. The City continues to explore opportunities to promote fair housing.
ACTION HOU-8.2: Provide
information to residents
about service providers that
assist with fair housing
complaints and violations,
including, but not limited to,
providing materials at City
Hall and the San Carlos
Library, as well as links on
the City's website.
Eliminate discrimination in the provision of
housing.
Annual
Ongoing. The City provides information and has links on the City's website and makes referrals to Project Sentinel.
ACTION HOU-8.3: Provide
education and training on fair
housing laws to City staff
who interact with residents
on housing matters.
Eliminate discrimination in the provision of
housing.
Every two years (2016, -
2022)
Completed and ongoing. Staff is educated and trained and ues Project Sentinel as a resource to those in need.
ACTION HOU-8.4: Broaden
public knowledge of fair
housing laws through
outreach efforts by including
information in City
newsletters and on the City's
website. The City will also
coordinate annually with
other agencies and
organizations, including 21
Elements, to identify other
means of informing residents
about fair housing laws. The
City will also provide non-
English language translation
of all fair housing information
provided to the public on an
as-needed basis.
Eliminate discrimination in the provision of
housing.
Every two years (2016, -
2022)
Ongoing. The City provides information and has links on the City's website and makes referrals to Project Sentinel.
ACTION HOU-8.5: Refer
discrimination complaints to
the appropriate legal
services, County or State
agency.
Eliminate discrimination in the provision of
housing.
Ongoing
Ongoing. The City provides information and has links on the City's website and makes referrals to Project Sentinel.
ACTION HOU-8.6: Continue
to provide funding to
agencies that provide free
counseling to San Carlos
residents on issues related
to fair housing.
Eliminate discrimination in the provision of
housing.
Annual
Ongoing. The City continues to make grants available to such programs.
ACTION HOU-8.7: On an
ongoing basis, ensure that
the City is in compliance with
State and Health Safety
Code Sections 17021.5,
which concerns employee
housing that serves six or
fewer employees.
Eliminate discrimination in the provision of
housing.
Ongoing
The City will continue to treat employee housing located in single-family homes and occupied by six or fewer employees as a single-family use. The Planning Division wil expand the use classification of single-unit dwelling for consistency with this requirement as part of zoning ordinance clean-up for City Council consideration.
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Attachment: Housing Element Annual Progress Report 2021 (Housing Element Report) Annual Progress Report January 2020
Jurisdiction San Carlos ANNUAL ELEMENT PROGRESS REPORT
Reporting Period 2021 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 5th Cycle 01/31/2015 - 01/31/2023
Description of Commercial
Development Bonus
Commercial Development Bonus
Date Approved
3 4
APN Street Address Project Name+ Local Jurisdiction
Tracking ID+
Very Low
Income
Low
Income
Moderate
Income
Above Moderate
Income
Description of Commercial
Development Bonus
Commercial Development Bonus
Date Approved
Summary Row: Start Data Entry Below
Units Constructed as Part of Agreement
Commercial Development Bonus Approved pursuant to GC Section 65915.7 Table E
Note: "+" indicates an optional field
Project Identifier
1 2
Cells in grey contain auto-calculation
formulas
(CCR Title 25 §6202)
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Attachment: Housing Element Annual Progress Report 2021 (Housing Element Report) Annual Progress Report January 2020
Jurisdiction San Carlos ANNUAL ELEMENT PROGRESS REPORT Note: "+" indicates an optional field Reporting Period 2021 (Jan. 1 - Dec. 31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning Period 5th Cycle 01/31/2015 - 01/31/2023 (CCR Title 25 §6202) Extremely Low-
Income+ Very Low-Income+ Low-Income+ TOTAL UNITS+
Extremely Low-
Income+
Very Low-
Income+ Low-Income+ TOTAL UNITS+
Rehabilitation Activity
Preservation of Units At-Risk
Acquisition of Units
Mobilehome Park Preservation
Total Units by Income
Table F
Please note this table is optional: The jurisdiction can use this table to report units that have been substantially rehabilitated, converted from non-affordable to affordable by acquisition, and preserved, including mobilehome park preservation, consistent with the standards set forth in Government Code section 65583.1, subdivision (c). Please note, motel, hotel, hostel rooms or other structures that are converted from non-residential to residential units pursuant to Government Code section 65583.1(c)(1)(D) are considered net-new housing units and must be reported in Table A2 and not reported in Table F.
Activity Type
Units that Do Not Count Towards RHNA+
Listed for Informational Purposes Only
Units that Count Towards RHNA +
Note - Because the statutory requirements severely limit what can be counted, please contact HCD to receive the password that will enable you to populate these fields. The description should adequately document how each unit complies with subsection (c) of Government Code
Section 65583.1+
Units Rehabilitated, Preserved and Acquired for Alternative Adequate Sites pursuant to Government Code section 65583.1(c)
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Attachment: Housing Element Annual Progress Report 2021 (Housing Element Report) Jurisdiction San Carlos
Reporting Period 2021 (Jan. 1 - Dec. 31)
Planning Period 5th Cycle 01/31/2015 - 01/31/2023 ANNUAL ELEMENT PROGRESS REPORT Housing Element Implementation
23 4
APN Street Address Project Name+ Local Jurisdiction
Tracking ID+
Realistic Capacity
Identified in the
Housing Element
Entity to whom the site
transferred Intended Use for Site
1 Summary Row: Start Data Entry Below
Note: "+" indicates an optional field
Cells in grey contain auto-calculation
formulas
(CCR Title 25 §6202)
Table G
Locally Owned Lands Included in the Housing Element Sites Inventory that have been sold, leased, or otherwise disposed of Project Identifier
NOTE: This table must only be filled out if the housing element sites inventory contains a site which is or was owned by the reporting jurisdiction, and has been sold, leased, or otherwise disposed of during the reporting year.
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Attachment: Housing Element Annual Progress Report 2021 (Housing Element Report) Jurisdiction San Carlos
Note: "+" indicates
an optional field
Reporting Period 2021
(Jan. 1 - Dec.
31)
Cells in grey
contain auto-
calculation formulas
Designation Size Notes
1 2 3 4 5 6 7
APN Street Address/Intersection Existing Use Number of
Units
Surplus
Designation
Parcel Size (in
acres) Notes
Summary Row: Start Data Entry Below
Parcel Identifier
ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
(CCR Title 25 §6202)
Table H
Locally Owned Surplus Sites
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Attachment: Housing Element Annual Progress Report 2021 (Housing Element Report) Jurisdiction San Carlos
Reporting Year 2021 (Jan. 1 - Dec. 31)
Planning Period 5th Cycle 01/31/2015 - 01/31/2023
Current Year
Deed Restricted 0
Non-Deed Restricted 0
Deed Restricted 0
Non-Deed Restricted 0
Deed Restricted 1
Non-Deed Restricted 0
46 47
Units by Structure Type Entitled Permitted Completed
SFA 0 0 0
SFD 6 6 1
2 to 4 0 0 0
5 + 0 0 0
ADU 27 33 13
MH 0 0 0
Total 33 39 14
38 38
38 0
0 0
0 0
Income Rental Ownership Total
Very Low 0 0 0
Low 0 0 0
Moderate 0 0 0
Above Moderate 0 0 0
Total 0 0 0
Cells in grey contain auto-calculation formulas
Income Level
Very Low
Low
Moderate
Above Moderate
Units Constructed - SB 35 Streamlining Permits
Number of Streamlining Applications Approved
Total Developments Approved with Streamlining
Total Units Constructed with Streamlining
Total Housing Applications Submitted:
Number of Proposed Units in All Applications Received:
Total Housing Units Approved:
Total Housing Units Disapproved:
Total Units
Housing Applications Summary
Use of SB 35 Streamlining Provisions
Note: Units serving extremely low-income households are included in the very low-income permitted units totals Number of Applications for Streamlining
Building Permits Issued by Affordability Summary
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Attachment: Housing Element Annual Progress Report 2021 (Housing Element Report) Jurisdiction San Carlos
Reporting Year 2021 (Jan. 1 - Dec. 31)
Total Award Amount Total award amount is auto-populated based on amounts entered in rows 15-26.
Task $ Amount Awarded $ Cumulative Reimbursement
Requested
Other
Funding Notes
Housing Element project
coordination; document review,
existing conditions report; policy
and results comparison; vacant
and underutilized land inventory;
opportunities and constraints;
financial feasibility analysis; and
preferred options and analysis
$ 60,485.00 60,485.00$ REAP Project funded by: City
funds, LEAP, SB2, and
REAP
Housing Element amendments,
quantification, and case studies;
vulnerability assessment; outline
and initial drafts; and
administrative and draft documents
$ 89,515.00 $ 9,481.48 REAP Project funded by: City
funds, LEAP, SB2, and
REAP
Summary of entitlements, building permits, and certificates of occupancy (auto-populated from Table A2) Current Year
Deed Restricted 0
Non-Deed Restricted 0
Deed Restricted 0
Non-Deed Restricted 0
Deed Restricted 0
Non-Deed Restricted 0
41 41
Current Year
Deed Restricted 0
Non-Deed Restricted 0
Deed Restricted 0
Non-Deed Restricted 0
Deed Restricted 1
Non-Deed Restricted 0
46 47
Current Year
Deed Restricted 0
Non-Deed Restricted 0
Deed Restricted 0
Non-Deed Restricted 0
Deed Restricted 0
Non-Deed Restricted 0
23 23
Moderate
Above Moderate
Total Units
Completed Entitlement Issued by Affordability Summary
Income Level
Very Low
Low
Moderate
Above Moderate
Total Units
Building Permits Issued by Affordability Summary
Income Level
Very Low
Low
Total Units
Certificate of Occupancy Issued by Affordability Summary Income Level
Very Low
Low
Moderate
Above Moderate
ANNUAL ELEMENT PROGRESS REPORT
Local Early Action Planning (LEAP) Reporting
(CCR Title 25 §6202)
Please update the status of the proposed uses listed in the entity’s application for funding and the corresponding impact on housing within the region or jurisdiction, as applicable, categorized based on the eligible uses specified in Section 50515.02 or 50515.03, as applicable.
150,000.00$
Task Status
In Progress
In Progress
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Attachment: Housing Element Annual Progress Report 2021 (Housing Element Report)
CITY COUNCIL
STAFF REPORT
MEETING DATE: March 28, 2022
ITEM TITLE: Consideration of Fiscal Year 2022 -23 Mid -Cycle Budget Adjustments and Adopting a Resolution Adopting the Proposed Mid -Cycle Fiscal Year 2022 - 23 General Fund Appropriation Budget.
RECOMMENDATION:
Staff recommends that the City Council adopt a Resolution authorizing the adjustment of Fiscal Year (“FY”) 2022-23 General Fund Budget.
FISCAL IMPLICATIONS:
Adoption of the Resolution will amend the General Fund Appropriations (total expenditures) by an amount of $3,253,100, increasing the total operating appropriation budget to $55,036,975.
The proposed changes represent a balanced operating budget for FY 2022-23 as shown in the table below. These changes also include a request to transfer an additional $400,000 from the Facilities and Infrastructure Reserve to the Gas Tax Fund 0016 to offset the costs of street repairs. The Capital Fund projects are discussed in more detail in the Capital Projects Staff report.
General Fund
FY 2022-23
Revised Budget
FY 2022-23
Accounting
Adjustments
FY 2022-23
Requests
FY 2022-23
Proposed
Adjustments
Operating Revenues 49,694,400$ 1,630,500$ 282,200$ 51,607,100$ Operating Expenses (51,783,875) 123,000 (3,376,100) (55,036,975) Net Transfers and Allocations 3,148,200 295,000 - 3,443,200 Total Change in Operating Fund 1,058,725$ 2,048,500$ (3,093,900)$ 13,325$ Other Sources/Uses of Funds
Transfer Capital Reserve to Capital Funds (2,500,000) (400,000) (2,900,000) Total Other Sources/Uses of Funds (2,500,000) - (400,000) (2,900,000) Net Change in Fund Balance (1,441,275)$ 2,048,500$ (3,493,900)$ (2,886,675)$
The Revised Budget includes all adjustments previously approved by the City Council.
Accounting adjustments represent changes to assumptions in revenues and expenses based on historical trends, projections based on current economic trends and conditions , and information from our third party consultants. The requests will be discussed further below.
On October 13, 2021, an agreement was executed with NBS to provide an overhead cost allocation review and comprehensive fee and rate study. The purpose of this project is to ensure
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2 that the City of San Carlos is utilizing comprehensive overhead rates and accurately accounting for the true cost of providing various programs and services within City operations. It is the City’s goal to have a well-documented and defensible Cost Allocation Plan that will incorporate appropriate general and administrative cost allocations into the budget, identify overhead rates that can be used in the calculation of billable hourly rates for grants, fees, federal reimbursements, a nd other billings, and develop charges for user fees that comply with Proposition 218. Several of the requested positions may be subject to cost recovery and will be incorporated into the study which will be finalized in the next two months. Any cost recovery as a result of this study will be incorporated into the Fiscal Year 2023-25 Biennial Budget.
BACKGROUND:
Last June, the City Council adopted the FY 2021-23 Biennial Budget, which was the result of an inclusive and interactive staff budget development process, City Council Budget Study Sessions held on April 26, 2021 and May 1, 2021, as well as Council direction given throughout the year.
Resolution 2021-050 set the appropriation (expense) levels for both FY 2021 -22 and FY 2022 -
23. One of the primar y advantages of a two –year budget cycle is the amount of time savings that can be realized by both staff in the preparation of the budget and the governing body, who must review and adopt the budget.
ANALYSIS:
In the second year of the two -year budget, departments were given an opportunity to review their projections and budget and request additional funding, if needed. Any additional funding required to meet the City Council’s Strategic Plan objectives have been included in the recommendations. The City Manager, Assistant City Manager, Administrative Services Director and Financial Services Manager met with each department individually to discuss and finalize the Proposed FY 2022-23 Budget.
There are a number of staffing changes and program enhanceme nts for the General Fund that have been recommended and incorporated into the proposed budget . These changes are necessary to implement the strategic plan objectives, support the increased level of development activity, manage the increase in infrastructure projects, and advance the increased communication needs.
Implementation of Strategic Planning Objectives:
On March 14, 2022, the City Council adopted the Strategic Plan which include s the following objectives:
Child Care and Youth Programming
Climate Change
Downtown
Housing
Mobility, Traffic, and Transportation Infrastructure
Northeast Area Specific Plan (new)
Senior Services and Programming (new)
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3 These are items that rest “above the water line” or are in addition to the operational tasks already provided by staff (see diagram below).
In order to maintain the City’s operations and also accomplish its strategic objectives, additional resources across the organization are needed. In particular, this will require additional resources in the Adv ance Planning Division of Community Development, Parks and Recreation Department, Public Works Department and the City Manager’s office.
Increase in Development Activity
The City is experiencing an unprecedented number of commercial/industrial/life -science applications on the east side. Following decades of long -standing property ownership, numerous large parcels on the east side will be or have been acquired by new owners seeking to renew and or refresh uses and rebuild aging buildings. Review and advisory support of these projects is highly technical in nature and requires in-depth, high-level professional expertise and attention along with internal and external meeting s. A number of these projects will require development agreement negotiations for community benefits.
As of now, we anticipate the need to plan for and consider applications for approximately 3.5 million square feet of net new commercial development, as well as significant future residential development on the east side. If economic condi tions remain favorable, there will be more commercial, industrial, retail and residential applications beyond this in the next decade.
Currently there are 18 commercial, office and industrial projects in various stages of review and approval. Nine projects have been approved and will require significant staff time across all departments as well as management of outside consultant resources to manage the projects to completion. In particular, additional resources will be needed in the Building and Current
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4 Planning Divisions in Community Development and Public Works plan check and inspection programs.
In addition, new long -range planning efforts , such as the Downtown Specific Plan, North east Area Specific Plan , the recently completed East Side Plan and the Ge neral Plan Housing Element Update , will set the stage for renewed development feasibility and economic investment in the community in both the residential and commercial market platforms . The Housing Element Update will also include planning to increase de nsity and heights to spur new residential development.
Increase in Infrastructure Spending and Projects
The five year capital budget included $25.1 million in funding for streets and sidewalks and $96.9 million in general infrastructure and other project s. In particular, there is a need to increase funding in the annual street resurfacing budget by $11.2 million over the next five years. According to the Pavement Management Report, many of the City streets are in need of rehabilitation. The Pavement Manag ement Program's most recent Budget Operations Report indicated that there is a deferred maintenance backlog of $42 million. The current Pavement Condition Index (PCI) for the entire street network is 57 out of 100 , and if f unding for street repairs remains at current levels, the current PCI will decrease , which puts the street network into the “very poor” or “failed” conditions. The recommended five-year funding level will increase the PCI to 62 or “fair” condition. To achieve this, approximately 30% of City streets will be under construction per fiscal year.
There is also a large amount of effort required to provide efficient, safe, and effective movement through the city, while also encouraging the use of alternative transportation . The use of traffic calming tools and measures such as roundabouts and speed dips helps to reduce high vehicle speeds through our neighborhoods. Education, enforcement, and engineering measures are employed to minimize traffic impacts on residents, pedestrians, bicyclists, and schools.
This investment need correlates to the most recent community survey which shows that residents are increasingly concerned about traffic and congestion. Traffic calming requests are increasing and a backlog of investigations is developing. In addition to the capital investment, managing this level of construction will require significant staff time, specifically in Public Works and the City Manager’s office as it relates to communication related to the construction.
Increased Need for Communication and Outreach
There has been a steadily increasing demand for City communication, both in volume and scope. Every one of the City Council’s current strategic goals and objectives contains crucial communication and outreach elements. The increase in d evelopment and projects will also require pro -active outreach to the community. One staff member is neither adequate nor sustainable to meet the ever-growing demands for professional and timely communication.
This issue is not unique to San Carlos. Citie s and businesses across the Bay Area are challenged with the need to retain sophisticated professional communications staff for both internal and external communications.
Recommended Changes to Operating Budget
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5 In order to meet the needs of the City des cribed above, a summary of recommendations organized by department follows.
In the City Manager’s budget:
Funding in the amount of $54,750 to reclassify a Management Analyst position to Communications Manager to reflect the need to retain professional level support for the City’s communications efforts across all departments.
Funding in the amount of $28, 350 to reclassify a Management Analyst position to a Senior Sustainability Analyst position to support the City’s efforts to implement the Climate Mitigation and Adaptation Plan (“CMAP”).
Funding in the amount of $96,800 to create a new Communications Coordinator position. This position will support the Communications Manager and will reduce the need to outsource project-specific communications to outside vendors, thereby reducing vendor markup fees and costs, eliminating the staff time required to manage and inform outside vendors, and ensuring the integrity of the City’s brand and voice. Funding in the amount of $100,000 for C MAP Incentive Programs. This would establish funding for climate programs to execute strategies in the CMAP and achieve greenhouse gas reduction goals.
In the Community Development budget:
Funding in the amount of $305,900 for a new Assistant Community Development Director position to help support the increase in staffing and contractors associated with the large volume of development activity and Advanced Planning projects. Funding in the amount of $27,100 to convert contractor administrative support to a full - time Senior Adminis trative Clerk in the Current Planning Division to provide much needed clerical assistance.
Funding in the amount of $205,700 for a new Associate Planner position in the Advanced Planning Division to assist with the implementation of the Strategic Planning Objectives.
Funding in the amount of $191,200 for a new Building Inspector position in the Building Division to support the significant increase in development. Funding in the amount of $140,500 to transition from contractor support to a new Senior Planner position in the Current Planning Division to provide a high degree of technical experience to support the increase in development.
Funding in the amount of $147,300 for a new Permit Technician in the Building Division to help manage the intake of permits and maintain turn-around times. Funding in the amount of $179,000 for additional contract planning staff in the Advanced Planning Division to assist with the implementation of the Strategic Planning Objectives. Funding in the amount of $ 208,000, offset by projected revenues of $187,200, for a net increase of $20,800 for arborist services to process protected tree applications, review tree protection plans, review development plans, and conduct site inspections in accordance with a permanent Protected Tree Ordinance.
Funding in the amount of $42,500 for additional professional services for the Advanced Planning Division to provide mapping, research, and analysis services.
In the Public Works budget:
8.b
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6 Funding in the amount of $280,200 for a new Senior Traffic Engineer position to support the increase in street and traffic related infrastructure. Funding in the amount of $185,925 for a Senior Maintenance Worker in the Facilities Division to help manage the maintenance of the two new parking lots at Wheeler Pla za and El Camino/Belmont Avenue.
Funding in the amount of $153,400 for a new Administrative Assistant position to provide much needed clerical and administrative assistance.
Funding in the amount of $185,925 for a Senior Maintenance Worker in the Parks Division to manage the preventative maintenance program for the City’s approximately 180 acres of open space parks.
Funding in the amount of $196,800 for a new Public Works Inspector position to support the significant increase in development and infrastructure improvements. Funding in the amount of $233,000 for a new Civil Engineering Associate position to support the requested Senior Traffic Engineer.
In the Parks and Recreation’s budget:
Funding in the amount of $ 100,300, offset by projected revenues of $95,000 for a net increase of $5,300 to expand the Adult Community Center lunch program and upgrade the part-time Cook position to full -time which will expand the program to four days per week.
Funding in the amount of $63,900 to upgrade the Recreation S upervisor position to the position of Recreation Manager to help oversee the increase in programming associated with the strategic objectives.
In the Administrative Services budget:
Funding in the amount of $60,000 to restore recruitment services and sup plies that were reduced as a result of the pandemic.
Funding in the amount of $189,550 for a new Management Analyst position to assist with the management of federal and infrastructure grants as well as contracts and purchasing.
These staff recommended ne t additions to the General Fund budget total $ 3,093,900 in FY 2022-23. Additional detail and a revised organization chart related to each of these department requests can be found in Attachments 3 - 7.
The fully funded recommended budget results in unrest ricted fund balance of approximately $2 million for FY 2022 -23. As done in prior years, included in the budget is a recommendation to transfer capital reserves from the General Fund to the Gas Tax Fund (Fund 16) and the General Capital Projects Fund (Fund 25). This transfer is necessary to fund improvements of City infrastructure, facilities and other capital needs.
Attachment 8 summarizes the current year’s revised budget , and Attachment 9 shows the projections and the FY 2022-23 proposed budget updates for the General Fund.
ALTERNATIVES:
The alternatives available to the City Council include:
8.b
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7 1. Adopt a Resolution authorizing the adjustment of Fiscal Year (“FY”) 2022 -23 General Fund Budget; or
2. Do not adopt the Resolution; or
3. Provide staff with alternative direction.
Respectfully submitted by:
Rebecca Mendenhall,
Administrative Services Director
Approved for submission by:
_________________________
Jeff Maltbie, City Manager
ATTACHMENT(S):
1. Resolution
2. New Development Map 3-14-2022
3. City Manager Department Requests
4. Community Development Department Requests
5. Public Works Department Requests
6. Parks and Recreation Department Requests
7. Administrative Services Department Requests
8. General Fund Summary
9. General Fund Long Term Forecast
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RESOLUTION NO. 2022- _____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS ADOPTING THE PROPOSED MID-CYCLE FISCAL YEAR 2022-23 GENERAL FUND APPROPRIATION BUDGET.
WHEREAS, the City of San Carlos adopted the Fiscal Year (“FY”) 20 21-23 Biennial Operating Budget via Resolution 2021-050 on June 14, 2021; and
WHEREAS, in the second year of the two -year budget, the City Manager, Assistant City Manager, Administrative Services Director and Financial Services Manager met with each department to review any additional funding requests needed to implement the strategic plan objectives, support the increased level of development activity, manage the increase in infrastructure projects and advance the increased communication needs; and
WHEREAS, the City desires to increase the FY 2022-23 General Fund Appropriations by $3,253,100, increasing the total operating appropriations to $55,036,975; and
WHEREAS, the City desires to transfer an additional $400,000 from the Facilities and Infrastructure Reserve to the Gas Tax Fund 0016 to offset the costs of street resurfacing projects; and
WHEREAS, the proposed changes represent a balanced operating budget for F Y 2022-
23. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of San Carlos hereby approves the budget adjustments , increasing the total FY 20 22-23 General Fund appropriations to $55,036,975 and authorizes the additional transfer of $400,000 from the Facilities and Infrastructure Reserve to the Gas Tax Fund 0016.
*****
I, Crystal Mui, City Clerk, hereby certify the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Carlos at a scheduled meeting thereof held on the 28th day of March, 2022, by the following vote:
AYES, COUNCILMEMBERS: _____________________________________ ______ NOES, COUNCILMEMBERS: _____________________________________ ____________ ABSENT, COUNCILMEMBERS: ___________________________________ ______
______________________________
CITY CLERK of the City of San Carlos
APPROVED:
____________________________
MAYOR of the City of San Carlos
8.b.1
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Attachment: Resolution (FY22-23 Mid-Cycle General Fund Budget Adjustments) 888 Bransten
(Alexandria)
105,000 SF
1 Acre
501 Industrial
Hotel Indigo-188 Rooms
119,000 SF
2 Acres
405 Industrial
(Menlo Equities)
205,273 SF
2.41 Acres
987 Industrial
(Alexandria)
1,620,774 SF
25.34 Acres
800 Old County Rd.
(Sobrato)
325,473 SF
3.40 Acres
200 Industrial
650,000 SF
7.5 Acres
642 Quarry Rd.
409,810 SF
4.7 Acres
806 Alameda
87 Townhomes
11.4 Acres
Vista Del Grande
74 Townhomes
12.2 Acres
1021 Howard
190,869 SF
2.19 Acres
CVS El Camino
231 Apartment Units
198,570 SF
2.2 Acres
CITY BOUNDARY
USE
LIFE SCIENCE
HOTEL
RESIDENTIAL
TIMELINE
UNDER CONSTRUCTION
APPROVED DEV.
PROPOSED DEV.
ANTICIPATED DEV.
NEW DEVELOPMENTS
CITY OF SAN CARLOS
1091 Industrial
138,710 SF
1.6 Acres
1030 Brittan
96,175 SF
2 Acres
1232 Cherry St.
~30+ Apartment units
4,000 SF
275 Industrial
(PG&E)
52,241 SF
18.39 Acres
8.b.2
Packet Pg. 80
Attachment: New Development Map 3-14-2022 (FY22-23 Mid-Cycle General Fund Budget Adjustments) Assistant City
Manager
(1)
City Manager Department
Organization Chart
City Manager
(1)
Senior Management
Analyst
(1)
Communications
Manager
(1)
Senior Sustainability
Analyst
(1)
Communications
Coordinator
(1)
Executive Assistant
(1)
New FY22‐23
Reclass
Underfilled
Seasonal Staff
Intern
8.b.3
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Attachment: City Manager Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
MID-CYCLE BUDGET EXPENSE AMENDMENT
PROGRAM CHANGE FORM
PROGRAM: 01111000 City Manager
REQUEST TITLE: Upgrade Management Analyst to
Communications Manager
Request Summary
The City Manager’s Office requests $ 54,750 to reclassify a Management Analyst position to a newly created Communications Manager Position, which is $ 244,300 based upon the Human Resources Department’s salary comparison of a similar positions in nearby cities (San Mateo, Redwood City, and Menlo Park ). The Communications Manager position will replace the Management Analyst position which is currently staffed and funded at $189, 550. The requested amount of $54,750 represents the salary difference between the two positions.
Factors Driving the Request for Change
There has been steadily increasing demand for City communication, both in volume and scope. Every one of the City Council’s current strategic goals and objectives contains crucial communication and outreach elements. One staff member is neither adequate nor sustainable to meet the ever -growing demands for professional and timely communication.
This issue is not unique to San Carlos. Cities and businesses across the Bay Area are challenged with the need to retain sophisticated professional communications staff for both internal and external communications. Increasing the annual salary for this position with enable the City to compete with other cities and organization for experienced communications staff that is well versed in the nuances of local government.
The Communications Manager will:
Manage and direct the new Communications Coordinator who will be responsible for website content maintenance and updates across all City departments. Develop, manage, and execute a City-wide Master Communication Plan. Become familiar with the City Council’s goals and objectives and to develop a communications strategy for each.
Become familiar with each department’s projects and initiatives in order to develop strategic communications for each.
Continue to serve as the manager of the City’s website, all social media accounts, and service as Editor-in-Chief for both the “Good Living” and “Spotlight” newsletters. Employ a cross-department Master Communications Calendar. Expand communication offerings to the community via expanded video and multi -media, new social media platforms, and other creative outreach.
Alternatives
Maintain the status quo.
Hire a communications consultant on an as-needed or part-time basis.
Cost Summary
Priority
Tracking
Department
Priority 1
City Manager
Approved Y
8.b.3
Packet Pg. 82
Attachment: City Manager Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) FY 2022-23 Mid-Cycle Budget Expense Amendment Page 2 of 2
Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
Annual Salary/benefits for Communications Mgr Position 01111000 511*-512* 244,300.00 Total Operating Costs 244,300.00$
Current Salary/benefits of Management Analyst position 01111000 511*-512* (189,550.00) Net Operating Costs 54,750.00$
8.b.3
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Attachment: City Manager Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
MID-CYCLE BUDGET EXPENSE AMENDMENT
PROGRAM CHANGE FORM
PROGRAM: 01111000 City Manager
REQUEST TITLE: Upgrade Management Analyst to Senior Sustainability Analyst
Request Summary
The City Manager’s Office requests $ 28,350 to fund the annual salary for the newly created Senior Sustainability Analyst position, which is $ 217,900 based upon San Carlos’ salary scale for a Senior Management Analyst. The Senior Sustainability Analyst position will replace the Management Analyst - Sustainability position which is currently staffed and funded at $189,550 . The requested amount of $28,350 represents the salary difference between the two positions.
Factors Driving the Request for Change
The Council adopted the Climate Mitigation and Adaptation Plan (“CMAP”) on September 27, 2021. The CMAP includes 45 strategies to reduce greenhouse gas emissions and adapt to changing climate conditions with the goal of reducing emissions. The CMAP includes an implementation program that assigns each strategy to a City department with the City Manager’s Office designated as the lead department overseeing the execution of the CMAP and reporting on progress.
As the urgency and expectations around climate action increase, funding opportunities have been made available at the State and Federal level through grants for projects that support electric vehicle charging, climate adaptation planning, fleet electrification, building decarbonization, and energy resiliency.
Pursuing these grant opportunities will be key to maintaining the necessary resources to achieve these climate goals and will require sufficient staffing to apply for, monitor, and report on.
In the latest San Carlos community survey conducted in January 2021 survey, respondents listed “environmental sustainability programming” as the sixth highest funding priority for the City. The San Carlos City Council has acknowledged this community priority by including efforts to “support sustainability and address climate change” as one of its seven strategic goals in both its 2020 and 2021 Strategic Plans.
Given the technical nature and scope of the CMAP, this position should have the subject matter expertise, project management skills, and the ability to delegate and review the work of others to ensure its implementation. The demand for this position is not unique to San Carlos. Increasing the salary for this position to make it competitive with similar positions around the Bay Area is critical for the City and will ensure that the City can meet the expectations of our City Council and community.
Alternatives
Maintain the status quo.
Cost Summary
Priority
Tracking
Department
Priority 2
City Manager
Approved Y
8.b.3
Packet Pg. 84
Attachment: City Manager Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) FY 2022-23 Mid-Cycle Budget Expense Amendment Page 2 of 2
Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
Annual Salary/benefits New Senior Sustainabilty Analyst 01111000 511*-512* 217,900.00 Total Operating Costs 217,900.00$
Current Salary/benefits of Management Analyst position 01111000 511*-512* (189,550.00) Net Operating Costs 28,350.00$
8.b.3
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Attachment: City Manager Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
MID-CYCLE BUDGET EXPENSE AMENDMENT
PROGRAM CHANGE FORM
PROGRAM: 01111000 City Manager
REQUEST TITLE: New Communications/Website Coordinator Position
Request Summary
The City Manager’s Office (CMO) requests $96,800 to fund a new Communications Coordinator position.
The annual salary and benefit costs of $146,800 will be offset by a transfer of $50,000 from the Public Works professional services budget for communications and outreach.
Factors Driving the Request for Change
The CMO is anticipating two significant changes to its Communications Team in FY2022 -23. First, the position of Communications Manager will replace the current Management Analyst - Communications Coordinator position. Second, a full time Communications Coordinator position will be added to the team.
The Communications Coordinator position will primarily:
- Enable the Communication Manager to develop a proactive, centralized, strategic communications and outreach plan and schedule.
- Ensure the City’s website content is accurate and up-to-date, and that all opportunities for public engagement and feedback are properly noticed.
- Coordinate more closely the Community Development and Public Works departments regarding their communications updates and requirements.
- Provide technical grant writing and support to the Senior Sustainability Analyst position.
The addition of a Communications Coordinator will ensure consistent, timely, and uniform City communications across all departments and to the community. It will reduce the need to outsource project-specific communications to vendors, thereby reducing vendor markup fees and costs, eliminating the staff time required to manage and inform outside vendors, and ensuring the integrity of the City’s brand and voice. Furthermore, the Communications Coordinator will help manage the grant procurement process in furtherance of the Climate Mitigation Action Plan’s mitigation and adaptation strategies .
Without this grant support, staff would either forgo pursuit of opportunities due to time restraints or outsource this function entirely to consultants.
Alternatives
The alternative to this request is to continue as-is and encourage departments to outsource their communications and community outreach functions.
Cost Summary
Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
Communications Coordinator Salary/Benefits 01111000 511*512* 146,800.00 Total Operating Costs 146,800.00$
Public Works Professional Outreach budget transfer 01511000 520320 (50,000.00) Net Operating Costs 96,800.00$
Priority
Tracking
Department
Priority 3
City Manager
Approved Y
8.b.3
Packet Pg. 86
Attachment: City Manager Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
MID-CYCLE BUDGET EXPENSE AMENDMENT
PROGRAM CHANGE FORM
PROGRAM: 01111000 – City Manager
REQUEST TITLE: Add Budget for CMAP Climate Incentive Programs
Request Summary
Establish funding for climate programs to execute strategies in the Climate Mitigation and Adaptation Plan (CMAP) and achieve greenhouse gas reduction goals. The climate programs would reduce emissions by encouraging the electrification of building and transportation sectors through financial incentives. Climate incentive programs would cost $100,000 annually starting in FY 2022-23.
Factors Driving the Request for Change
The City Council adopted the CMAP in September 2021, which includes the goals of reducing greenhouse emissions 40% by 2030 and 80% by 2050, relative to 1990 levels. The City Council included addressing climate change as a strategic goal in the 2021 Strategic Plan. Implementation Strategy 2 in the CMAP calls for the City to secure necessary funding including establishing a dedicated funding source to complete the strategies within the plan. The City Manager’s Office is the lead department for 30 of t he 45 strategies contained within the CMAP, many of which involves supporting the work of other regional agencies. This funding request is to establish incentive programs that encourage the electrification of buildings and transportation as referenced in s trategy 4 and 18 in the CMAP that have the highest greenhouse gas reduction potential.
Alternatives
Promote existing programming from other regional agencies.
Cost Summary
Establishing this fund will cost $100,000 per year.
Grant funding opportunities exist that can act to support these efforts.
Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
EV charging and building electrification incentives 01111000 520320 100,000.00 Total Operating Costs 100,000.00$
Offsetting revenue if applicable
Net Operating Costs 100,000.00$
Priority
Tracking
Department
Priority 4
City Manager
Approved Y
8.b.3
Packet Pg. 87
Attachment: City Manager Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) Sr. Admin Clerk
(1)
Associate Planner
(1)
Planning Manager –
Advance Planning
(1)
Assistant Community
Development Director
(1)
Community Development Department
Organization Chart
Community
Development Director
(1)
Senior Planner
(1)
Economic
Development
Coordinator
(1)
Assistant Planner
(1)
Building Official
(1)
Principal Planner –
Current Planning
(1)
Associate Planner
(1)
Administrative
Assistant
(1)
Senior Admin Clerk
(1)
Contract Development
Services Technicians
Management Analyst
(1)
Senior Planner
(1)
Sr. Building Inpsector
(1)
Senior Management
Analyst
(1)
Economic Development
& Housing Manager
(1)
Building Inspector II
(2)
Building Inspector II
(1)
Building Inspector II
(1)
Permit Technician
(1)
Contract Code
Enforcement Officer
Contract Planning,
Economic Development
& Administrative
Support
New FY22‐23
Underfilled
8.b.4
Packet Pg. 88
Attachment: Community Development Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
MID-CYCLE BUDGET EXPENSE AMENDMENT
P ROGRAM CHANGE FORM
PROGRAM: 01640000 Community Development Administration R
EQUEST TITLE: New Assistant Community Development Director Position R
equest Summary
St
aff recommends that the City Council approve the addition of one, new full-time Assistant Community Development Director position to support Community Development Department operations. This request would cost $305,900 for FY 2022-23. Staff anticipates this new position would help implement at least five to ten years of anticipated work in the Community Development Department.
Fact
ors Driving the Request for Change
The Ci
ty is experiencing an unprecedented number of commercial/industrial/life-science applications on the east side. Review and advisory support of these projects is highly technical in nature an d r
equires in-depth, high-level professional expertise and attention, along with internal and external meeting time. A number of these projects will require development agreement negotiations for community benefits.
Adoption of the East Side Innovation District Vision Plan, pending adoption of the Housing Element Update, upcoming specific plans for the Downtown and the Northeast Area Specific Plan will require highly focused executive oversight and support.
The Community Development Department has added and is in need of additional st affing to handle t
he volume, complexity, and implementation of current and advanced planning projects. The need for more support at the executive management level of the department has reached a t
urning point with a need for additional staff resources. The Assistant Community Development Director position is critical to ensuring quality control, provision of reasonable customer service levels, day to day work oversight, and on schedule delivery of work product.
The Assistant Community Development Director would oversee day to day administration and technical support for all three Community Development Department divisions allowing the Director to focus more effectively on organizational leadership and success, staff professional development, s
trategic planning, development agreement negotiations, and efficient implementation of th e C
ouncil’s strategic objectives and policy.
This position will also help provide the management expertise and experience necessary to carry out unforeseen strategic Council initiatives, State mandates, and interdepartmental project coordination.
A
lternatives
S
hould this position not be filled, implementation of current and advanced planning efforts are at risk of delay. Stretching executive oversight too thin could lead to the potential for technical errors, impacts on organizational morale, lack of strategic focus , and delays in the achievement of the City Council goals and objectives.
C
ost Summary
Thi
s change would cost $305,900 in FY 2022-23.
There are no direct off-setting rev enues, but the cost for this position will be included in th e C
omprehensive Overhead Allocation and User Fee Study currently underway and a portion of the costs can be recovered in that manner.
Priority
Tracking
Department
Priority 1
City Manager
Approved Y
8.b.4
Packet Pg. 89
Attachment: Community Development Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) FY 2022-23 Mid-Cycle Budget Expense Amendment Page 2 of 2 Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
Salary/benefit costs for Asst. Comm. Development Dir. 01640000 511*-512* 305,900.00 Total Operating Costs 305,900.00$
Offsetting revenue if applicable
Net Operating Costs 305,900.00$
8.b.4
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Attachment: Community Development Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
MID-CYCLE BUDGET EXPENSE AMENDMENT
PRO GRAM CHANGE FORM
PRO
GRAM: 01191000 - CDD Current Planning
REQUEST TITLE: Add Senior Administrative Clerk Position Request
Summary
Staff recommends that the City Council approve the addition of a Senior Administrative Clerk position to the Community Development Department to provide administrative support to the Cuurent Planning Division.
Factor
s Driving the Request for Change
This
administrative position was previously vacant upon transfer of the previous employee to another position within the organization. The position was removed from the Department as part of a reduction in budget costs in 2020, as a response to COVID-19.
There is no dedicated administrative support for the Current Planning Division. Administrative tasks are currently being completed by other employees and contract staff. The Department is asking this position be restored.
There are many administrative tasks that are being completed by planners and administrative support from other divisions that could be transferred this position, such as application intake, meeting scheduling, notification mailings, website updates, Residential Design Review Committee and Planning Commission packets, etc.
Transfer of these tasks would free up substantial time for city planners to focus on day -to-day operational work and customer service needs.
Al
ternatives
Do not add the Senior Administrative Clerk position and/or provide staff with alternate direction.
Cost
Summary
The cost for FY22-23 would be $140,600.
These costs would be offset by a reduction in the Contractors account of $113,500.
Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
Salary/benefits for Senior Administrative Clerk Position 01191000 511*-512* 140,600.00 Total Operating Costs 140,600.00$
Contractor savings 01191000 520330 (113,500.00)
Net Operating Costs 27,100.00$
Priority
Tracking
Department
Priority 2
City Manager
Approved Y
8.b.4
Packet Pg. 91
Attachment: Community Development Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
MID-CYCLE BUDGET EXPENSE AMENDMENT
P ROGRAM CHANGE FORM
P
ROGRAM: 01191001 CDD - Advance Planning
REQUEST TITLE: New Associate Planner Position
R
equest Summary
S
taff recommends that the City Council approve the addition of one, new f ull-time Associate Planner position to support the Advance Planning Division. This request would cost $205,700 for FY 2022 -23.
Staff anticipates this new position would help implement at least five to ten years of anticipated work in the Advance Planning Division.
Fact
ors Driving the Request for Change
W
ith the adoption of the East Side Innovation District Vision Plan, pending adoption of the Housing Element Update, and upcoming specific plans for the downtown and the new strategic goal for a No
rtheast Area Specific Plan, the newly created Advance Planning Division has reached a turning point for additional staff resources.
Successful implementation of policy documents is expected not only by the City Council, but is also a state-mandated Housing Element requirement, as well as an expectation of our community. Adequate staffing resources is critical to ensuring that quality of work is maintained and projects are completed on schedule.
With this new position, the Advance Planning Division would be able to effectively lead, manage, and carry out implementation tasks and programs in a timely manner . A n additional full- time Associate/Senior Planner would help to free up senior staff and management to carry out other high- level division responsibilities.
This position will also help provide the bandwidth necessary to carry out unforeseen strategic Council initiatives, State mandates, as well as an anticipated update to the 2030 General Plan.
A
lternatives
S
hould this position not be filled, implementation of current plans such as the Housing Element Update, East Side Innovation District Vision Plan, and the future Downtown and Northeast Area Specific Plans would face significant delays.
C
ost Summary
Thi
s cost for a full-time Associate Planner in FY 2022-23 is $205,700. There are no direct off -setting revenues , but the cost for this position will be included in th e C
omprehensive Overhead Allocation and User Fee Study currently underway and a portion of the costs may be eligible for cost recovery.
Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
Salaries/benefits Associate Planner position 01191001 511*-512* 205,700.00 Total Operating Costs 205,700.00$
Offsetting revenue if applicable
Net Operating Costs 205,700.00$
Priority
Tracking
Department
Priority 3
City Manager
Approved Y
8.b.4
Packet Pg. 92
Attachment: Community Development Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
MID-CYCLE BUDGET EXPENSE AMENDMENT
P ROGRAM CHANGE FORM
P
ROGRAM: 01181000 CDD – Building Division
REQUEST TITLE: New Building Inspector Position
R
equest Summary
S
taff recommends that the City Council approve the addition of a Building Inspector position to the Community Development Department to assist with ongoing residential projects, minor tenant improvement projects, permit intake, and electronic plan review.
Fact
ors Driving the Request for Change
Thi
s position would allow the Senior Building Inspectors the additional time needed to perform inspections for upcoming, large-scale commercial development. This position would perform ongoing permit review and processing of electronic application submittals for minor residential and commercial development projects. Creating this position would align with the City’s core values, including the provision of high quality customer service and supporting the well- being of employees, investing in their development, and aligning staffing and resources with the demand for City services.
A
lternatives
D
o not add the Building Inspector position and/or provide staff with alternate direction.
C
ost Summary
The t
otal costs for FY 2022-23 will be $191,200.
There are no direct off -setting revenues but the cost for this position will be included in t he Co
mprehensive Overhead Allocation and User Fee Study currently underway and a portion of the costs can be recovered in that manner.
Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
Salaries/benefits Building Inspector II position 01181000 511*-512* 191,200.00 Total Operating Costs 191,200.00$
Offsetting revenue if applicable
Net Operating Costs 191,200.00$
Priority
Tracking
Department
Priority 4
City Manager
Approved Y
8.b.4
Packet Pg. 93
Attachment: Community Development Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
MID-CYCLE BUDGET EXPENSE AMENDMENT
P ROGRAM CHANGE FORM
P
ROGRAM: 01191000 CDD - Current Planning Division
REQUEST TITLE: New Senior Planner Position
R
equest Summary
Staff recommends that the City Council approve the addition of a Senior Planner position to the Community Development Department to provide support to the Current Planning Division.
Fact
ors Driving the Request for Change
Thi
s position was previously vacant upon the promotion of an employee to another position. T he S
enior Planner Position was removed from the Department as part of a reduction in budget costs i n 2020
, as a response to COVID-19. The Department is asking that this position be restored. There is an increase in the number of complex projects that require review by exper ienced, senior planning staff. While large projects requiring zoning changes and development agreements hav e h
istorically been managed by consultants, it is anticipated that there will be numerous housing and commercial projects that comply with the Municipal Code, but are not considered “key development projects.”
There are several initiatives, not related to specific development projects, that will be managed by Planning, including; SB-9 Ordinance work, State-mandated objective standards, an accessory dwelling unit ordinance, an accessory dwelling unit pre-approval program, TDM Program i
mplementation and municipal code update, zoning code cleanup, child care work, CMAP Implementation (zoning code updates), and the Landscaping Ordinance/WELO update. There are also upcoming applications such as annexations, Zoning and General Plan Amendments, and multi-family and mixed-use projects that require a high degree of technical experience and project management experience.
Additional senior level staff time is needed to work on special projects that are not known at this time, but that may be assigned throughout the year in response to the Council’s strategic o bjectives, responses to legislation, marketplace dynamics, East Side Innovation District implementation work, and other larger projects.
The work that is done by this position is highly technical in nature where quality control is critical and technical errors and omissions can be anticipated and corrected before they occur.
Alternatives
Do not add the Senior Planner position and/or provide staff with alternate direction.
C
ost Summary
The t
otal annual cost for a Senior Planner position would be $227,300. These costs would be offset by a reduction in the Contractors account of $86,800. There are no direct off -setting revenues but the cost for this position will be included in t he C
omprehensive Overhead Allocation and User Fee Study currently underway and a portion of the costs can be recovered in that manner.
Priority
Tracking
Department
Priority 5
City Manager
Approved Y
8.b.4
Packet Pg. 94
Attachment: Community Development Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) FY 2022-23 Mid-Cycle Budget Expense Amendment Page 2 of 2 Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
Salaries/benefits Senior Planner position 01191000 511*-512* 227,300.00 Total Operating Costs 227,300.00$
Reduction in Contractors Budget 01191000 520330 (86,800.00) Net Operating Costs 140,500.00$
8.b.4
Packet Pg. 95
Attachment: Community Development Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
MID-CYCLE BUDGET EXPENSE AMENDMENT
P ROGRAM CHANGE FORM
P
ROGRAM: 01181000 CDD - Building Division
REQUEST TITLE: New Permit Technician Position
R
equest Summary
S
taff recommends that the City Council approve the addition of a Permit Tech nician position to the Community Development Department’s Building Division to assist with ongoing permit application intake, minor tenant improvement projects, electronic plan review of residential solar and fire permit applications, and review of kitchen and bath remodel projects.
Fact
ors Driving the Request for Change
Ne
t permit applications increased by 500 for a total of 1,900 permits in 2021, compared with 1,414 and 1
,361 permits in 2019 and 2020, respectively.
Electronic review of applications for minor residential and commercial development projects, sprinkler permit applications, and the increased number of solar permit applications demand additional intake time and processing.
Need to m aintain plan review turn-around time of three to five days for kitchen and bath remodel permits and solar permits.
Allows building inspectors time to perform inspections and review plans by re- assigning administrative and customer service functions to this position. Aligns with the City’s core values, including the provision of high quality customer service and s
upporting the well- being of employees, investing in their development, and aligning staffing and resources with the demand for City services.
A
lternatives
D
o not add the Permit Tech position which will lead to longer turn-around times.
C
ost Summary
The t
otal costs for FY 2022-23 will be $147,300.
There are no direct off -setting revenues , but the cost for this position will be included in th e C
omprehensive Overhead Allocation and User Fee Study currently underway and a portion of the costs can be recovered in that manner.
Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
Salaries/benefits Permit Technician position 01181000 511*-512* 147,300.00 Total Operating Costs 147,300.00$
Offsetting revenue if applicable
Net Operating Costs 147, 300.00$
Priority
Tracking
Department
Priority 6
City Manager
Approved Y
8.b.4
Packet Pg. 96
Attachment: Community Development Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
MID-CYCLE BUDGET EXPENSE AMENDMENT
P ROGRAM CHANGE FORM
P
ROGRAM: 0 1191001 – CDD Advance Planning
REQUEST TITLE: Add Contract Planning Services
R
equest Summary
S
taff requests a total of $179,000 for contract planning services to augment staffing resources in the Advance Planning Division.
Fact
ors Driving the Request for Change
The A
dvance Planning Division is responsible for carrying out high-priority and complex long-range pl
anning and policy projects, as well as implementation following project completion. Examples of such projects include implementation of the East Side Innovation District Vision Plan, the ongoing Focused General Plan and Housing Element Update, and the upcom ing Downtown and Northeast Area Specific Plans. In addition, Advance Planning will assist and coordinate with Current Planning on the SB 9 objective design and development standard project. This work requires strategic management and oversight by experienced planning staff, which on occasion can readily be available to as
sist the full-time Advance Planning staff on an as-needed basis. In addition, this role could serve to fill in for the Division whenever there may be an absence due to sick, vacation, or unexpected time off of regular full-time employees.
The Advance Planning Division full time staff currently includes: Planning Manager, Senior Planner (just started February 7, 2022), and Senior Admin Clerk. The Division is currently requesting on e m
ore full-time staff (under a separate sheet for this budget cycle). A total of five long-range policy development projects are or will soon be underway. Additional staff time in the Contractors Budget in needed to assist the Division; these positions would include:
o Principal Planner at 8 hours per week = $1,372.80 week; $5,491.20 month; or $65,894.40 year
o Associate Planner at 20 hours per week = $2,350 week; $9,400 month; or $112,800 year o Total: $178,694.40
Contract Planning Services are essential to augment the weekly workflows of Advance Planni ng
Div
isions. With the creation of a new Advance Planning Division, an operating budget is necessary to account for services from highly-qualified and experienced planners.
A
lternatives
S
hould staff not receive this funding, there may be delays in responding to requests for immediate information or research needed. In addition, without Strategic Advisors, ongoing management of the Division could be difficult when staff is out of the office for any period of time. With high level, complex projects kicking off in 2022 and expected over the next two to four years, it is essential to have such assistance to ensure high quality work is maintained.
C
ost Summary
Thi
s change would cost $179,000 in FY 2022-23.
Priority
Tracking
Department
Priority 7
City Manager
Approved Y
8.b.4
Packet Pg. 97
Attachment: Community Development Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) FY 2022-23 Mid-Cycle Budget Expense Amendment Page 2 of 2 Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
Contract Planning Staff Augmentation 01191001 520330 179,000.00 Total Operating Costs 179,000.00$
Offsetting revenue if applicable
Net Operating Costs 179,000.00$
8.b.4
Packet Pg. 98
Attachment: Community Development Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
MID-CYCLE BUDGET EXPENSE AMENDMENT
P ROGRAM CHANGE FORM
PROGRAM: 01191000 CDD – Current Planning Division REQUEST TITLE: Additional Funding for Professional Arborist Services R
equest Summary
S
taff recommends that the City Council approve a funding request for $208,000 for a professional arborist. The requested amount would be offset by estimated revenue from applicants in the amount of $187,200 for a net cost to the General Fund of $20,800.
Fact
ors Driving the Request for Change
S
taff is recommending a ¾ to full-time contract arborist to process protected tree applications, review tree protection plans, review development plans, and conduct site inspections in accordance w
ith a permanent Protected Tree Ordinance. This work would be paid for by applicants and developers.
Review of tree removal permits requires specific expertise to determine the health and safety of a t
ree. This expertise is also required as part of construction projects to determine if proposed dev
elopment will damage neighboring trees or trees onsite and what measures can be taken in the f
ield at various stages of development to protect any existing trees. Residents have increasingly requested information and advice beyond basic tree removal permits, such as replanting recommendations, tree care, etc., and this could be offered as part of the permit or development process.
Staff is recommending shifting the responsibility for these tasks to a contract arborist who has the k
nowledge and expertise to make decisions regarding the health and safety of trees, rather than the ultimate decision residing with staff who does not have the same level of expertise.
A
lternatives
The C
ity Council could choose not to fund the item or could provide alternative direction.
C
ost Summary
Thi
s change would cost $208,000 (assuming a full-time arborist). Hours would be based on demand f
or services.
Approximately 90% of the arborist fees would be reimbursable by applicants.
Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
Current Planning Professional Services 01191000 520320 208,000.00 Total Operating Costs 208,000.00$
Revenue from Applicants for Arborist Services 01191000 407022 (187,200.00) Net Operating Costs 20,800.00$
Priority
Tracking
Department
Priority 8
City Manager
Approved Y
8.b.4
Packet Pg. 99
Attachment: Community Development Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
MID-CYCLE BUDGET EXPENSE AMENDMENT
P ROGRAM CHANGE FORM
P
ROGRAM: 0 1191001 – CDD Advance Planning
REQUEST TITLE: Add Professional Services
R
equest Summary
S
taff requests $42,500 to fund foreseeable professional services expenses in FY 2022-23.
Fact
ors Driving the Request for Change
S
ix professional services items have been identified as regular, ongoing operating expenses for the A
dvance Planning Division. The estimated costs for these are:
o CalCad geographical information systems mapping and analysis - $7,500 o Legal services - $5,000
o Economic research and analysis - $10,000
o Civic engagement and community outreach - $15,000
o Graphics - $5,000
A
lternatives
S
hould staff not receive this funding, the Advance Planning Division could not perform this necessary work.
C
ost Summary
Thi
s change would cost $42,500.
There are no off-setting revenues.
Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
Advance Planning Professional Services 01191001 520320 42,500.00 Total Operating Costs 42,500.00$
Net Operating Costs 42,500.00$
Priority
Tracking
Department
Priority 9
City Manager
Approved Y
8.b.4
Packet Pg. 100
Attachment: Community Development Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) Sr Maintenance
Worker – Parks
(1)
City Engineer
(1) Public Works
Superintendent
(1)
Public Works Department
Organization Chart
Public Works
Director
(1)
Maintenance
Contractors
Sr Maintenance
Worker ‐ Facilities
(2)
Public Works
Assistant
Superintendent
(1)
Sr Maintenance
Worker
(2)
Administrative
Assistant
(1)
Management
Analyst
(1)
Sr Maintenance
Worker‐ Parks
(4)
Maintenance Worker
(10)
Sr Admin Clerk
(1)
Maintenance
Contractors
New FY22‐23
Underfilled
Seasonal Staff
Senior Engineer
(1)
Senior Traffic
Engineer
(1)
Associate Engineer
(2)
Civil Engineering
Assistant
(1)
Civil Engineering
Technician
(1)
Public Works
Inspector
(1)
Associate Engineer
(1)
Mechanic
(1)
Public Works
Inspector
(1)
Sr Maintenance
Worker ‐ Facilities
(1)
Intern
(1)
8.b.5
Packet Pg. 101
Attachment: Public Works Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
BASE BUDGET EXPENSE AMENDMENT
P ROGRAM CHANGE FORM
P
ROGRAM: 01511000 Public Works Engineering
REQUEST TITLE: New Senior Traffic Engineer Position R
equest Summary
To bet
ter respond to traffic calming request s and to manage mobility and transportation infrastructure projects and initiatives, Public Works requests funding to support a new, full-time Traffic Engineer Position beginning in Fiscal Year 2022-23.
Fact
ors Driving the Request for Change
The C
ouncil has identified improving mobility, traffic, and transportation infrastructure and street maintenance as 2021 Strategic Plan objectives. In order for staff to complete the various tasks to achieve these objectives, such as implementing the proj ects under the Bicycle and Pedestrian Master Plan, developing a shared bike or scooter program, responding to traffic calming requests , and conducting school walk audits, additional staff, with a traffic planning emphasis, is needed.
The m
ost recent community survey shows that residents are increasingly concerned about traffic and congestion. Traffic calming requests are increasing and a backlog of investigations is developing. The additional staff will assist in responding to these requests in a timely manner.
A
lternatives
A
n alternative would be to hire the position at a Civil Engineer Associate level or contract the work out to a consultant or staffing agency. Contracting out could be more costly due to the higher billing rates and mark-ups.
C
ost Summary
Tot
al annual salary and benefits would be $280,200.
There are no direct off -setting revenues , but the cost for this position will be included in th e C
omprehensive Overhead Allocation and User Fee Study currently underway and a portion of the costs may be eligible for cost recovery.
Line Item Description Org Number Object Code FY 22-23 Amt Operating Expense (list detail description below)
Salary/benefits Senior Traffic Engineer Position 01511000 511*-512* 280,200.00 Total Operating Costs 280,200.00$
Offsetting revenue if applicable
Net Operating Costs 280,200.00$
Priority
Tracking
Department
Priority 1
City Manager
Approved Y
8.b.5
Packet Pg. 102
Attachment: Public Works Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
MID-CYCLE BUDGET EXPENSE AMENDMENT
P ROGRAM CHANGE FORM
P
ROGRAM: 01716000 PW - Facilities Maintenance Division
REQUEST TITLE: New Senior Maintenance Worker Position R
equest Summary
To c
ontinue to provide service in the new City parking lots, the Maintenance Department requests funding to support a full-time Senior Maintenance Worker Position beginning in Fiscal Year 2022-23.
Fact
ors Driving the Request for Change
A S
enior Maintenance Worker is needed to manage maintenance programs for the 13 existing City parking facilities, including the new Wheeler Plaza Garage and the El Camino Real/Belmont Avenue parking lots. Since the City opened the new Wheeler Plaza Downtown Parking Garage in 2018, the maintenance requirements have significantly increased. The new Senior Maintenance Worker would be responsible for annual preventative maintenance programs for all parking lots, including but not limited to, safety and security, traffic control, landscape maintenance, and sweeping/litter removal.
Thi
s position would facilitate the work in the Wheeler Plaza maintenance agreement and supervise specialty contractors. Contracts for the Wheeler Garage include vector control, elevat ors, fire systems, carbon monoxide monitoring, electric vehicle charging, security systems, parking sensors, backflow certification, electricians , and plumbers. Overseeing all of this contract work requires a senior level maintenance worker.
A
lternatives
A
n alternative would be to contract all parking lot maintenance to private contractors and reduce support from City staff.
C
ost Summary
Tot
al Fiscal Year 2022-23 costs, including salary and benefits, would be $185,925.
Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
Salary/benefits Senior Maintenance Worker 01716000 511*-512* 185,925.00 Total Operating Costs 185,925.00$
Offsetting revenue if applicable
Net Operating Costs 185,925.00$
Priority
Tracking
Department
Priority 2
City Manager
Approved Y
8.b.5
Packet Pg. 103
Attachment: Public Works Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
BASE BUDGET EXPENSE AMENDMENT
P ROGRAM CHANGE FORM
P
ROGRAM: 01511000 PW Engineering Division
REQUEST TITLE: New Administrative Assistant Position R
equest Summary
To c
ontinue to manage and assist with the outreach and activities for on -going construction, as well as administrative services, in a timely manner in the Engineering Division, Public Works requests funding to support a new, full-time Administrative Assistant Position beginning in Fiscal Year 2022-23.
Fact
ors Driving the Request for Change
C
ouncil has identified developing a citywide construction activities webpage, outreach during construction activities, and an educational newsletter as part of the 202 1 Strategic Plan. There is no administrative assistant in the Engineering Division, which puts the burden on current engineering staff to perform all administrative duties in addition to the roles and responsibilities required by their current position.
I
n addition the managing and completing capital improvement projects, engineers currently update construction activities online, perform outreach, and prepare newsletter updates. Engineers are assigned multiple projects with different levels of required outreach and construction administration. The addition of an administrative assistant would: support the engineers to ensure the processing of agreements and invoices; provide consistent community outreach; update the construction activities webpage; perform construction administration; and, assist with field inquires about current projects.
Al
ternatives
A
n alternative would be to maintain status quo and have administrative work continue to be done by a Management Analyst and engineers . This may delay CIP project delivery and strategic plan implementation.
C
ost Summary
Tot
al annual salary and benefits would be $153,400.
There are no direct off -setting revenues but the cost for this position will be included in t he C
omprehensive Overhead Allocation and User Fee Study currently underway and a portion of the costs may be eligible for cost recovery.
Line Item Description Org Number Object Code FY 22-23 Amt Operating Expense (list detail description below)
Salary/benefits Administrative Assistant Position 01511000 511*-512* 153,400.00 Total Operating Costs 153,400.00$
Offsetting revenue if applicable
Net Operating Costs 153,400.00$
Priority
Tracking
Department
Priority 3
City Manager
Approved Y
8.b.5
Packet Pg. 104
Attachment: Public Works Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
MID-CYCLE BUDGET EXPENSE AMENDMENT
P ROGRAM CHANGE FORM
P
ROGRAM: 01711000 PW - Parks Maintenance Division
REQUEST TITLE: New Senior Maintenance Worker Position R
equest Summary
The M
aintenance Department requests funding to support a new, full -time Senior Maintenance Worker Position for the City’s open space parks beginning in Fiscal Year 2022-23.
Fac
tors Driving the Request for Change
The C
ity completed the Open Space Fire Mitigation Program (“Program”) to clear vegetation up to 100 feet from homes and structures. The Fire Department will continue to educate the public on fire danger, enact a plan to clear vegetation around structures, and create fire roads for access. The Public Works Department is developing an ongoing preventative maintenance program to maintain the vegetation cleared through the Program. All of these efforts are to reduce the threat of wildfire in San Carlos.
The new
Senior Maintenance Worker would manage the preventative maintenance program for the City’s approximately 180 acres of open space parks, including Big Canyon, Eaton, Vista, North Crestview, Chilton, Upper Arguello, Heather Dog Run, Lower Highlands, and Crestview. This position would supervise and facilitate the work of City staff, private contractors, CalFire hand work crews, and goats.
The Senior Maintenance Worker would monitor the quality and quantity of work performed and recommend ways to streamline overall unit work methods.
I
n addition to vegetation clearance, this position would be responsible for maintaining storm drains and managing water runoff in the open space parks. The Senior Maintenance Worker would provide maintenance for irrigation systems including repair, modification, and new installation and break out and replacement of pathways and trails using appropriate tools and equipment, including heavy machinery and driving three axle trucks.
A
lternatives
A
n alternative would be to contract all open space maintenance to private contractors and reduce support from City staff.
C
ost Summary
Tot
al Fiscal Year 2022-23 costs, including salary and benefits, would be $185,925.
Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
Salary/benefit costs Senior Maintenance Worker position 01711000 511*-512* 185,925.00 Total Operating Costs 185,925.00$
Offsetting revenue if applicable
Net Operating Costs 185,925.00$
Priority
Tracking
Department
Priority 4
City Manager
Approved Y
8.b.5
Packet Pg. 105
Attachment: Public Works Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
BASE BUDGET EXPENSE AMENDMENT
P ROGRAM CHANGE FORM
P
ROGRAM: 01511000 Public Works Engineering Division
REQUEST TITLE: New Public Works Inspector Position R
equest Summary
To c
ontinue to manage and deliver Capital Improvement Program projects in a timely manner in the Engineering Division, Public Works requests funding to support a new, full-time Public Works Inspector Position beginning in Fiscal Year 2022-23.
Fact
ors Driving the Request for Change
P
ublic Works has been keeping up with it workload and delivering projects in a timely manner with one full-time Public Works Inspector. However, with the expected increase in the number of capita l improvement projects, one additional Inspector is needed to provide oversight on all assigned projects.
The P
ublic Works Inspector position oversees all capital improvement projects, private development, and streets, storm drain, sanitary sewer , and sidewalk pr ojects constructed in the City. In addition, the Inspector is responsible for coordinating and providing on-going oversight of the work performed by utility companies.
S
everal large-scale developments with extensive street and utility improvements are anticipated in the city. An additional inspector is needed to ensure the integrity of the improvements and to hold contractors accountable in order to minimize traffic and other construction impacts to the public. Examples of projects include the public works improvements associa ted in the eastside life s ciences campuses, annual sanitary sewer replacement, annual pavement rehabilitation, and installation of sidewalks city-wide.
A
lternatives
A
n alternative would be to contract the work out to a consultant or staffing agency, which could be more costly due to the higher billing rates and mark-ups.
C
ost Summary
Tot
al annual salary and benefits would be $196,800.
There are no direct off -setting revenues but the cost for this position will be included in t he C
omprehensive Overhead Allocation and User Fee Study currently underway and a portion of the costs can be recovered in that manner.
Line Item Description Org Number Object Code FY 22-23 Amt Operating Expense (list detail description below)
Salary/benefits costs for Public Works Inspector position 01511000 511*-512* 196,800.00 Total Operating Costs 196,800.00$
Offsetting revenue if applicable
Net Operating Costs 196,800.00$
Priority
Tracking
Department
Priority 5
City Manager
Approved Y
8.b.5
Packet Pg. 106
Attachment: Public Works Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
MID-CYCLE BUDGET EXPENSE AMENDMENT
P ROGRAM CHANGE FORM
P
ROGRAM: 01511000 PW Engineering Division
REQUEST TITLE: New Civil Engineering Associate Position R
equest Summary
To
continue to manage and deliver Capital Improvement Program projects in a timely manner by the Engineering Division, Public Works requests funding to support a new, full-time Civil Engineering Associate Position beginning in Fiscal Year 2022-23.
Fact
ors Driving the Request for Change
W
ith the planned number of capital improvement projects budgeted in recent years, Public Works has been keeping up with workload and delivering projects in a timely manner with three full -time Civil Engineering Assistants. With the number of projects expected to increase, an additional Civil Engineering Associate is needed to work on the more complex capital improvement projects, assist in public outreach efforts, and provide guidance to the Engineering Assistants.
The num
ber of capital improvement projects in Public Works and Parks and Recreation are increasing so project delivery will continue to be a challenge. A new full-time Civil Engineering Associate position is needed to allow the department to continue to manage and deliver capital improvement projects in a timely manner while also providing a promotional ladder for existing staff.
O
ne of Council’s priorities is to significantly increase the City’s Pavement Condition Index. Therefore, additional engineering staff is needed to design and manage paving of more streets. Also, with the completion of the school walk audits, there will be more traffic calming and Safe Walk to School projects requiring additional staff to complete. Examples of projects include the annual sanitary sewer replacement, sidewalk construction and repair, outreach material preparation, and the annual pavement rehabilitation project.
A
lternatives
A
n alternative would be to contract certain capital improvement projects to on-call engineering consultants to support staff. However, this alternative would not provide the benefits of promoting in- house talent nor retaining valuable institutional knowledge.
C
ost Summary
Tot
al Fiscal Year 2022-23 costs, including salary and benefits, would be $233,000. There are no direct off -setting revenues but the cost for this position will be included in t he C
omprehensive Overhead Allocation and User Fee Study currently underway and a portion of the costs may be recovered in that manner.
Priority
Tracking
Department
Priority 6
City Manager
Approved Y
8.b.5
Packet Pg. 107
Attachment: Public Works Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) FY 2022-23 Mid-Cycle Budget Expense Amendment Page 2 of 2 Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
Salary/benefits Civil Engineering Associate position 01151000 511*-512* 233,000.00 Total Operating Costs 233,000.00$
Offsetting revenue if applicable
Net Operating Costs 233,000.00$
8.b.5
Packet Pg. 108
Attachment: Public Works Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) Cook
(1)
Recreation Supervisor –
Adult Community
Center
(1)
Rec Manager – Youth,
Athletics, Personal &
Family Development
(1)
Parks & Recreation Department
Organization Chart
Recreation
Supervisor ‐ Events
(1)
Parks and Recreation
Director
(1)
Recreation
Coordinator – Adult
Community Center
(1)
Recreation
Coordinator
(1)
Staff
(PT)
Recreation
Coordinator ‐ Athletics
(1)
Recreation
Coordinator ‐ Youth
(1)
Volunteers
Administrative
Assistant
(1)
Sr. Admin Clerk
(1)
Recreation
Coordinator ‐ Classes
(1)
Senior Facility
Attendant
(1)
Facility Attendant
(PT)
Program Coordinator
(PT)
Volunteers
Contract Instructors
Recreation Leaders
(PT)
Youth Center Staff
(PT)
Contract Instructors
Summer Camp Leaders
(PT)
Reclass
Seasonal
8.b.6
Packet Pg. 109
Attachment: Parks and Recreation Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
MID-CYCLE BUDGET EXPENSE AMENDMENT
PROGRAM CHANGE FORM
PROGRAM: 01771013 PR – Adult Community Center (ACC)
REQUEST TITLE: Expand ACC Meal Program to 4 days/week
Request Summary
Staff recommends appropriating additional funding in the a mount of $100,300, offset by $95 ,000 in revenue, for the Adult Community Center Meal Program budget to increase the program to four days per week and to cover the overall increase in costs for food and program supplies.
Factors Driving the Request for Change
Increase in demand for meals has doubled in the past year (19,319 meals were served in 2021). The cost of food and compostable to-go containers has increased nearly 10% in the past year. Due to the significant increase in meals served and an increase in food costs for the current program, savings from other units were used to supplement the additional funds needed for the meal program during Fiscal Year 2021-22.
The community would have the opportunity to purchase meals four days per week (increased from three days per week). The Caring Cupboard program runs on Tuesdays so meal purchases are not available on that day.
Staff will continue to track the number of meals served annually and evaluate the community’s need and demand.
The City Council recently discussed adding seniors to the annual Strategic Plan goals and objectives.
Alternatives
An alternative to this request would be to not increase the budget and convert the part-time cook to a full-time position, which would result in maintaining the meal program offered three days per week. This alternative would decrease the need for additional field and program supplies by $20,000, as well as decrease additional projected revenue by $25,000. An alternative to this request would be to increase only field and program supplies by $30,000 to accommodate the current shortfall, and increase additional revenue projections by $28,000, maintaining a thee day per week program.
Cost Summary
Total expense request for Fiscal Year 2022- 23 is $ 100,300. Future year expenses will need to be increased accordingly.
Additional projected revenues of $95,000 will offset impact of requested expenses. Net operating cost to the City to approve this program change is $5,300.
Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
Field and Program supplies 01771013 520205 50,000.00
Salaries and benefits - upgrade PT to FT position 01771013 511010 50,300.00 Total Operating Costs 100,300.00$
Meal Registration/purchases 01771013 408200 (50,000.00)$ Friends of the Adult Community Center 01771013 440304 (15,000.00)$ Sequoia Healthcare District Grant 01771013 420501-SCH01 (30,000.00)$ Net Operating Costs 5,300.00$
Priority
Tracking
Department
Priority 1
City Manager
Approved Y
8.b.6
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Attachment: Parks and Recreation Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
MID-CYCLE BUDGET EXPENSE AMENDMENT
PROGRAM CHANGE FORM
PROGRAM: 01701000 - PR Administration
REQUEST TITLE: Upgrade Recreation Supervisor to Recreation Manager
Request Summary
Staff recommends that the City Council approve this request to upgrade the Recreation Supervisor position to a Recreation Manager to continue to support the growth of the department and impending staffing transitions. The cost differential between the Supervisor and Manager positions is $63,900, for salary and benefits, for Fiscal Year 2022-23.
Factors Driving the Request for Change
Parks and Recreation has added two new full-time positions to the department this past year to manage the increased workload of additional special events now under management of the department. A third new full-time position for senior services is also being proposed during this mid- year budget process.
Responsibilities of the proposed manager position have increased over the years and include: overall department coverage of the Director when necessary; coverage of Parks, Recreation and Culture Commission meetings and Foundation meetings; supervision of three divisions in Recreation (Youth, Athletics, Classes); serving as liaison to School District staff; demonstration of thorough knowledge and understanding of all units within Recreation; and, providing support to the Recreation team. The current Supervisor is relied upon to support and train current staff, both at the Coordinator and Supervisor levels, and responsibilities will increase as new staff is added in future years.
Alternatives
An alternative to this request would be to not approve the position upgrade.
Cost Summary
Total cost for Fiscal Year 2022-23 is $63,900.
Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
Salary and Benefits - Recreation Supervisor 01721000 511*-512* (191,900.00) Salary and Benefits - Recreation Manager 01701000 511*-512* 255,800.00 Total Operating Costs 63,900.00$
Offsetting revenue if applicable
Net Operating Costs 63,900.00$
Priority
Tracking
Department
Priority 2
City Manager
Approved Y
8.b.6
Packet Pg. 111
Attachment: Parks and Recreation Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) Human Resources
Manager
(1)
Sr Management
Analyst
(1)
Information Technology
Manager
(1)
Administrative Services Department
Organization Chart
Financial Services
Manager
(1)
Administrative Services
Director
(1)
Management Analyst
(1)
Senior Accountant
(2)
Accounting Technician
II ‐ Payroll/Cash
Receipts
(1)
HR Management
Analyst
(1)
Sr Systems Analyst
(1)
Systems Analyst
(2)
New FY 22‐23
Accounting Technician
I/II ‐ AP/AR
(1)
Administrative
Assistant
(1)
8.b.7
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Attachment: Administrative Services Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2021-23 BUDGET
BASE BUDGET EXPENSE AMENDMENT
PROGRAM CHANGE FORM
PROGRAM: 01212000 ASD – Human Resources
REQUEST TITLE: Restore recruitment services funding
Request Summary
As a cost saving measure in Fiscal Year 2020- 21, this budget was reduced by $62,900 to reflect the reductions in head count that resulted from the pandemic. These funds were not restored, but the level of recruitment is expected to increase to support the new positions requested.
Factors Driving the Request for Change
Increase in recruiting due to staff turnover/retirements Anticipated increase in recruitment efforts in Fiscal Year 2022-23 Increase in cost of job postings via Linkedin
Increase in marketing materials and outreach due to low unemployment Need for funding to outsource recruitment for specific positions that may be harder to fill
Alternatives
The alternative is to keep funds at their current level.
Cost Summary
Staff recommends that the Council add an additional $60,000 to the Human Resources Division’s Budget.
Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
Public Notices 01212000 520602 3,000.00
Office Supplies 01212000 520201 5,000.00
Field/Program Supplies 01212000 520205 2,000.00
Professional Services 01212000 520320 50,000.00
Total Operating Costs 60,000.00$
Priority
Tracking
Department
Priority 1
City Manager
Approved Y
8.b.7
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Attachment: Administrative Services Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) CITY OF SAN CARLOS FY2022-23 BUDGET
MID-CYCLE BUDGET EXPENSE AMENDMENT
PROGRAM CHANGE FORM
PROGRAM: 01210000 Administrative Services
REQUEST TITLE: New Management Analyst Position
Request Summary
Staff recommends that the City Council authorize the appropriation for a full time Management Analyst Position in Administrative Services to support the oversight of federal and state grants, contracts and purchasing processes, and other increasing needs of the department.
Factors Driving the Request for Change
Additional assistance is needed to manage the reporting associated with the American Rescue Plan Act of 2021 (ARPA). Beginning April 30, 2022, the City will need to report any spending from March 2021 against the funds received.
Additional assistance is needed to work with the Federal Emergency Management Agency (FEMA) to recover funds for the period of March 2020 to March 2021. The City has processed a reimbursement request through Cal-OES per FEMA’s instructions for expenses related to the COVID- 19 pandemic. However, this request has spurred several additional requests for clarification and further paperwork to be submitted. Follow up and monitoring will continue if the City is expected to receive any recovery.
This position will work with the Senior Accountants to provide additional review of federal grants and assist in the single audit process, as needed.
In addition to federal grants, this position will assist in the monitoring process for state and local grants that have been received for multiple capital projects in accordance with proper internal controls. The position will support the department and other departments in the administration of the contracts and purchasing policies as provided under the Municipal Code. The position will assist the department in further implementation of the documentation management system to move paper files into electronic files, with proper cross referencing and in accordance with the retention schedules.
The position will assist with other departments’ special projects, such as processes improvements and write ups, and potentially backfill for other essential functions.
Alternatives
Do not approve the new position.
Cost Summary
The full cost for this position is $189,500 in Fiscal Year 2022-23. There are no direct off -setting revenues but the cost for this position will be included in the Comprehensive Overhead Allocation and User Fee Study currently underway and a portion of the costs may be recovered in that manner.
Priority
Tracking
Department
Priority 2
City Manager
Approved Y
8.b.7
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Attachment: Administrative Services Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) FY 2022-23 Mid-Cycle Budget Expense Amendment Page 2 of 2
Line Item Description Org Number Object Code FY22-23 Amt Operating Expense (list detail description below)
Salaries/benefits Management Analyst position 01210000 511*-512* 189,550.00 Total Operating Costs 189,550.00$
Offsetting revenue if applicable
Net Operating Costs 189,550.00$
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Attachment: Administrative Services Department Requests (FY22-23 Mid-Cycle General Fund Budget Adjustments) FY 2020
REVISED
FY 2020
AUDITED
FY 2021
REVISED
FY 2021
AUDITED
FY 2022
REVISED
FY 2022
PROJECTED
FY 2023
REVISED
FY 2023
PROPOSED
ADJUST
ESTIMATED BEGINNING FUND BAL
Unrestricted $ 2,888,220 $ 2,888,220 $ 2,890,529 $ 2,890,529 $ 3,542,553 $ 3,542,553 $ 2,939,150 $ 2,939,150 Reserved or restricted 35,549,980 35,549,980 33,554,770 33,554,770 34,160,520 34,160,520 34,217,147 34,217,147 TOTAL BEGINNING FUND BALANCE $ 38,438,200 $ 38,438,200 $ 36,445,299 $ 36,445,299 $ 37,703,073 $ 37,703,073 $ 37,156,297 $ 37,156,297 Business Registration 909,300 999,098 871,200 1,095,665 996,000 1,015,000 1,038,400 1,063,400 Charges for Current Services 4,327,900 3,847,015 3,286,000 4,543,248 4,678,200 4,678,200 4,763,900 4,816,000 Fines & Forfeitures 271,200 266,630 292,100 159,652 297,900 303,200 306,700 306,700 From Other Agencies 15,600 86,871 5,000 310,681 10,600 195,835 10,800 40,800 Licenses & Permits 1,529,900 2,188,089 1,782,700 4,145,368 1,899,400 2,460,800 1,953,000 2,490,200 Other Revenue 628,600 790,004 512,900 678,842 781,800 734,200 892,800 907,800 Other Tax 1,983,900 2,001,977 1,922,800 1,950,922 1,906,200 1,916,200 1,910,900 1,949,900 Property Tax 12,191,000 14,338,470 15,234,400 14,782,747 15,242,000 15,110,500 15,834,300 16,524,000 Sales Tax 11,430,000 11,366,392 9,621,700 11,305,006 11,426,200 11,426,200 12,038,500 12,038,500 Transient Occupancy Tax 3,200,000 2,461,423 625,000 1,200,905 1,957,900 2,200,000 3,800,000 3,800,000 Use of Money & Property 2,353,600 4,228,530 2,955,300 1,831,749 3,086,300 3,086,300 3,262,500 3,262,500 PAMF Project 786,700 786,784 806,450 806,453 826,600 826,600 847,300 847,300 Vehicle in Lieu 3,700,000 3,602,983 3,100,000 2,314,833 2,907,000 3,294,000 3,035,300 3,560,000 TOTAL REVENUES 43,327,700 46,964,266 41,015,550 45,126,071 46,016,100 47,247,035 49,694,400 51,607,100
EXPENDITURES
Salaries & Benefits 14,139,200 12,703,971 13,184,075 11,819,093 14,486,011 14,486,011 15,312,725 18,170,125 Public Safety Legacy Obligations 3,428,700 3,368,810 3,857,600 3,725,897 4,019,000 4,019,000 4,203,300 4,203,300 Operating Expenditures 30,715,300 28,001,704 28,348,590 25,312,217 31,036,700 31,236,700 32,091,750 32,487,450 Capital Outlay 173,900 116,782 159,500 33,790 163,300 163,300 176,100 176,100 TOTAL EXPENDITURES 48,457,100 44,191,267 45,549,765 40,890,997 49,705,011 49,905,011 51,783,875 55,036,975
TRANSFERS
General Transfers In From Other Funds 609,000 609,000 633,400 633,400 658,700 658,700 685,000 685,000 Allocations In From Other Funds 2,801,700 2,801,700 3,135,100 3,135,100 3,197,900 3,197,900 3,293,900 3,588,900 Allocations Out to Other Funds (527,300) (527,300) (435,800) (435,800) (444,500) (444,500) (457,700) (457,700) General Transfers out (1,149,300) (1,149,300) (810,000) (810,000) (300,900) (300,900) (373,000) (373,000) TOTAL TRANSFERS (NET) $ 1,734,100 $ 1,734,100 $ 2,522,700 $ 2,522,700 $ 3,111,200 $ 3,111,200 $ 3,148,200 $ 3,443,200 USE OF RESERVES $ 2,000,000
TOTAL CHANGE IN OPERATING FUNDS (3,395,300)$ 4,507,099$ (11,515)$ 6,757,775$ (577,711)$ 453,224$ 1,058,725$ 13,325$ OTHER SOURCES (USES) OF FUNDS
Transfer Capital Reserve (500,000) (500,000) (5,500,000) (5,500,000) (1,000,000) (1,000,000) (2,500,000) (2,900,000) One‐time paydown of Unfunded (7,000,000) (7,000,000) One‐time use of Reserves (2,000,000)
One‐time funding PG&E Settlement 1,000,000
TOTAL OTHER SOURCES (USES) OF FUNDS (7,500,000) (6,500,000) (7,500,000) (5,500,000) (1,000,000) (1,000,000) (2,500,000) (2,900,000) NET CHANGE IN FUND BALANCE (10,895,300)$ (1,992,901)$ (7,511,515)$ 1,257,775$ (1,577,711)$ (546,776)$ (1,441,275)$ (2,886,675)$ GENERAL FUND BALANCE
Unrestricted $ 1,492,920 $ 2,890,529 $ 2,879,014 $ 3,542,553 $ 1,832,922 $ 2,939,150 $ 3,678,469 $ 2,080,042 Non‐spendable Fund Balance 398,241 203,543 203,543 309,293 309,293 200,000 200,000 200,000 Economic Uncertainty Reserve 6,618,444 9,317,932 7,317,932 7,317,932 8,449,852 8,483,852 8,803,259 9,356,286 Strategic Property Reserve 7,191,795 7,191,795 7,191,795 7,191,795 7,191,795 7,191,795 7,191,795 7,191,795 Assigned Fund Balance
Unfunded Liabilities ‐ ‐ ‐ 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 Facilities and Infrastructure 11,841,500 16,841,500 11,341,500 17,341,500 16,341,500 16,341,500 13,841,500 13,441,500 Reserved or restricted 26,049,980 33,554,770 26,054,770 34,160,520 34,292,440 34,217,147 32,036,554 32,189,581 TOTAL ENDING FUND BALANCE $ 27,542,900 $ 36,445,299 $ 28,933,784 $ 37,703,073 $ 36,125,362 $ 37,156,297 $ 35,715,022 $ 34,269,622 CITY OF SAN CARLOS
GENERAL FUND SUMMARY BUDGET
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Attachment: General Fund Summary (FY22-23 Mid-Cycle General Fund Budget Adjustments) Note: totals may not add due to rounding
FY 2023
REVISED
FY 2023
PROPOSED
ADJUST
FY 2024
FORECAST
FY 2025
FORECAST
FY 2026
FORECAST
FY 2027
FORECAST
FY 2028
FORECAST
FY 2029
FORECAST
FY 2030
FORECAST
FY 2031
FORECAST
FY 2032
FORECAST
FY 2033
FORECAST
ESTIMATED BEGINNING FUND BALANCE
Unrestricted 2,939$ 2,939$ 2,080$ 1,279$ 1,485$ 2,873$ 2,906$ 2,773$ 2,652$ 2,313$ 2,241$ 1,943$ Reserved or restricted 34,217 34,217 32,190 29,434 25,932 21,913 22,298 22,677 23,052 23,456 23,378 23,313 TOTAL BEGINNING FUND BALANCE 37,156 $ 37,156$ 34,270$ 30,713$ 27,417$ 24,786$ 25,204$ 25,450$ 25,704$ 25,769$ 25,619$ 25,256$ Business Registration 1,038 1,063 1,095 1,128 1,162 1,197 1,233 1,270 1,308 1,347 1,387 1,429 (a) Charges for Current Services 4,764 4,816 4,291 4,419 4,552 4,689 4,829 4,974 5,123 5,277 5,436 5,599 (b) Fines & Forfeitures 307 307 316 326 335 345 356 366 377 389 400 413 (c) From Other Agencies 11 41 11 12 12 12 13 13 14 14 14 15 (d) Licenses & Permits 1,953 2,490 2,565 2,642 2,721 2,803 2,887 2,974 3,063 3,155 3,250 3,347 (e) Other Revenue 893 908 919 946 974 1,002 1,032 1,062 1,093 1,126 1,159 1,193 (f) Other Tax 1,911 1,950 1,961 1,980 2,011 2,043 2,076 2,109 2,143 2,178 2,213 2,250 (g) Property Tax 15,834 16,524 17,342 18,419 19,578 20,788 21,575 22,392 23,241 24,123 25,039 25,991 (h) Sales Tax 12,039 12,039 12,400 12,772 13,155 13,550 13,956 14,375 14,806 15,250 15,708 16,179 (i) Transient Occupancy Tax 3,800 3,800 4,500 4,600 4,870 5,016 5,167 5,322 5,481 5,646 5,815 5,990 (j) Use of Money & Property 3,263 3,263 3,350 3,425 3,502 3,581 3,663 3,812 3,898 3,987 4,079 4,173 (k) PAMF Project 847 847 869 890 912 935 959 983 1,007 1,032 1,058 1,085 (l) Vehicle in Lieu 3,035 3,560 3,789 4,032 4,292 4,469 4,603 4,741 4,883 5,030 5,181 5,336 (m) TOTAL REVENUES 49,694 $ 51,607$ 53,407$ 55,589$ 58,076$ 60,430$ 62,346$ 64,392$ 66,438$ 68,553$ 70,739$ 72,998$
EXPENDITURES
Salaries & Benefits 15,313 18,170 18,860 19,455 19,933 20,658 21,300 21,948 22,600 23,283 23,956 24,635 (n) Public Safety Legacy Obligations 4,203 4,203 3,623 3,731 3,799 3,864 3,909 3,834 3,885 3,931 3,982 3,957 (o) Operating Expenditures 32,092 32,487 32,926 34,266 35,665 37,133 38,666 40,292 41,964 43,711 45,536 47,441 (p) Capital Outlay 176 176 181 187 193 198 204 210 216 223 229 236 (q) TOTAL EXPENDITURES 51,784 $ 55,037$ 55,591$ 57,639$ 59,589$ 61,853$ 64,079$ 66,284$ 68,666$ 71,147$ 73,703$ 76,269$
TRANSFERS
General Transfers In From Other Funds 685 685 712 741 771 801 833 867 901 938 975 1,014 Allocations In From Other Funds 3,294 3,589 3,696 3,807 3,921 4,038 4,159 4,284 4,412 4,544 4,680 4,820 Allocations Out to Other Funds (458) (458) (471) (485) (499) (513) (529) (544) (560) (577) (594) (612) General Transfers out (373) (373) (460) (460) (460) (485) (485) (460) (460) (460) (460) (460) TOTAL TRANSFERS (NET) 3,148 $ 3,443$ 3,478$ 3,603$ 3,732$ 3,841$ 3,979$ 4,146$ 4,293$ 4,445$ 4,601$ 4,762$ TOTAL CHANGE IN OPERATING FUNDS 1,059 $ 13$ 1,293$ 1,554$ 2,220$ 2,418$ 2,246$ 2,254$ 2,065$ 1,850$ 1,637$ 1,491$ OTHER SOURCES (USES) OF FUNDS
Transfer Capital Reserve (2,500) (2,900) (4,850) (4,850) (4,850) (2,000) (2,000) (2,000) (2,000) (2,000) (2,000) (2,000) One‐time paydown of Unfunded ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ One‐time use of Reserves ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Transfer to Capital ‐
TOTAL OTHER SOURCES (USES) OF FUNDS (2,500) (2,900) (4,850) (4,850) (4,850) (2,000) (2,000) (2,000) (2,000) (2,000) (2,000) (2,000) NET CHANGE IN FUND BALANCE (1,441) $ (2,887)$ (3,557)$ (3,296)$ (2,631)$ 418$ 246$ 254$ 65$ (150)$ (363)$ (509)$ GENERAL FUND BALANCE
Unrestricted 3,678$ 2,080$ 1,279$ 1,485$ 2,873$ 2,906$ 2,773$ 2,652$ 2,313$ 2,241$ 1,943$ 1,998$ Non‐spendable Fund Balance 200 200 200 200 200 200 200 200 200 200 200 200 Economic Uncertainty Reserve 8,803 9,356 9,450 9,799 10,130 10,515 10,893 11,268 11,673 12,095 12,529 12,966 Strategic Property Reserve 7,192 7,192 7,192 7,192 7,192 7,192 7,192 7,192 7,192 7,192 7,192 7,192 Assigned Fund Balance ‐
Unfunded Liabilities 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 Facilities and Infrastructure 13,842 13,442 10,592 6,742 2,392 2,392 2,392 2,392 2,392 1,892 1,392 392 Reserved or restricted 32,037$ 32,190$ 29,434$ 25,932$ 21,913$ 22,298$ 22,677$ 23,052$ 23,456$ 23,378$ 23,313$ 22,749$ TOTAL ENDING FUND BALANCE $ 35,715 $ 34,270 $ 30,713 $ 27,417 $ 24,786 $ 25,204 $ 25,450 $ 25,704 $ 25,769 $ 25,619 $ 25,256 $ 24,747 (a) Business Registration revenues assume increases based on the City's Municipal Code. (b) Current Charges for Services assume recreation programming returns. This revenue can also fluctuate based on the timing of large development plan check fees expected. (c) Fines and Forfeiture revenues in FY 23 and beyond reflect annual inflationary increases. (d) From Other Agencies is revenue received from grant funding which can vary from year to year. (e) Licenses and Permit revenue can fluctuate from year to year based on the timing of large development. Future years assume inflationary increases. (f) Other Revenues include cost reimbursements, donations and other miscellaneous receipts. Future years include inflationary increases. (g) Other taxes include franchise taxes from utilities and the forecasts are based on trend data. (h) Property tax projections are developed in conjunction with our 3rd party consultants. Revenues can vary from year to year based on completion of large developments. (i) Sales tax projections assume the recovery from the pandemic and general inflationary increases. (j) Transient Occupancy Tax projections assumed large decreases as a result of the pandemic and very low occupancy rates. Future years assume a return to business travel. (k) Other Uses of Money and Property include investment income and leases from property and digital billboards. Future years assume general inflationary increases. (l) Palo Alto Medical Foundation (PAMF) revenues are forecasted based on contracted amounts. (m) Vehicle in Lieu revenue projections are forecasted based on information from our third party consultants as well as the County of San Mateo. (n) Salaries and benefits assumes restoration positions eliminated in FY 21 and cost increases for pension and health care. (o) Public Safety Obligations include costs related to the Belmont San Carlos Fire Department (BCSFD) totaling $3.25m/yr which CalPERS shows as paid off effective 6/2033. (p) Operating expenses projections include known increases based on contractual obligations with our Public Safety contracts as well as inflationary assumptions. (q) Capital outlay projections include normal inflationary increases.
CITY OF SAN CARLOS
GENERAL FUND LONG TERM FORECAST (in thousands)
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Attachment: General Fund Long Term Forecast (FY22-23 Mid-Cycle General Fund Budget Adjustments)
CITY COUNCIL
STAFF REPORT
MEETING DATE: March 28, 2022
ITEM TITLE: Consideration of Fiscal Year 2022 -23 Mid -Cycle Budget Adjustments and Adopting a Resolution Adopting the Proposed Mid -Cycle Fiscal Year 2022 - 23 Capital Fund Budgets.
RECOMMENDATION:
Staff recommends that the City Council adopt a Resolution authorizing the adjustment of Fiscal Year (“FY”) 2022-23 Capital Fund Budgets.
FISCAL IMPLICATIONS:
Adoption of the Resolution will impact:
FY 2022-23 Wastewater Fund 0006 (“Sewer Fund”):
Expenses amended by an amount of $17,000,
Transfers out and allocations out amended by an amount of $100,000; and
FY 2022-23 Gas Tax Fund 0016 (“Fund 16”):
Expenses amended by an amount of $2,700,000; and
FY 2022-23 General Capital Fund 0025 (“Fund 25”):
Expenses amended by an amount of $6,740,000; and
FY 2022-23 Housing Fund 0029 and 0031 (“Fund 29” and “Fund 31”):
Expenses amended by an amount of $25,600,
Transfers out and allocations out amended by an amount of $195,000; and
FY 2022-23 Library Tenant Fund 0095 (“Library Fund”):
Expenses amended by an amount of $150,000; and
The adoption of the Resolution will not impact the FY 2022 -23 Park in Lieu Fund 0027 (“Fund 27”) and Parking in Lieu Fund 0028 (“Fund 28”) appropriations.
For additional financial ov erview information, please refer to the various summary sections in the attached proposed budget document.
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2 BACKGROUND:
Last June, the City Council adopted the FY 2021-23 Biennial Budget, which was the result of an inclusive and interactive staff budget development process, City Council Budget Study Sessions held on April 26, 2021 and May 1, 2021, as well as Council direction given throughout the year.
Resolution 2021-050 set the appropriation (expense) levels for both FY 2021 -22 and FY 2022 -
23. One of the primary advantages of a two –year budget cycle is the amount of time savings that can be realized by both staff in the preparation of the budget and the governing body, who must review and adopt the budget.
The capital project budget s fund major , one-time and on -going infrastructure improvement needs including: resurfacing and sidewalk projects; traffic safety improvements; park construction and improvements; facility improvements; and , enterprise technology projects.
Funds are often accumulated over a period of years and then spent when a sufficient amount of revenue is available to pay for the desired projects. There is sufficient revenue or fund balance to finance the proposed changes to the capital project budgets.
Sections 65400, 65401 , and 654 03 of the State Planning and Zoning Code require annual Planning Commission review of public works projects planned for the next fiscal year to determine conformity with the adopted General Plan. The Planning Commission will review the Capital Improvement Program Budget at its April 18, 2022 meeting for conformity with the goals, policies, and actions contained within the General Plan.
ANALYSIS:
The proposed Mid -Cycle FY 2022-23 Capital Improvement Program Appropriations Budget is provided in Attachments 2 and 3. Below is a summary highlighting the status of recommended changes since the FY 2021 -23 Adopted Budget, and background of newly proposed projects grouped by fund. Detailed descriptions of these projects can be found in the attachments.
Wastewater Fund 06:
The Wastewater Fund is the City’s only Enterprise Fund. An Enterprise Fund is used to account for operations that are financed and operated like a private business enterprise. The Wastewater Fund, therefore, has the rates and fees necessary to fund sewage treatment, transmission, and major capital replacements and improvements to the sewer system.
Staff is recommending changes to the following previously approved project:
Wastewater Financial Plan and Rate Study Project (C9609). $80,000 was previously approved for F Y 2022-23. Staff now recommends funding an additional $40,000 for F Y 2022-23 to cover the costs of updating the Sewer Connection fee so that new development will pay its fair share contribution.
Gas Tax Fund 16:
The Gas Tax Fun d is used to account for revenue received and expended under the State of California, Street and Highways Code Sections 2106, 2107 , and 2107.5. Revenues received must be expended for maintenance and construction related to streets.
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3 SB 1. In April 2017, th e Governor signed into law the Road Repair and Accountability Act of 2017 (Senate Bill “SB” 1). SB 1 provides $5.2 billion annually statewide and is a significant investment in California’s transportation infrastructure. This revenue has been incorporated into the five -year capital project proposal. However, due to the COVID -19 pandemic causing a reduction in fuel consumption and vehicle sales, Local Streets and Roads (LSR) revenues allocated to cities and counties by the state are lower than originally exp ected, but are largely being offset by tax rate increases stipulated in SB 1. LSR revenues are projected at $1. 6 million in FY 2022-23.
Measure A. Measure A was passed originally in 1988 and then extended by voters in 2004 (to 2033) to improve transit and relieve traffic congestion. It includes funds for local community shuttle services, railroad/street grade separations, and a major infusion of tax dollars for pedestrian and bicycle projects and some operating funds that can be channeled to Caltrans.
Measure W. Measure W was passed in 2018, and went into effect in July 2019, approving a half cent sales tax to provide the County with additional resources to improve transit and relieve traffic congestion. This tax measure is generating funds for a period o f 30 years, from July 2019 to June 30, 2048. Measure W contains the Congestion Relief Plan, which establishes five Investment Categories for these funds: Highway/Interchange; Local Safety/Pothole; Bicycle/Pedestrian; Regional Connections; and Public Transit.
Due to COVID -19, many local agencies, including San Carlos, have seen a decrease in sales tax and thus a decrease in revenue from Measure A and Measure W. Although there was a decrease in revenues, the fund balance was sufficient to recommend an increase in the transfer from Fund 14 (Measure A) and Fund 18 (Measure W) into Fund 16 (Gas Tax Fund) by $0.7 million or from $1.05 million to $1.75 million in FY 2022-23, and then $1.05 million each year in FY 2023-24 through FY 2025-26.
Staff is recommending changes to the following previously approved projects:
Annual Street Resurfacing Project (C9416). $10.3 million of total project funding was originally approved, with $5 million appropriated for F Y 2021-22, $5.3 million for F Y 2022-23, and $13.5 million r equested for F Y 2023-24 through 2025 -26. Staff now recommends funding an additional $11.2 million, or $2.2 million for F Y 2022-23 and $3 million per year for FY 2023-24 through 2025-26. The current Pavement Condition Index (PCI) for the entire street netwo rk is 57 out of 100 and if funding for street repairs remains at current levels, the current PCI will decrease , which puts the street newtwork into the “very poor” or “failed” conditions It would cost approximately $70 million to raise the PCI to 83, or "ex cellent" level. The recommended five -year funding level will increase the PCI to 62 or “fair” condition. To achieve this, approximately 30% of City streets will be under construction per fiscal year.
Annual Traffic Markings and Striping Project (C9417). $350,000 of total project funding was originally approved, with $175,000 appropriated for F Y 2021-22 and 2022- 23 and $325,000 requested for F Y 2023-24 through 2025 -26. Staff now recommends funding an additional $700,000, or $125,000 per year for F Y 2022-23 through 2023-24 and $225,000 per year for FY 2024 -25 through 2025-26, in alignment with the Strategic Plan to continue to maintain public safety , maximize mobility, minimize liability, and improve pedestrian crossings.
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4 The following new Gas Tax Fund Project is recommended:
Burton Park Sidewalk Improvements. The existing aggregate sidewalk and curb surrounding the Burton Park perimeter along Arroyo Avenue and Chestnut Street are failing and are in need of placement. As such, $375,000 is recommended for f unding in FY 2022-23 to remove and replace the existing aggregate concrete sidewalk to match surrounding areas around Burton Park, reconstruct the existing curb ramps and rehabilitate the existing roadway, reconstruct the valley gutter , and add new traffic striping and pavement markings.
General Fund Capital Projects Fund 25:
The General Fund Capital Projects Fund accounts for general capital improvements and replacements, including building construction, technology, and other infrastructure improvements.
The major sources of revenue for this fund are the franchise fee revenue received from the Shoreway Transfer Station, estimated at approximately $2.4 million in FY 2022-23 with a $100,000 increase per year in the next three fiscal years and the Educatio nal Revenue Augmentation Fund (ERAF) rebate, which reflects property taxes previously taken from the City by the State, estimated at $800,000 per year.
Staff proposed a transfer of approximately $2.5 million from the General Fund “Assigned” Reserve balanc e in FY 2022-23 and $2.0 million in FY 2023-24 through FY 2025-26. This transfer will fund infrastructure projects, including pedestrian safety improvements, the downtown planning initiative, and the Fire Station 16 replacement. The transfer is also needed to fund essential maintenance and asset replacement projects.
Staff also proposed a transfer of $3.125 million in FY 2022-23 from the General Capital Fund to the Gas Tax Fund. This transfer will help offset the increasing street rehabilitation and sidewa lk maintenance costs.
Completed projects in FY 2021-22:
Park Restroom Replacement (C1718)
Purchase and Implement a New Agenda and Record Management System (C1720) Pedestrian Enhancement at Arroyo/Cedar & Hemlock/Orange Pathway (C1743) Existing Highlands Parks Synthetic Turf Replacement (C1817) Fuels Mitigation at City Parks (C1821)
Previously approved projects moved to the Unfunded Project List per City Council’s recommendation on March 14, 2022:
San Carlos Quick-Build Pilot Program (C2107)
Staff is recommending changes to the following previously approved projects:
Fire Station 16 Replacement (C9823). $10.5 million was approved for FY 2021-22. Per Council discussion and direction at the January 10, 2022 meeting, the American Rescue Plan Act (ARPA) fun ding of $3,440,212 in FY 2021-22 and $3,610,447 in FY 2022-23
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5 have been applied to this project.
Illuminated Street Name Sign Replacement (C1712 ). $105,000 of total project funding was originally approved. Staff now recommends funding an additional $100, 000 for FY 2022-23 due to the increase in costs, supplies, materials and labor as a result of the pandemic. This will affect 24 signalized intersections or a total of 96 signs.
Guardrail Installation at Torino/Winding Way Intersection (C1744 ). Installing guardrails on Torino Drive at the intersection of Windling Way is a safety improvement. $13,500 was originally approved for FY 2021-22. Staff now recommends funding an additional $30,000 for FY 2022-23 based on current updated construction quotes.
Installation of New Sports Field Lighting at Flanagan and Stadium Fields (C1818). $200,000 was originally approved for FY 2021 -22 and $1.4 million for FY 2022 -23. Staff recommends increasing the funding by $600,000 in FY 2022-23 to cover the total project costs which includes the addition of lighting to the batting cages as recommended by City Council.
Brittan Avenue Sidewalk Improvements (C2106). Staff recommends transferring the approved funding of $1.8 million from the Bicycle and Pedestrian Master Plan Implementation Project (C2006) to this project for sidewalk improvements. There is no sidewalk or safe path of travel for pedestrians between Milano Way and Alameda de las Pulgas along Brittan Avenue. The construction of a sidewalk is prioritized and is consistent with the City's Bicycle and Pedestrian Master Plan.
The following new and future General Fund Capital Projects are recommended:
2nd Floor Library Remodel (Old Chamber Area Suite 206). Staff recommends a total of $1.35 million of funding for FY 2022-23. With the increase in development and capital projects, there is an additional demand for personnel and consulting resources. City Hall has limited space and/or capacity for growth . Therefore, it is necessary to expand into the vacated space in suite 206 at the library. This space will require remodeling as well as furniture, cabling, and electrical to meet the growing needs of the city.
477 Hillcrest Wall Replacement. Staff recommends $450,000 of funding for FY 2022-
23. The existing decorative wall along the properties of 447 Hillcrest Road partially failed due to the heavy rains in early 2020. An evaluation and geotechnical report performed on the wall showed that other areas along the wall were beginning to fail and the wall needs to be secured to prevent complete failure and hillside slough off onto Hillcrest Road.
Burton and Harrington Park Maintenance. $350,000 has been recommended for funding in FY 2022-23. Burton Park poured -in-place surfacing is nearing 15 years old.
Staff has made several r epairs to deteriorating surface areas, however, the entire surface has reached its lifespan and is need of overall replacement. Additionally, following repeated years of extreme drought in the region, staff recommends the conversion from grass to synthetic turf within the fenced playground area at Burton Park and the grass area at Harrington Park. This will eliminate the need for annual closures of these grass and play areas, resulting in more availability.
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6 City Facility Cameras. Staff recommends consolidating projects totaling $450,000 into one new project from three previously approved projects : Wheeler Plaza Garage Camera Design Study (C1902) at $100,000, Corp Yard Cameras (C2004) at $100,000 and Surveillance Cameras in Public Park (C2103) at $250,000. There is no additional funding request required at this time , but consolidation of these three projects will simplify the bidding process. This project involves installing surveillance cameras and related infrastructure at Arguello and Highlands Parks, th e Corporation Yard , and Wheeler Garage to monitor activity and access at these facilities for security purposes.
East Side Innovation District Parking Strategy. Staff recommends $100,000 in funding in FY 2022-23 for consulting fees. The East Side Innovat ion District Vision Plan was approved by City Council in October 2022. The Plan contains 10 “Big Moves” for transformation in the district. Big Move #10 is to adopt a shared district parking strategy, which includes refining parking requirements and develo ping a “park-once” and shared parking district strategy. The goal is to develop and define district parking requirements that address the range of existing and future users in the district.
East Side Innovation District Master Streetscape Plan. Staff recommends $200,000 in funding in FY 2022-23 for consulting fees . The East Side Innovation District Vision Plan was approved by the City Council in October 2022. The Plan contains 10 “Big Moves” for transformation in the district. Big Move #1 is to convert Industrial Road into a functional green boulevard that provides a distinct identity, creates a sense of place, and weaves nature into the district. To implement this vision, the Plan’s streetscape proposals for Industrial Road and other streets in the district will be used to develop street specifications to implement discovery paths, non-vehicular connections, and street standards. Street furniture, directional signage, landscaping, stormwater, street trees and other elements noted in the East Side Innovatio n District Vision Plan will also be incorporated.
East Side Innovation District Pulgas Creek Watershed Study. Staff recommends $500,000 of funding in FY 2022-23 for consulting fees. The East Side Innovation District Vision Plan was approved by City Counc il in October 2022. The Plan contains 10 “Big Moves” for transformation in the District. Big Move #3 is to promote Environmental Stewardship, which includes establishing Pulgas Creek as a vital and accessible community open space and trail with improved st ormwater and flood management strategies. To implement this vision, preparation of a watershed management plan is necessary to study the entire watershed in order to develop improvement recommendations in the district, and along Pulgas Creek, specifically.
East Side Innovation District Zoning Code: Stream Development and Maintenance Overlay District Amendment. Staff recommends $30,000 in funding in FY 2022-23 for consulting fees. The East Side Innovation District Vision Plan was approved by City Council i n October 2022. The Plan contains 10 “Big Moves” for transformation in the district. Big Move #3 is to promote environmental stewardship, which includes amending San Carlos' Stream Development and Maintenance Overlay District to increase the required setba cks and landscaping provisions from the existing creek top of bank to improve stormwater detention capacity and help address flooding issues.
East Side Innovation District Zoning Code: Transportation Demand Management Ordinance Amendment . Staff recommend s $80,000 of funding in FY 2022-23 for
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7 consulting fees. The East Side Innovation District Vision Plan was approved by City Council in October 2022. The Plan contains 10 “Big Moves” for transformation in the district. Big Move #9 is to reduce congestion through coordinated transportation strategies, which calls for expanding the San Carlos Municipal Code Chapter 18.25 Transportation Demand Management ordinance to better calibrate City standards to the East Side District's needs and also to meet future regional requirements.
Northeast Area Specific Plan. Staff recommends funding of $1.5 million in FY 2022-23 for consulting fees. As part of the 2022 Strategic Plan, Council directed staff to prepare a specific plan for the North east Area in anticipation of new development proposals. In addition to extensive community outreach, t his work would require hiring professional consultants to assist staff. Considerations include land use, urban design, infrastructure (sewer, water, etc.), street functions/operations, b uilding design and massing, pub lic realm, and traffic/circulation including multiple modalities for travel, walkability, housing, and districtwide maintenance.
Tree Well Replacement on Industrial Road. $400,000 is recommended for funding in FY 2022-23 to expand 17 tree wells , including irrigation systems along Industrial Road from Taylor Way to Holly Street to accommodate new trees. $300,000 is for the modification of the tree wells and planting trees along Industrial Road, and $100,000 is for installation of the new irrigation system.
Intersection Pedestrian Improvements. Staff requests total funding of $1.5 million, $500,000 each year in FYs 2023-24 through 2025 -26 to construct pedestrian improvements such as curb extensions, high visibility crosswalk ma rking, and curb ramps to high priority intersections listed in the Bicycle Pedestrian Master Plan.
Upcoming improvements will be at the intersections of Alameda De Las Pulgas and Howard Avenue, Olive Avenue and Elm Street, and Arroyo Avenue and Woodland Avenue. The budget requests include costs for design and construction.
Safe Routes to School Improvements. Staff requests total funding of $1.5 million, $500,000 each year in FYs 2023-24 through 2025 -26 to construct improvements to primary routes to schools to improve pedestrian safety and promote alternative modes of transportation according to recommendations from the school walk audits. The budget requests include costs for design and construction.
Park-in-Lieu Fund 27
The Park -in-Lieu Fund accounts for development fees collected and used to finance the acquisition, construction, and major improvement of City parks. There were no new projects or changes requested for FY 2022-23.
Parking-in-Lieu Fund 28
The Parking-in-Lieu Fund accounts for parking fees collected and used to finance improvements related to parking in San Carlos. There were no new projects or changes requested for FY 2022-23.
Housing Funds 29 and 31:
The Housing in Lieu Fund (Fund 29) accounts for development fees and the Low and Modera te
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8 Income (“LMI”) Housing Fund (Fund 31) accounts for LMI assets transferred from the dissolved San Carlos Redevelopment Agency. Both funds must be used to increase and improve the supply of housing affordable to moderate -, low -, very low -, and extremely l ow-income households. Monies may also be used to cover reasonable administrative or related expenses associated with the administration of this function.
Completed project in FY 2021-22:
1001 Laurel Street #225 Property Acquisition (C2009)
Staff is recommending changes to the following previously approved project:
Cherry Street Below Market Rate Housing Acquisition (C9754). $3 million was originally approved for FY 2021 -22. This project will add severely needed affordable housing downtown, which is acc essible to both transit and employment hubs. The redevelopment of this site would increase the number of affordable housing units by at least 25 units. $250,000 funding is proposed to be moved to the new 1232 Cherry Street Building Demolition project.
The following new and future General Fund Capital Project is recommended:
1232 Cherry Street Building Demolition. Staff recommends to transfer $250,000 from the existing Cherry Street Below Market Rate Housing Acquisition project (C9754) to this new separate project. This project will demolish the existing City -owned building located at 1232 Cherry Street and relocate underground utilities to make room for a new affordable housing project. The project is adjacent to the Wheeler Plaza Condominiums and will be close to transit and employment hubs downtown.
Library Improvement Fund 95:
The Library Improvement fund accounts for rents and other tenant activities in the San Carlos Library. Revenues are used to offset building improvements and/or large maint enance projects in the library building.
Staff is recommending changes to the following previously approved project:
City Library Foundation Study and Stair Repair (C2114). $100,000 was approved for FY 2021-22 on August 23, 2021 via Resolution #2021-077. Staff recommends additional funding of $150,000 in FY 2022-23 to inspect and evaluate the existing foundation surrounding the library and determine whether any repairs or upgrades are needed. The scope of this project would also include an evaluation of the stairs leading from Cherry Street to the main entrance to the library.
Unfunded List:
The unfunded list represents projects that have been requested but have not been recommended for funding at this time. At the end of the fiscal year, if there ar e savings from FY 2021-22, the City Manager will bring forward a recommendation to possibly fund some of these projects.
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9 ALTERNATIVES:
The alternatives available to the City Council include:
1. Adopt a Resolution authorizing the adjustment of Fiscal Ye ar (“FY”) 2022 -23 Capital Fund Budgets; or
2. Do not adopt the Resolution; or
3. Provide staff with alternative direction.
Respectfully submitted by:
Rebecca Mendenhall,
Administrative Services Director
Approved for submission by:
_________________________
Jeff Maltbie, City Manager
ATTACHMENT(S):
1. Resolution
2. FY22-23 CIP Budget Summary
3. FY22-23 CIP Budget Detail
4. FY22-23 CIP Unfunded Project List
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RESOLUTION NO. 2022- _____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS ADOPTING THE PROPOSED MID-CYCLE FISCAL YEAR 2022-23 CAPITAL FUND BUDGETS.
WHEREAS, the City of San Carlos adopted the Fiscal Year (“FY”) 2021-23 Biennial Capital Improvement Program Budget on June 14, 2021; and
WHEREAS, the City desires to amend the FY 2022 -23 Wastewater Fund expenses by $17,000 and transfers out and allocations out by $100,000; and
WHEREAS, the City desires to amend the FY 2022 -23 Gas Tax Fund expenses by $2,700,000; and
WHEREAS, the City desires to amend the FY 2022 -23 Capital Fund expenses by $6,740,000; and
WHEREAS, the City desires to amend the FY 2022-23 Housing Fund expenses by $25,600 and transfers out and allocations out by $195,000; and
WHEREAS, the City desires to amend the FY 2022 -23 Library Tenant Fund expenses by $150,000.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of San Carlos hereby approves the budget adjustments , amending the total FY 20 22-23 Capital Improvement Program expenses by $9,632,600 and transfers out and allocations out by $295,000.
*****
I, Crystal Mui, City Clerk, hereby certify the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Ca rlos at a scheduled meeting thereof held on the 28th day of March, 2022, by the following vote:
______________________________
CITY CLERK of the City of San Carlos
APPROVED:
____________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:
NOES, COUNCILMEMBERS:
ABSENT, COUNCILMEMBERS:
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Attachment: Resolution (FY22-23 Mid-Cycle Capital Budget Adjustments) Wastewater Fund - Fund 0006 Restricted
Restricted Fund Balance 21,916,249$ 26,438,991 $ 26,438,991 $ 26,472,784 $ 26,472,784 $ 27,583,884 $ 27,911,584 $ 29,037,084 $ SVCW Investment 7,565,628 8,848,015 8,848,015 8,625,973 8,625,973 8,625,973 8,625,973 8,625,973 Total Restricted Fund Balance 29,481,877 35,287,006 35,287,006 35,098,757 35,098,757 36,209,857 36,537,557 37,663,057
4.5% 4.5% 4.5% 4.5% 4.5% 4.5% 4.5%
Operating Revenues * 21,195,484 21,267,200 21,275,700 22,266,800 22,266,800 23,273,100 24,324,500 25,424,100 General Operating Expenses (3,564,687) (3,162,600) (3,162,600) (3,290,300) (3,267,300) (3,470,500) (3,579,900) (3,670,100) Capital Projects ** (781,371) (7,083,207) (7,083,207) (6,455,000) (6,495,000) (6,775,000) (6,375,000) (6,775,000) SVCW Operating Expenses (4,029,312) (3,710,400) (3,710,400) (3,821,700) (3,821,700) (3,936,400) (4,054,500) (4,176,100) Existing SVCW Bonds (2,994,034) (2,974,800) (2,974,800) (2,983,300) (2,983,300) (2,987,700) (2,989,100) (2,975,900) SCVW Future Bonds - - - - - - (234,700) (234,700) SCVW Future SRF Loans - - - - - (1,000,900) (1,000,900) (1,000,900) State Revolving Loan & Reserve Requirement (285,858) (517,000) (517,000) (517,000) (517,000) (517,000) (517,000) (517,000) SVCW Capital Contributions - (533,400) (533,400) (609,200) (609,200) (685,000) (760,800) (837,600) Net Transfers & Allocations to other funds (3,257,800) (3,260,500) (3,260,500) (3,362,200) (3,462,200) (3,572,900) (3,687,100) (3,805,000) Investment in SVCW 1,282,387 - (222,042) - - - - - Net change in current year 7,564,810 25,293 (188,249) 1,228,100 1,111,100 327,700 1,125,500 1,431,800 SVCW Investment 8,848,015 8,848,015 8,625,973 8,625,973 8,625,973 8,625,973 8,625,973 8,625,973 Wastewater Fund - Est. Restricted Ending Balance 26,438,991 $ 26,464,284 $ 26,472,784 $ 27,700,884 $ 27,583,884 $ 27,911,584 $ 29,037,084 $ 30,468,884 $ * Note: Sewer Projected Revenues include Fee Increases that will need to be approved by Council and will be subject to Prop 218 hearings ** Amount of $3,079,780 capital project expenses were capitalized at FY20-21.
Gas Tax Fund - Fund 0016
Beginning Fund Balance 1,122,315$ 4,828,207 $ 4,828,207 $ 2,396,467 $ 2,396,467 $ 91,567 $ 81,667 $ 92,967 $ Other Operating Revenues 149,700 52,600 52,600 57,000 57,000 58,700 60,500 62,300 Gas Tax Revenues 1,222,857 1,356,900 1,400,000 1,397,500 1,555,000 1,601,500 1,649,800 1,699,300
Measure M 55,306 69,500 69,500 76,700 76,700 79,000 81,400 83,800 Outside Funding for Capital Projects 600,398 635,000 210,260 40,000 40,000 40,000 40,000 40,000 Capital Projects (3,421,319) (5,355,000) (5,355,000) (5,595,000) (8,295,000) (7,920,000) (7,920,000) (7,920,000) Transfer from GF - Facility/Infrastructure Reserve 4,000,000 - - - 400,000 2,850,000 2,850,000 2,850,000 Transfer from GF - PG&E Settlement 500,000 - - - - - - - Transfer from General Capital Fund 25 125,000 1,125,000 1,125,000 3,125,000 3,125,000 3,275,000 3,275,000 3,275,000 Transfer from Measure A (F14) and Measure W (F18) Funds 1,438,750 1,050,000 1,050,000 1,050,000 1,750,000 1,050,000 1,050,000 1,050,000 Net Transfers & Allocations from/(to) other funds* (964,800) (984,100) (984,100) (1,013,600) (1,013,600) (1,044,100) (1,075,400) (1,107,700) Net Change in Fund Balance 3,705,892 (2,050,100) (2,431,740) (862,400) (2,304,900) (9,900) 11,300 32,700 Gas Tax Fund - Estimated Ending Balance 4,828,207 $ 2,778,107 $ 2,396,467 $ 1,534,067 $ 91,567 $ 81,667 $ 92,967 $ 125,667 $ Capital Projects Fund - Fund 0025
Unrestricted Fund Balance 24,049,011$ 26,324,069 $ 26,324,069 $ 7,142,691 $ 7,142,691 $ 3,987,338 $ 4,436,838 $ 2,636,338 $ Restricted 4,111,423 3,992,089 3,992,089 4,237,589 4,237,589 5,111,489 5,392,789 5,681,689 Total Beginning Fund Balance 28,160,434 30,316,159 30,316,159 11,380,281 11,380,281 9,098,828 9,829,628 8,318,028 Operating Revenues 4,346,893 3,164,900 3,864,900 3,274,200 3,274,200 3,374,500 3,474,500 3,524,500 Restricted Revenues 1,764,876 245,500 245,500 873,900 873,900 281,300 288,900 296,600 Outside Funding for Capital Projects 1,114,429 555,000 3,995,212 - 3,610,447 - - - Capital Projects (6,460,474) (27,861,395) (27,116,490) (4,075,000) (10,815,000) (1,650,000) (4,000,000) (1,650,000) Transfer from GF - PG&E Settlement 500,000 - - - - - - - Transfer from General Fund 1,015,000 1,000,000 1,000,000 2,500,000 2,500,000 2,000,000 2,000,000 2,000,000 Transfer to Gas Tax Fund (125,000) (1,125,000) (1,125,000) (3,125,000) (3,125,000) (3,275,000) (3,275,000) (3,275,000) Transfer from Park-In-Lieu fund (fund 27) - 200,000 200,000 1,400,000 1,400,000 - - - Net Transfers & Allocations from/(to) other funds 1,390,000 75,000 75,000 775,000 775,000 (1,275,000) (1,275,000) (1,275,000) Net Change in Fund Balance 2,155,724 (23,820,995) (18,935,878) 848,100 (2,281,453) 730,800 (1,511,600) 896,100 Restricted Fund (Bldg. Maintenance/Imp) 79,500 79,500 79,500 79,500 79,500 79,500 79,500 79,500 99,458 199,458 199,458 324,458 324,458 453,258 585,958 722,658 Technology Fee Reserve 384,014 415,514 415,514 447,914 447,914 481,314 515,714 551,114 Traffic Mitigation Fee Reserve 2,244,439 2,296,939 2,296,939 2,951,039 2,951,039 3,006,739 3,064,139 3,123,239 General Plan Update Reserve 172,626 204,126 204,126 236,526 236,526 269,926 304,326 339,726 Levee Assessment Reserve 115,409 145,409 145,409 175,409 175,409 205,409 235,409 265,409 PEG Fund Reserve 91,154 91,154 91,154 91,154 91,154 91,154 91,154 91,154 Parks and Recreation Reserve 805,489 805,489 805,489 805,489 805,489 805,489 805,489 805,489 Total Restricted Fund 3,992,089 4,237,589 4,237,589 5,111,489 5,111,489 5,392,789 5,681,689 5,978,289 Capital Fund - Est Unrestricted Ending Balance 26,324,069 $ 2,257,574 $ 7,142,691 $ 7,116,891 $ 3,987,338 $ 4,436,838 $ 2,636,338 $ 3,235,838 $ Park In Lieu Fund - Fund 27
Beginning Fund Balance 2,206,124$ 2,277,643 $ 2,277,643 $ 1,713,819 $ 1,713,819 $ 611,619 $ 1,503,319$ 1,819,219 $ Operating Revenues 367,111 284,300 284,300 297,800 297,800 891,700 315,900 325,400 Operating Expenses - - - - - - - - Outside Funding for Capital Projects - 178,000 178,000 - - - - - Capital Projects (295,592) (826,124) (826,124) - - - - - Net Transfers & Allocations to other funds - (200,000) (200,000) (1,400,000) (1,400,000) - - - Net Change in Fund Balance 71,519 (563,824) (563,824) (1,102,200) (1,102,200) 891,700 315,900 325,400 Park In Lieu Fund - Est Ending Balance 2,277,643 $ 1,713,819 $ 1,713,819 $ 611,619 $ 611,619 $ 1,503,319$ 1,819,219 $ 2,144,619 $ Parking In Lieu Fund - Fund 0028
Beginning Fund Balance 325,448$ 402,491 $ 402,491 $ 344,654 $ 344,654 $ 287,154 $ 294,854 $ 302,754 $ Operating Revenues 79,316 6,900 6,900 7,500 7,500 7,700 7,900 8,100 Operating Expenses - - - - - - - - Capital Projects (2,273) (64,738) (64,738) (65,000) (65,000) - - - Net Transfers & Allocations to other funds - - - - - - - - Net Change in Fund Balance 77,044 (57,838) (57,838) (57,500) (57,500) 7,700 7,900 8,100 Parking In Lieu Est Ending Balance 402,491 $ 344,654 $ 344,654 $ 287,154 $ 287,154 $ 294,854 $ 302,754 $ 310,854 $ Housing Fund - Fund 0029 and 0031
Beginning Fund Balance 17,917,448$ 20,125,582 $ 20,125,582 $ 11,616,179 $ 11,616,179 $ 16,069,979 $ 15,610,379 $ 25,277,079 $ Operating Revenues 2,877,206 592,900 632,341 5,527,400 5,527,400 646,200 10,805,600 685,600 Operating Expenses (207,153) (1,164,100) (1,188,602) (642,800) (668,400) (688,400) (709,000) (730,100) Capital Projects (261,919) (7,749,142) (7,749,142) - - - - - Net Transfers & Allocations to other funds (200,000) (204,000) (204,000) (210,200) (405,200) (417,400) (429,900) (442,800) Net Change in Fund Balance 2,208,134 (8,524,342) (8,509,403) 4,674,400 4,453,800 (459,600) 9,666,700 (487,300) Housing in Lieu Est Ending Balance 20,125,582 $ 11,601,240 $ 11,616,179 $ 16,290,579 $ 16,069,979 $ 15,610,379 $ 25,277,079 $ 24,789,779 $ Library Improvements Fund 0095
Beginning Fund Balance 1,761,876$ 2,811,931 $ 2,811,931 $ 1,558,746 $ 1,558,746 $ 1,387,646 $ 1,365,946 $ 1,343,746 $ Operating Revenues 1,341,100 271,400 271,400 282,800 282,800 291,300 300,100 309,200 Operating Expenses (227,760) (322,100) (322,100) (303,900) (303,900) (313,000) (322,300) (331,800) Outside Funding for Capital Projects - - - - - - - - Capital Projects (63,285) (1,202,485) (1,202,485) - (150,000) - - - Net Change in Fund Balance 1,050,055 (1,253,185) (1,253,185) (21,100) (171,100) (21,700) (22,200) (22,600) Library Improvements Est Ending Balance 2,811,931 $ 1,558,746 $ 1,558,746 $ 1,537,646 $ 1,387,646 $ 1,365,946 $ 1,343,746 $ 1,321,146 $
CAPITAL IMPROVEMENT PROGRAM
FUND SUMMARY
Turf Replacement Reserve
FY 21-22
Revised
FY 25-26
Requested
FY 20-21
Audited
FY 22-23
Revised
FY 23-24
Requested
Projected Sewer Rate Increase
FY 24-25
Requested
FY 21-22
Projected
FY 22-23
Proposed
Update
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Attachment: FY22-23 CIP Budget Summary (FY22-23 Mid-Cycle Capital Budget Adjustments)
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Strategic Plan Objective Type
Total Project
Spent as of
1/31/2022
FY21-22
Revised
Wastewater (Sewer) Fund
Previously Approved/ongoing Projects
C9609 Core Values Total Capital Wastewater Financial Plan & Rate Study - - - 120,000 - - - 120,000 C9610 Infrastructure/Public Safety Total Capital Shelford Drive Landslide Investigation 273,000 214,793 - - - - - 273,000 C9617 Core Values Total Capital Annual Sewe r System Rehabilitation Program 2, 678,036 1,019,545 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 25,000,000 C1702 Core Values Total Capital Annual On-Call Sewer Contracts 596,350 158 900,000 900,000 900,000 900,000 900,000 4,500,000 C1736 Core Values Total Capital Sewer System CCTV Inspection 582,711 176 400,000 - 400,000 - 400,000 1,200,000 C1737 Core Values Total Capital Annual Sewer Lateral Replacement 139,540 123 300,000 300,000 300,000 300,000 300,000 1,500,000 C1752 Core Values Total Capital Annual Sewer System Root Foaming 133,224 98,017 175,000 175,000 175,000 175,000 175,000 875,000 C2101
Wildfire, Public Safety and
Emergency Planning Total Capital - - 250,000 - - - - 250,000 Total Outside Funding - - - - - - - - Total Capital 4,402,860 1,332,813 7,025,000 6,495,000 6,775,000 6,375,000 6,775,000 33,718,000 Total Transfers (Inter-project) - - - - - - - - Total Wastewater Fund 0006 4,402,860 1,332,813 7,025,000 6,495,000 6,775,000 6,375,000 6,775,000 33,718,000 Ending Fund Balance Wastewater Fund 0006 26,472,784 27,583,884 27,911,584 29,037,084 30,468,884 Fund/
Project Project Name
Generator Installation for Sewer Pump Stations
0006
Total Project
Funding
FY 24-25
Requested
FY 23-24
Requested
FY 25-26
Requested
Total Approved
Budget as of
6/30/2021
FY 22-23
Proposed
Update
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Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) Sewer Fund - 0006 Citywide
Public Works No
Grace Le Financial Solvency
Sewer 1
Appropriations
Total Approved
Budget Total Spent
Adopted
2021-22
Proposed
Update
2022-23
Requested
2023-24
Requested
2024-25
Requested
2025-26
Total Project
Funding
Expenses 80,000$ -$ -$ 80,000$ -$ -$ -$ 80,000$ New request - - - 40,000 - - - 40,000 Total 80,000$ -$ -$ 120,000$ -$ -$ -$ 120,000$ Fund Financing Sources
-$ -$ -$ -$ -$ -$ -$ -$ Total -$ -$ -$ -$ -$ -$ -$ -$ Total Capital Project
80,000$ -$ -$ 120,000$ -$ -$ -$ 120,000$ Downtown
Eastside Planning Initiative
Housing
Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Climate Change
Duration
Status
Programmed Funding
July 2022 to June 2023.
Next anticipated rate study in early 2023.
Current Strategic Plan Objective
Future Impact on Operating Budget
Results of rate study will impact future years' spending.
C9609: Wastewater Financial Plan & Rate Study - AMENDED Description
A Financial Plan/Rate Study is used to evaluate the current operating costs, take into account upcoming capital cost impacts, and develop recommendations to ensure long-term financial sustainability. A rate study was performed in 2019 for the four-year rate setting.
The next anticipated need for a rate study is in early 2023. At that time, we will also update the Sewer Connection Fee, which was last updated in 2016.
Justification
The Wastewater Enterprise Fund is facing unprecedented cost increases, including urgently needed rehabilitation of the collection system, capital renewal of Silicon Valley Clean Water's (SVCW) wastewater treatment and conveyance systems, preventive maintenance of the collection system, and additional capacity to relieve flow constraints in the collection system. Accurate cost accounting and recommendations for rate setting are critical to the City's credibility with ratepayers.
The additional funds requested in the amount of $40,000 will cover the costs of updating the Sewer Connection fee so that new development will pay its fair-share contribution.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
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Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments)
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Strategic Plan Objective Type
Total Project
Spent as of
1/31/2022
FY21-22
Revised
Fund/
Project Project Name
Total Project
Funding
FY 24-25
Requested
FY 23-24
Requested
FY 25-26
Requested
Total Approved
Budget as of
6/30/2021
FY 22-23
Proposed
Update
Gas Tax Fund
Previously Approved/Ongoing Projects
C9416
Core Values/ Mobility,
Traffic & Transportation
Infrastructure Total Capital Annual Street Resurfacing 2, 736,844 69,184 5,000,000 7,500,000 7,500,000 7,500,000 7,500,000 35,000,000 C9416
Total Transfers
(Inter-project) Facility/Infrastructure Reserve - - - (400,000) (2,850,000) (2,850,000) (2,850,000) (8,950,000) C9416
Total Transfers
(Inter-project) PG&E Settlement - - - - C9416
Total Outside
Funding
Transportation for Livable Communities
(TLC) Grant (374,278) - (150,260) (150,260) C9417
Core Values/ Mobility,
Traffic & Transportation
Infrastructure Total Capital Annual Traffic Markings & Striping - - 175,000 300,000 300,000 300,000 300,000 1,375,000 C9465
Core Values/ Mobility,
Traffic & Transportation
Infrastructure Total Capital Annual Sidewalk R epair/Reconstruction 684,476 168,876 180,000 120,000 120,000 120,000 120,000 660,000 C9465
Total Outside
Funding Property Owners Contribution (226,120) (100,032) (60,000) (40,000) (40,000) (40,000) (40,000) (220,000) Mobility, Traffic and
Transportation Infrastructure Total Capital 375,000 - - - 375,000 Total Outside Funding (600,398) (100,032) (210,260) (40,000) (40,000) (40,000) (40,000) (370,260) Total Capital
3,421,319 238,060 5,355,000 8,295,000 7,920,000 7,920,000 7,920,000 37,410,000 Total Transfers (Inter-project) - - - (400,000) (2,850,000) (2,850,000) (2,850,000) (8,950,000) Total Gas Tax Fund 0016 2,820,922 138,028 5,144,740 7,855,000 5,030,000 5,030,000 5,030,000 28,089,740 Ending Fund Balance Gas Tax Fund 0016 2,396,467 91,567 81,667 92,967 125,667 0016
New Projects
Burton Park Sidewalk Improvements
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Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) Gas Tax Fund - 0016 Citywide
Public Works Yes
Vatsal Patel Council's Strategic Plan, Safety
Streets 1
Appropriations
Total Approved
Budget* Total Spent**
Adopted
2021‐22
Proposed
Update
2022‐23
Requested
2023‐24
Requested
2024‐25
Requested
2025‐26
Total Project
Funding
Expenses 10,300,000$ 69,184$ 5,000,000$ 5,300,000$ 4,500,000$ 4,500,000$ 4,500,000$ 23,800,000$ New request ‐ ‐ ‐ 2,200,000 3,000,000 3,000,000 3,000,000 11,200,000 Total 10,300,000$ 69,184$ 5,000,000$ 7,500,000$ 7,500,000$ 7,500,000$ 7,500,000$ 35,000,000$ Fund Financing Sources
Facility/Infrastructure Reserve ‐$ ‐ $ ‐ $ 400,000$ 2,850,000$ 2,850,000$ 2,850,000$ 8,950,000$ PG&E Settlement ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ TLC Grant 150,260 ‐ 150,260 ‐ ‐ ‐ ‐ 150,260 Total 150,260$ ‐ $ 150,260$ 400,000$ 2,850,000$ 2,850,000$ 2,850,000$ 9,100,260$ Total Capital Project
10,149,740$ 69,184$ 4,849,740$ 7,100,000$ 4,650,000$ 4,650,000$ 4,650,000$ 25,899,740$ Downtown
Eastside Planning Initiative
Housing
X Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Climate Change
Current Strategic Plan Objective
Negligible impact.
C9416: Annual Street Resurfacing - AMENDED
Description
Pavement resurfacing and rehabilitation work will be performed to improv e the condition of City streets. The work to be performed will be based on the Pavement Management Program decision tree, which includes optional strategies such as: dig out and patch; crack seal; micro surfacing; cape seal; slurry seal; thin grind and overlay; thick grind and overlay; or, reconstruc tion. Funding from federal grant funds, gas tax funds, and other grant funding sources alone is insufficient to cover the annual funding needs, so General Funds must be used to supplement the project each year. $70 million would be needed in the next five years to achieve a PCI consistent with the County standard, which is considered to be "excellent" condition if that is the Council's desire. The budget request includes costs for design as well as construction.
Justification
According to the Pavement Management Report, many of the City streets are in need of rehabilitation. The Pavement Management Program's most recent Budget Operations Report indicated that there is a deferre d maintenance backlog of $42 million. The current Pavement Condition Index (PCI) for the entire street network is 57 out of 100 and if funding for str eet repairs remains at current levels, the current PCI will continue to decrease, which puts the street network into the “very poor” or “failed”conditions. It would cost approximately $70 million to raise the PCI to 83, or "excellent" level. The recommended five-year funding level will incr ease the PCI to 62 or “fair” condition. To achieve this, approximately 30% of City streets will be under construction per fiscal year.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Duration
Status
Programmed Funding
Continuous.
On-going.
Future Impact on Operating Budget
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Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) Gas Tax Fund - 0016 Citywide
Public Works Yes
Vatsal Patel Safety, Legal Requirements
Traffic & Transportation 1
Appropriations
Total Approved
Budget* Total Spent**
Adopted
2021-22
Proposed
Update
2022-23
Requested
2023-24
Requested
2024-25
Requested
2025-26
Total Project
Funding
Expenses 350,000$ -$ 175,000$ 175,000$ 175,000$ 75,000$ 75,000$ 675,000$ New request - - - 125,000$ 125,000$ 225,000$ 225,000$ 700,000 Total 350,000$ -$ 175,000$ 300,000$ 300,000$ 300,000$ 300,000$ 1,375,000$ Fund Financing Sources
-$ -$ -$ -$ -$ -$ -$ -$ Total -$ -$ -$ -$ -$ -$ -$ -$ Total Capital Project
350,000$ -$ 175,000$ 300,000$ 300,000$ 300,000$ 300,000$ 1,375,000$ Downtown
Eastside Planning Initiative Insert photo here
Housing
X Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Climate Change
* Total Approved Budget = Total Approved Budget of FY2021-22 and FY2022-23 ** Total Spent = Up To Date Total Spent in FY2021-22
C9417: Annual Traffic Markings & Striping - AMENDED
Description
Each year, the City re-paints traffic striping and installs new markings. This work is done in conjunction with the annual resurfacing project and/or as a standalone project. The work scope typically includes striping, signage, and/or marking changes initiated by staff, suggested by the public, or approved by the Transportation and Circulation Commission. Additionally, traffic striping and markings for City-owned parking lots, garages, and facilities also need refreshing.
Justification
The City continues to receive an increase in requests to replace existing painted striping that is faded. Due to cost increases and shortages of high-visibility thermoplastic traffic striping and pavement markings, staff is requesting additional funding to continue to maintain public safety, minimize liability, and improve pedestrian crossings.
Many of the projects in the Bicycle and Pedestrian Master Plan identified the need for traffic marking and striping improvements. Based upon the forgoing, additional funding of $700,000 is needed over the next 5 years.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
Duration
Status
Programmed Funding
Continuous.
On-going.
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Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) Gas Tax Fund - 0016
Public Works
Vatsal Patel
Street; Traffic & Transportation
1 Appropriations
Total Approved
Budget Total Spent
Adopted
2021-22
Proposed
Update
2022-23
Requested
2023-24
Requested
2024-25
Requested
2025-26
Total Project
Funding
Expenses -$ -$ -$ -$ -$ -$ -$ -$ New request - - - 375,000 - - - 375,000$ Total -$ -$ -$ 375,000$ -$ -$ -$ 375,000$ Fund Financing Sources
Revenue -$ -$ -$ -$ -$ -$ -$ -$ Total -$ -$ -$ -$ -$ -$ -$ -$ Total Capital Project
-$ -$ -$ 375,000$ -$ -$ -$ 375,000$ Downtown
Eastside Planning Initiative Insert photo here
Housing
X Mobility, Traffic, and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Climate Change
Programmed Funding
July 2022 through June 2023.
Ongoing.
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
Council's Strategic Plan; Safety; Master
Plan
Duration
Status
C22XX: Burton Park Sidewalk Improvements - NEW
Description
Remove and replace the existing aggregate concrete sidewalk to match surrounding areas around Burton Park (on Arroyo Avenue between Cedar and Chestnut Streets and on Chestnut Street between Arroyo Avenue and Baytree Road). Reconstruct the existing curb ramps crossing Chestnut Street on Arroyo Avenue. Rehabilitate the existing roadway along Chestnut Street, reconstruct the valley gutter on Chestnut Street, and add new traffic striping and pavement markings. This budget request includes costs for design and construction.
Justification
The existing aggregate sidewalk and curb ramps surrounding the Burton Park perimeter along Arroyo Avenue and Chestnut Street are failing and are in need of replacement.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Burton Park; and Chestnut St at Arroyo Ave
Mobility, Traffic, and Transportation
Infrastructure
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Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments)
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Strategic Plan Objective Type
Total Project
Spent as of
1/31/2022
FY21-22
Revised
Total Project
Funding
FY 24-25
Requested
FY 23-24
Requested
FY 25-26
Requested
Total Approved
Budget as of
6/30/2021
FY 22-23
Proposed
Update
Fund/
Project Project Name
General Fund Capital Projects Fund
Completed Projects
C9812 Infrastructure/Public Safety Total Capital Study of City Hall Foundation 75,000 5,000 - - - - - 75,000 C
1729 Parking/Public Safety Total Capital 200,000 72,173 - - - -
-
200,000
C
1907 Total Capital 536,200 507,264 - - - -
-
536,200
C
1907
Total Transfers
(Inter-project) PG&E Settlement (500,000) (500,000) - - - -
-
(500,000)
P
rojects Nearing Completion
C1721 Infrastructure/Public Safety Total Capital 250,000 204,154 - - - - - 250,000 C
1745
Mission / Vision / Core
Values Total Capital 60,000 56,789 - - -
-
-
60,000
C
1745
Total Transfers
(Inter-project) Technology Fee Reserve (60,000)
(60,000)
- - -
-
-
(60,000)
C
1747
Mobility, Traffic and
Transportation Infrastructure Total Capital 110,100 47,278 - - -
-
-
110,100
C
1751 Infrastructure/Public Safety Total Capital Alameda de las Pulgas Landslide Repair 300,000 295,215 147,925 - - -
-
447,925
C
1751
Total Outside
Funding FEMA Program -
-
- - -
-
-
-
C
1802
Core Values/ Mobility,
Traffic & Transportation
Infrastructure Total Capital 200,000 177,472 - - -
-
-
200,000
C
1802
Total Outside
Funding TDA Article 3 Grant (100,000) (100,000) - - -
-
-
(100,000)
C
2001
Values/ Wildfire, Public
Safety & Emergency Total Capital 215,000 414,708 254,125 - -
- - 469,125
C
2001
Total Outside
Funding Parks & Recreation Foundation (215,000) -
- - -
-
-
(215,000)
P
reviously Approved/Ongoing Projects
C9461
Mobility, Traffic and
Transportation Infrastructure Total Capital Brittan Ave Widening at Industrial Road 846,000 349,083 - - - - - 846,000
C
9461
Total Outside
Funding Traffic Mitigation Fee Reserve (300,000) -
- - -
-
-
(300,000)
C
9531
Mission / Vision / Core
Values Total Capital Annual Storm Drain age Improvements 500,000 187,055 500,000 500,000 500,000
500,000
500,000
3,000,000
C
9806 Infrastructure/Public Safety Total Capital Belmont Creek Watershed Improvement 500,000 81,516 - - - -
-
500,000
C
9823
Wildfire, Public Safety and
Emergency Planning Total Capital Fire Station 16 Replacement 1,900,000 706,929 10,500,000 - -
-
-
12,400,000
C
9823
Total Outside
Funding American Rescue Plan Act (ARPA) -
-
(3,440,212) (3,610,447) -
-
-
(7,050,659)
C
9828
Mission / Vision / Core
Values Total Capital Annual Storm Drain Maintenance 570,000 1,018 150,000 150,000 150,000 150,000 150,000 1,320,000
C
9838 Infrastructure/Public Safety Total Capital Four Corners Traffic Improvements 250,000 56,405 - - - 2,000,000 -
2,250,000
C
1706 Climate Change Total Capital 448,000 441,194 325,000 - - -
-
773,000
C1711
Wildfire, Public Safety and
Emergency Planning Total Capital 130,775 44,278 - - - - - 130,775
C
1711
Total Transfers
(Inter-project)
Tsf Fm Facility Infrastructure Improvement
Reserve (158,500) (158,500) - - -
-
-
(158,500)
C
1712 Infrastructure/Public Safety Total Capital 105,000 1,596 - 100,000 - -
-
205,000
C
1715 Infrastructure/Public Safety Total Capital 100,000 19,893 - - - -
-
100,000
C
1716
Mission / Vision / Core
Values Total Capital 11,305 11,305 - - -
350,000
-
361,305
C
1719
Mobility, Traffic and
Transportation Infrastructure Total Capital 450,000 67,501 105,000 - -
-
-
555,000
C
1722 Infrastructure/Public Safety Total Capital 1,109,644 782,280 200,000 - - -
-
1,309,644
C1725 Infrastructure/Public Safety Total Capital -
-
200,000 - -
-
-
200,000
C
1727
Mission / Vision / Core
Values Total Capital 100,000 24,625 - - -
-
-
100,000
C
1728 Infrastructure/Public Safety Total Capital -
-
- 335,000 -
-
-
335,000
C
1744
Core Values/ Mobility,
Traffic & Transportation
Infrastructure Total Capital 80,000 22,288 13,500 30,000 -
-
-
123,500
C
1746
Mission / Vision / Core
Values Total Capital 150,000 25,829 110,000 350,000 -
-
-
610,000
C
1746
Total Outside
Funding Transit Village (150,000) (150,000) - - -
-
-
(150,000)
E
astside Planning Initiative
Burton Park Batting Cages
Guardrail Installation at Torino/Winding Way
Intersection
ECR/Rail Corridor Tree Planting and Irrigation
Installation
0025
South Laurel Employee Parking Lot on El Camino
Real
Network Security and Monitoring
Upgrade Pedestrian Signal Heads to Countdown
Pedestrian Signals
Citywide Way-finding Program
Illuminated St Name Sign Replacement
Fire Stations Repair
North Crestview Park Improvement
Roof Repairs at Various Buildings
Arguello Park Parking Lot Asphalt Repair
Traffic Study -General Plan Environmental Impact
Traffic Update
Permit Management and Inspection Coordination
Application (TrakIt) Upgrade
5KV Streetlight Conversion
GIS Upgrade
San Carlos Ave Sidewalk Installation &
Eucalyptus Tree Removal
Bicycle and Pedestrian Master Plan
8.c.3
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Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments)
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Strategic Plan Objective Type
Total Project
Spent as of
1/31/2022
FY21-22
Revised
Total Project
Funding
FY 24-25
Requested
FY 23-24
Requested
FY 25-26
Requested
Total Approved
Budget as of
6/30/2021
FY 22-23
Proposed
Update
Fund/
Project Project Name
C1749
Mission / Vision / Core
Values Total Capital City Hall EOC Furniture & Equipment Updates 90,000 79,481 - - - - - 90,000 C
1749
Total Outside
Funding Sheriff Trust Account (40,000)
(40,000)
- - -
-
-
(40,000)
C
1749
Total Outside
Funding SLEF Fund (50,000)
(50,000)
- - -
-
-
(50,000)
C
1753 Parking Total Capital 40,478 -
144,250 - -
-
-
184,728
C
1803
Mobility, Traffic and
Transportation Infrastructure Total Capital 1,100,000 -
- - -
-
-
1,100,000
C
1803
Total Transfers
(Inter-project) Traffic Mitigation Fee Reserve (1,100,000) (1,100,000) - - -
-
-
(1,100,000)
C
1806
Mission/ Vision/ Mobility,
Traffic & Transportation
Infrastructure Total Capital 4,100,000 3,976,786 1,200,000 - -
-
-
5,300,000
C1806
Total Outside
Funding Developer Donation (8,000)
(8,000)
- - -
-
-
(8,000)
C
1806
Total Outside
Funding Measure A Bike/Ped (1,000,000) (1,000,000) - - - - - (1,000,000)
C
1807
Mobility, Traffic and
Transportation Infrastructure Total Capital 1,600,000 707,355 150,000 - -
-
-
1,750,000
C1808
Mission / Vision / Core
Values Total Capital 125,000 32,500 - - -
-
-
125,000
C
1810 Infrastructure Total Capital 225,000 - - - -
-
-
225,000
C
1811 Infrastructure/Public Safety Total Capital 150,000 - - - -
-
-
150,000
C
1813 Public Safety Total Capital 250,000 - - - -
-
-
250,000
C
1814 Climate Change Total Capital 250,000 196,516 - - - -
-
250,000
C
1815 Infrastructure/Public Safety Total Capital 100,000 - - - -
-
-
100,000
C
1818
Mission/ Vision/ Core
Values/ Children & Youth
Programming Total Capital -
64,377 200,000 2,000,000 -
-
-
2,200,000
C1902 Public Safety Total Capital 100,000 - (100,000) - - - - - C
1902 Total Capital - -
C
2004
Wildfire, Public Safety &
Emergency Planning Total Capital Corp Yard Cameras 100,000 -
(100,000) - -
-
-
-
C
2004 Total Capital - -
C
2103
Wildfire, Public Safety and
Emergency Planning Total Capital -
-
- - -
-
-
-
C
2103 Total Capital -
- -
C
1903
Mission / Vision / Core
Values Total Capital 83,340 1,143 - - -
-
-
83,340
C
1903
Total Outside
Funding Developer Contributions (83,340)
(83,340)
- - -
-
-
(83,340)
C
1904 Public Safety Total Capital 195,000 74 - - - -
-
195,000
C
1908
Core Values/ Mobility,
Traffic and Transportation
Infrastructure Total Capital 500,000 -
- - -
-
-
500,000
C
2002
Mission/ Vision/ Core
V
alues/ Wildfire, Public
Safety & Emergency
Planning Total Capital 125,000 -
- - -
-
-
125,000
C
2003
Mobility, Traffic &
Transportation Infrastructure Total Capital 50,000 -
- - -
-
-
50,000
C
2005
Mission / Vision / Core
Values Total Capital 150,000 2,608 - - -
-
-
150,000
C
2005
Total Transfers
(Inter-project) Technology Fee Reserve (75,000)
(75,000)
- - -
-
-
(75,000)
C
2006
Mission/ Vision/ Eastside
Planning Initiative/ Mobility,
Traffic & Transportation
Infrastructure Total Capital -
-
800,000 1,000,000 300,000
300,000
300,000
2,700,000
C2006 Total Capital Transfer to C2106 (800,000) (1,000,000) (300,000) (300,000) (300,000) (2,700,000) C2007
Mobility, Traffic and
Transportation Infrastructure Total Capital -
-
350,000 - -
-
-
350,000
C
2102 Infrastructure Total Capital -
-
50,000 300,000 -
-
-
350,000
C
2104 Infrastructure Total Capital -
-
65,000 - -
-
-
65,000
C
2104
Total Outside
Funding Y outh Sports Orgs - - (15,000) - - - - (15,000) C
2104
Total Outside
Funding PR Foundation -
-
(25,000) - -
-
-
(25,000)
C
2105
Mission / Vision / Core
Values / Downtown Total Capital -
-
1,000,000 - -
-
-
1,000,000
C2106
Mobility, Traffic and
Transportation Infrastructure Total Capital -
-
225,000 1,800,000 -
-
-
2,025,000
C2108
Wildfire, Public Safety and
Emergency Planning Total Capital -
-
500,000 - -
-
-
500,000
C
2109
Wildfire, Public Safety and
Emergency Planning Total Capital -
-
56,200 - -
-
-
56,200
C
2110
Wildfire, Public Safety and
Emergency Planning Total Capital -
-
- 40,000 -
-
-
40,000
C
2111
Wildfire, Public Safety and
Emergency Planning Total Capital -
-
10,000 - -
-
-
10,000
C
2112 Downtown, Climate Change Total Capital -
-
35,000 - -
- - 35,000
S
urveillance Cameras in Public Parks
Combined with C2004 & C2103 to a new
project with same project total
Combined with C1902 & C2103 to a new
project with same project total
Combined with C1902 & C2004 to a new
project with same project total
Wheeler Plaza Garage Extra Lighting, Painting
and EV Stations
Street Tree/Neighborhood Improvement
Brittan Avenue Sidewalk Improvements
Downtown Planning Initiative
Upgrade of Existing Tennis & Basketball Court
Lighting
Replacement of Scoreboards at Burton Park
Integrated Cashiering System
Traffic Signal System Analysis/Study
1201 San Carlos Ave Property Acquisition
Crestview Track Replacement
Bicycle and Pedestrian Master Plan
Implementation - TURN INTO SPECIFIC
PROJECTS
Wheeler Plaza Garage Wayfinding Signage
Installation
Fire Station 13 Upgrade
Standards of Cover Study
Storm Water Motor Control Center and Pump
Replacements
Installation of Downtown Compost Receptacles
Park Water Feature Modifications
Transfer Switches for Portable Generators
Wheeler Plaza Garage Parking Management
System Expansion & Extension
Traffic Calming Improvements
GIS Sign Inventory
Repave Asphalt Walking Path at Highlands Park
Climate Mitigation and Adaptation Plan
Brittan Ave & Alameda de las Pulgas Widening
San Carlos Ave Pedestrian Safety Improvements
Wheeler Plaza Garage Cameras Design Study
Installation of New Sports Field Lighting at
Flanagan and Stadium Fields
Drone Unmanned Aerial Vehicle (UAV) Program
City Tree Consultant
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Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments)
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Strategic Plan Objective Type
Total Project
Spent as of
1/31/2022
FY21-22
Revised
Total Project
Funding
FY 24-25
Requested
FY 23-24
Requested
FY 25-26
Requested
Total Approved
Budget as of
6/30/2021
FY 22-23
Proposed
Update
Fund/
Project Project Name
C2115 Housin g Total Capital - - 305,095 - - - - 305,095 Total Capital 1,350,000 - - - 1,350,000 Wildfire, Public Safety and
Emergency Planning Total Capital 450,000 - - - 450,000 Climate Change Total Capital 350,000 - - - 350,000 Transportation
Infrastructure, Wildfire,
Public Safety and
Emer
gency Planning Total Capital - 200,000 250,000 - - - 450,000 Eastside Planning Initiative Total Capital 100,000 - - - 100,000 Eastside Planning Initiative Total Capital 200,000 - - - 200,000 Eastside Planning Initiative Total Capital 500,000 - - - 500,000 Eastside Planning Initiative Total Capital 30,000 30,000 Eastside Planning Initiative Total Capital 80,000 80,000 Northeast Area Specific
Plan Total Capital 1,500,000 - - - 1,500,000 Climate Change Total Capital 400,000 - - - 400,000 Mobility, Traffic and
Transportation
Infrastructure, Wildfire,
Public Safety and
Emer
gency Planning Total Capital 500,000 500,000 500,000 1,500,000 Mobility, Traffic and
Transportation
Infrastructure, Wildfire,
Public Safety and
Emer
gency Planning Total Capital 500,000 500,000 500,000 1,500,000 Downtown Total Capital -
Total Outside Funding (1,946,340) (1,431,340) (3,480,212) (3,610,447) - - - (9,036,999) Total Capital 18,530,841 9,663,688 16,796,095 10,815,000 1,650,000 4,000,000 1,650,000 53,441,936 Total Transfers (Inter-project) (1,893,500) (1,893,500) - - - - - (1,893,500) Total General Capital Fund 0025 14,691,001 6,338,848 13,315,883 7,204,553 1,650,000 4,000,000 1,650,000 42,511,437 Ending Fund Balance General Capital Fund 0025 7,142,691 3,987,338 4,436,838 2,636,338 3,235,838 East Side Innovation District Pulgas Creek
Watershed Study
Burton and Harrington Park Maintenance
East Side Innovation District Zoning Code:
Transportation Demand Management Ordinance
Amendment
Objective Design and Development Standards for
Single-Family, Multi-Family and Mixed-Use
Residential Projects
New Projects
Tree Well Replacement on Industrial Road
Northeast Area Specific Plan
2nd Floor Library Remodel (Old Chamber Area
Suite 206)
477 Hillcrest Wall Replacement
City Facility Cameras
East Side Innovation District Parking Strategy
East Side Innovation District Master Streetscape
Plan
East Side Innovation District Zoning Code:
Stream Development and Maintenance Overlay
District Amendment
Intersection Pedestrian Improvements
Safe Routes to School Improvements
Downtown Renovation Plan Implementation
8.c.3
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Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) General Fund Capital Project - 0025 Fire Station 16 1280 Alameda Public Works and Fire Yes
Vatsal Patel and Dave Pucci Master Plan, Public Safety Planning Facilities 1
Appropriations
Total Approved
Budget Total Spent
Adopted
2021-22
Proposed
Update
2022-23
Requested
2023-24
Requested
2024-25
Requested
2025-26
Total Project
Funding
Expenses 1,900,000$ 706,929$ 10,500,000$ -$ -$ -$ -$ 12,400,000$ New request - - - - - - - - Total 1,900,000$ 706,929$ 10,500,000$ -$ -$ -$ -$ 12,400,000$ Fund Financing Sources
Revenue -$ -$ -$ -$ -$ -$ -$ -$ New Request -
ARPA Funding - - 3,440,212 3,610,447 - - - 7,050,659 Total -$ -$ 3,440,212$ 3,610,447$ -$ -$ -$ 7,050,659$ Total Capital Project
1,900,000$ 706,929$ 7,059,788$ (3,610,447)$ -$ -$ -$ 5,349,341$ Downtown
Eastside Planning Initiative
Housing
Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
X Wildfire, Public Safety, and Emergency Planning
Climate Change
C9823: Fire Station 16 Replacement - AMENDED
Description
Fire Station 16 at 1280 Alameda de las Pulgas was built in 1958 and is in need of replacement to meet seismic standards for critical infrastructure. The project includes an initial study, design, and construction. Currently, the only viable site for Station 16 is its current location.
The lot size and shape will produce some challenges and the lot slope may need to be leveled to allow for the construction of a modern fire station. The budget request includes costs for design and construction.
Justification
The station does not meet current seismic standards for critical infrastructure and repair costs for the existing facility continue to rise. The truss in the apparatus bay is too low for modern fire equipment and some vehicles will not fit. The facility does not provide proper separation of fire personnel from hazardous contaminates after returning from a fire. The new design will address these shortcomings and incorporate electrification reach codes to reduce greenhouse gas emissions, and the inclusion of solar panels per the Council's direction. Due to the beneficial construction bidding climate, it is now being requested to advance the construction funding to Fiscal Year 2021-22.
It is recommended that the American Rescue Plan Act (ARPA) funding of $3,440,212 in FY21-22 and $3,610,447 in FY22-23 be applied to this project.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
Duration
Status
Programmed Funding
July 2018 through June 2024
Existing project
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Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) General Fund Capital Project - 0025 24 Signalized Intersections Public Works Yes
Lou Duran / Vatsal Patel Safety
Traffic & Transportation 2
Appropriations
Total Approved
Budget Total Spent
Adopted
2021-22
Proposed
Update
2022-23
Requested
2023-24
Requested
2024-25
Requested
2025-26
Total Project
Funding
Expenses 105,000$ 1,596$ -$ -$ -$ -$ -$ 105,000$ New request - - - 100,000$ - - - 100,000 Total 105,000$ 1,596$ -$ 100,000$ -$ -$ -$ 205,000$ Fund Financing Sources
-$ -$ -$ -$ -$ -$ -$ -$ Total -$ -$ -$ -$ -$ -$ -$ -$ Total Capital Project
105,000$ 1,596$ -$ 100,000$ -$ -$ -$ 205,000$ Downtown
Eastside Planning Initiative Insert photo here
Housing
X Mobility, Traffic, and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Climate Change
C1712: Illuminated Street Name Sign Replacement - AMENDED Description
Replace existing, internally illuminated street name signs mounted on signal mast arms with two-sided retroreflective signs.
Justification
The City currently has 92 internally illuminated street name signs mounted on mast arms attached to the traffic signal poles at 24 signalized intersections in San Carlos. These fixtures have reached the end of their service lives and are becoming maintenance intensive and costly.
Some signs do not light or have badly faded or cracked translucent panels and worn mounting hardware. Replacing these illuminated signs with solid two-sided retroreflective signs will improve navigational visibility, eliminate the City's electrical use, and reduce the maintenance costs.
This budget request seeks to address the increase in costs, supplies, materials, and labor as a result of the pandemic. This will effect 24 signalized intersections or a total of 96 signs.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact. Will be included in annual maintenance costs once replaced.
Duration
Status
Programmed Funding
July 2022 to June 2023.
Construction anticipated late 2022 to early 2023.
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Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) General Fund Capital Project - 0025 Torino and Winding Way Intersection Public Works Yes
Vatsal Patel Safety
Traffic & Transportation 1
Appropriations
Total Approved
Budget Total Spent
Adopted
2021-22
Proposed
Update
2022-23
Requested
2023-24
Requested
2024-25
Requested
2025-26
Total Project
Funding
Expenses 93,500$ 22,288$ 13,500$ -$ -$ -$ -$ 93,500$ New request - - - 30,000$ - - - 30,000 Total 93,500$ 22,288$ 13,500$ 30,000$ -$ -$ -$ 123,500$ Fund Financing Sources
-$ -$ -$ -$ -$ -$ -$ -$ Total -$ -$ -$ -$ -$ -$ -$ -$ Total Capital Project
93,500$ 22,288$ 13,500$ 30,000$ -$ -$ -$ 123,500$ Downtown
Eastside Planning Initiative
Housing
X Mobility, Traffic, and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Climate Change
Duration
Status
Programmed Funding
July 2022 to June 2023.
Design is complete. Construction anticipated be completed in late 2022.
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
C1744: Guardrail Installation at Torino/Winding Way Intersection - AMENDED Description
Install guardrail on Torino Drive at the intersection of Winding Way as a safety improvement.
Justification
The resident at 7 Winding Way expressed concerns about an accident that occurred at the intersection of Winding Way and Torino Drive involving a large truck that could not stop on the steep downhill grade. Staff investigated the conditions and after evaluating warrants, it is recommended that a guardrail be installed along the edge of the roadway on Torino Drive in San Carlos. The City has informed the County that a guardrail should be installed on Winding Way since that is a County road with a shared right of way.
The additional request of $30,000 is needed based on current updated construction quotes.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
8.c.3
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Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) Fund 0025 Burton and Highlands Parks
Parks and Recreation Yes
Amy Newby Parks, Maintenance
Parks, Maintenance, Sustainability 1
Appropriations
Total Approved
Budget Total Spent
Adopted
2021-22
Proposed
Update
2022-23
Requested
2023-24
Requested
2024-25
Requested
2025-26
Total Project
Funding
Expenses - $ - $ 200,000$ 1,400,000 $ - $ - $ - $ 1,600,000$ New request - - - 600,000 - - - 600,000 Total -$ - $ 200,000$ 2,000,000 $ - $ - $ - $ 2,200,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 200,000$ 2,000,000 $ - $ - $ - $ 2,200,000$ Downtown
Eastside Planning Initiative Insert photo here
Housing
Mobility, Traffic, and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Climate Change
Duration
Status
Programmed Funding
July 1, 2022-June 30, 2023
Existing
Current Strategic Plan Objective
Future Impact on Operating Budget
None.
C1818: Installation of New Sports Field Lighting at Flanagan and Stadium Fields - AMENDED Description
This project is currently funded in the Fiscal Year 2022-23 budget and cons ists of new sports field lighting at Burton Park, Flanagan Field, and Highlands Park, Stadium Field.
Justification
Comments from the City Council at the 65% design review included adding lighting to the batting cages. Additional requested funds of $600,000 are needed to cover total project costs as determined in the 90% design cost estimate.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
8.c.3
Packet Pg. 141
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) General Fund Capital Project - 0025 Brittan Avenue
Public Works Yes
Vatsal Patel Transportation Infrastructure, Safety
Traffic & Transportation 3
Appropriations
Total Approved
Budget Total Spent
Adopted
2021-22
Proposed
Update
2022-23
Requested
2023-24
Requested
2024-25
Requested
2025-26
Total Project
Funding
Approved Expenses 225,000$ -$ -$ -$ -$ -$ -$ 225,000$ New request -
Transferred from C2006 - - - 1,800,000 - - - 1,800,000 Total 225,000$ -$ -$ 1,800,000$ -$ -$ -$ 2,025,000$ Fund Financing Sources
-$ -$ -$ -$ -$ -$ -$ -$ Total -$ -$ -$ -$ -$ -$ -$ -$ Total Capital Project
225,000$ -$ -$ 1,800,000$ -$ -$ -$ 2,025,000$ Downtown Which strategic objectives apply
Eastside Planning Initiative to this project? (check boxes to left) Housing
X Mobility, Traffic, and Transportation Infrastructure Insert photo here Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Climate Change
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
Duration
Status
Programmed Funding
On-going
New request
C2106: Brittan Avenue Sidewalk Improvements - AMENDED
Description
Evaluate the construction of sidewalk, curb, gutter, storm drain, traffic striping, and pavement marking improvements along Brittan Avenue at the roadway median between Milano Way and Alameda de las Pulgas to provide a connection for pedestrians and a safe path of travel.
Justification
There is no sidewalk or safe path of travel for pedestrians between Milano Way and Alameda de las Pulgas along Brittan Avenue. The construction of a sidewalk is prioritized and is consistent with the City's Bicycle and Pedestrian Master Plan.
Funding of $1,800,000 was previously allocated from the approved Bicycle and Pedestrian Master Plan Implementation (C2006) project and is proposed to be used on this project for the sidewalk improvements.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
8.c.3
Packet Pg. 142
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) General Fund Capital Project - 0025
Public Works/Facilities No
Steven Machida / Chris Valley Infrastructure
Facilities & Technology 1
Appropriations
Total Approved
Budget Total Spent
Adopted
2021-22
Proposed
Update
2022-23
Requested
2023-24
Requested
2024-25
Requested
2025-26
Total Project
Funding
Expenses -$ -$ -$ -$ -$ -$ -$ -$ New request:
Design Costs
Construction Costs - - - 1,000,000 - - - 1,000,000 Furniture/Carpeting - - - 250,000 - - - 250,000 IT Expenses: -
New Switch 30,000 30,000
Coring/access point 13,000 13,000
Cabling 30,000 30,000
Contingency 27,000 27,000
Total -$ -$ -$ 1,350,000$ -$ -$ -$ 1,350,000$ Fund Financing Sources
-$ -$ -$ -$ -$ -$ -$ -$ Total -$ -$ -$ -$ -$ -$ -$ -$ Total Capital Project -$ -$ -$ 1,350,000$ -$ -$ -$ 1,350,000$ Downtown
Eastside Planning Initiative Insert photo here
Housing
Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Climate Change
Current Strategic Plan Objective
Future Impact on Operating Budget
Annual facility and technology costs will be absorbed into the existing operating budget.
Duration
Status
April 2022 - July 2022
New project
Programmed Funding
C22XX: 2nd Floor Library Remodel (Old Chamber Area Suite 206) - NEW Description
This project would consist of remodeling and updating Suite 206 on the 2nd floor of the library (where the Chamber of Commerce was previously located) to provide additional office space for City staff. The office space as it is currently configured is not adequate and will need cabling, electrical, and other updates. In addition, this project includes costs for an additional network switch to accommodate the additional connections.
The proposed design would include a conference room, break room, four offices and eight cubicles.
Justification
With the increase in development and capital projects, there is an additional demand for personnel and consulting resources. City Hall has limited space and/or capacity for growth and therefore it has become necessary to expand into this recently vacated space. This space will require remodeling as well as furniture, cabling, and electrical to meet the growing needs of the city. The goal is to maximize the space for future growth and use.
Category:
Location:
Strategic Plan:
Priorities:
Department:
Fund Number:
Project Manager:
Library 2nd Floor Suite 206
Priority Rating:
8.c.3
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Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) General Fund Capital Project - 0025 Hillcrest Road
Public Works Yes
Vatsal Patel
Street 2
Appropriations
Total Approved
Budget Total Spent
Adopted
2021-22
Proposed
Update
2022-23
Requested
2023-24
Requested
2024-25
Requested
2025-26
Total Project
Funding
Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - - 450,000$ - - - 450,000$ Total -$ - $ - $ 450,000$ - $ - $ - $ 450,000$ Fund Financing Sources
Revenue - $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ - $ 450,000$ - $ - $ - $ 450,000$ Downtown
Eastside Planning Initiative Insert photo here
Housing
Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
X Wildfire, Public Safety, and Emergency Planning
Climate Change
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact. Will be added to our annual maintenance program once complete.
Duration
Status
Programmed Funding
July 2022 through June 2023
Design is complete. Construction is anticipated to begin Summer 2022.
C22XX: 477 Hillcrest Wall Replacement - NEW
Description
The project will consist of constructing a shotcrete wall with soil nails, installing drainage, and grading.
Justification
The existing decorative wall along the properties of 447 Hillcrest R oad partially failed due to heavy ra ins in early 2020. An evaluation and geotechnical report performed on the wall showed that other areas along the wall were beginning to fail and that the wall needs to be secured in order to prevent complete failure and hillside slough off onto Hillcrest Road.
Category:
Location:
Strategic Plan:
Priorities:
Department:
Fund Number:
Project Manager: Safety
Priority Rating:
8.c.3
Packet Pg. 144
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) General Fund Capital Project - 0025 Burton and Harrington Parks Parks and Recreation Yes
Amy Newby
Parks, Maintenance, Sustainability 2
Appropriations
Total Approved
Budget Total Spent
Adopted
2021-22
Proposed
Update
2022-23
Requested
2023-24
Requested
2024-25
Requested
2025-26
Total Project
Funding
Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - - 350,000 - - - 350,000 Total -$ - $ - $ 350,000$ - $ - $ - $ 350,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ - $ 350,000$ - $ - $ - $ 350,000$ Downtown
Eastside Planning Initiative Insert photo here
Housing
Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety, and Emergency Planning
X Climate Change
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible. It is anticipated to be a slight decrease in utilities/water costs and maintenance/repairs to the Burton Park playground surfacing.
Duration
Status
Programmed Funding
July 1, 2022 - June 30, 2024
New
C22XX: Burton and Harrington Park Maintenance - NEW
Description
This project seeks to replace existing poured-in-place accessible playground surfacing and convert to synthetic turf in the fenced area of the playground at Burton Park and within Harrington Park.
Justification
Burton Park's poured-in-place surfacing is nearing 15 years old. Staff has made several repairs to deterioratin g surface areas, however, the entire surface has reached its lifespan and is need of overall replacement. Additio nally, following repeated years of extreme drought in the region, staff recommends the conversion from grass to synthetic turf within the fenced playground area at Burton Park and the grass area at Harrington Park. This will eliminate the need for annual closures of these grass and play areas, resulting in more use and availability.
The cost will cover a total of 3,300 square feet of passive grass area at Burton Park and 1,300 square feet of passive grass area at Harrington Park.
The benefits include:
• Less downtime to rehabilitate (aerate, reseed, irrigate) • Reduced closure time from 6 to 8 weeks to approx. 2 to 3 hours per month • No need to install temporary fencing and reduced potential for liability claims • No mowing, trimming, and edging which is currently performed once a week • Reduced carbon footprint associated with less running equipment to maintain • Reduced annual costs to reseed ($2k)
• Reduce watering by approximately 75%
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager: Parks, Maintenance
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Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) General Fund Capital Project - 0025
Public Works Yes
Vatsal Patel Public Safety
Facilities 1 - Previously funded
Appropriations
Total Approved
Budget Total Spent
Adopted
2021-22
Proposed
Update
2022-23
Requested
2023-24
Requested
2024-25
Requested
2025-26
Total Project
Funding
Expenses -$ -$ -$ -$ -$ -$ -$ -$ Previously approved (C1902) 100,000 - - - - - - 100,000 Previously approved (C2004) 100,000 - - - - - - 100,000 Previously approved (C2103) - - - 250,000 - - - 250,000 New request - - - - - - - - Total 200,000$ -$ -$ 250,000$ -$ -$ -$ 450,000$ Fund Financing Sources
-$ -$ -$ -$ -$ -$ -$ -$ Total -$ -$ -$ -$ -$ -$ -$ -$ Total Capital Project
200,000$ -$ -$ 250,000$ -$ -$ -$ 450,000$ Downtown
Eastside Planning Initiative Insert photo here
Housing
X Mobility, Traffic, and Transportation Infrastructure
Child Care and Youth Programming
X Wildfire, Public Safety and Emergency Planning
Climate Change
C22XX: City Facility Cameras - NEW
Description
This project would involve installing survellance cameras and related infrastructure at Arguello and Highlands Parks, the Corporation Yard, and Wheeler Garage to monitor activity and access at these facilities for security purposes.
Justification
Strategically placing security cameras throughout the named facilities will deter and reduce theft, vandalism, and other criminal activities. Cameras will help to foster a sense of safety for staff and the public and provide video evidence for police investigations. In addition, emergency call stations can be used to alert public safety personnel of a crime in progress, hazards, and medical emergencies.
It is recommended that funding for this new project come from three previously approved projects: C1902 Wheeler Plaza Garage Cameras Design Study - $100,000; C2004 Corp Yard Cameras - $100,000; and, C2103 Surveillance Cameras in Public Parks - $250,000.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Arguello and Highlands Parks, Corporation
Yard, and Wheeler Garage
Current Strategic Plan Objective
Future Impact on Operating Budget
Should this project be implemented, there will be an ongoing utility cost for monitoring, licensing and support. Expenses are estimated to be $50,000 annually.
Duration
Status
Programmed Funding
March 2022 through June 2023.
Ongoing.
8.c.3
Packet Pg. 146
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) General Fund Capital Project - 0025 East Side Innovation District Community Development Yes
Lisa Porras
Community Enhancement
Appropriations
Total Approved
Budget Total Spent
Adopted
2021‐22
Proposed
Update
2022‐23
Requested
2023‐24
Requested
2024‐25
Requested
2025‐26
Total Project
Funding
Expenses ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ New request ‐ ‐ ‐ 100,000 ‐ ‐ ‐ 100,000 Total ‐$ ‐ $ ‐ $ 100,000$ ‐ $ ‐ $ ‐ $ 100,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
‐$ ‐ $ ‐ $ 100,000$ ‐ $ ‐ $ ‐ $ 100,000$ Downtown
X Eastside Planning Initiative Insert photo here
Housing
Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Department:
Fund Number:
Project Manager:
Priority Rating:
C22XX: East Side Innovation District Parking Strategy - NEW 6Category:
East Side Innovation District
Implementation
Location:
Strategic Plan:
Priorities:
Description
The East Side Innovation District Vision Plan ("Plan") was approved by the City Council in October, 2022. The Plan contains 10 "Big Moves" for transformation in the district. Big Move #10 is to develop and adopt a shared district parking strategy, which includes refining parking requirements and developing a "park-once" strategy. The goal is to develop and define district parking requirements that address the range of existing and future users in the district.
Duration
Status
Programmed Funding
TBD
Staff recommends this project commence as soon as the funds are appropriated.
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible.
Justification
Staff is estimating that this project would require at least $100,000 in consulting fees. The actual costs could go up or down, depending on the results of a future request for proposals and consultant selection. A shared district parking strategy is a key implementation item within the East Side Innovation District Vision Plan.
Climate Change
8.c.3
Packet Pg. 147
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) General Fund Capital Project - 0025 East Side Innovation District Community Development & Public Works Yes
Lisa Porras
Community Enhancement 2
Appropriations
Total Approved
Budget Total Spent
Adopted
2021‐22
Proposed
Update
2022‐23
Requested
2023‐24
Requested
2024‐25
Requested
2025‐26
Total Project
Funding
Expenses ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ New request ‐ ‐ ‐ 200,000 ‐ ‐ ‐ 200,000 Total ‐$ ‐ $ ‐ $ 200,000$ ‐ $ ‐ $ ‐ $ 200,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
‐$ ‐ $ ‐ $ 200,000$ ‐ $ ‐ $ ‐ $ 200,000$ Downtown
X Eastside Planning Initiative Insert photo here
Housing
Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Climate Change
Fund Number:
Project Manager:
Priority Rating:
C22XX: East Side Innovation District Master Streetscape Plan - NEW Description
Category:
Location:
East Side Innovation District
Implementation
Strategic Plan:
Priorities:
Department:
The East Side Innovation District Vision Pla n ("Plan") was approved by City Council in October, 2022. The Plan contains 10 "Big Moves" for transformation in the district. Big Move #1 is to convert Industrial Road into a functional green boulevard that pr ovides a distinct identity, create sa sense of place, and weaves nature into the district. To achieve this, t he Plan's streetscape proposals for Industrial Road and other streets in the district will be used to develop street specif ications to implement discovery paths, non-vehi cular connections, and street standards. Street furn iture, directional signage, landscaping, stormwater, street trees and other element s noted in the East Side Innovation District Vision Plan will also be incorporated.
Duration
Status
Programmed Funding
This project could take one year or less, depending on the finalized scope of work.
Staff recommends this project commence as soon as the funds are appropriated.
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible.
Justification
Staff estimates that this project would require at least $200,000 in consulting fees to develop. The actual costs could go up or down, depending upon the results of a future request for propos al and consultant selection. This project is a key imple mentation item within the East Side Innovation District Vision Plan.
8.c.3
Packet Pg. 148
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) General Fund Capital Project - 0025 Pulgas Creek Watershed Community Development & Public Works Yes
Lisa Porras
Community Enhancement 4
Appropriations
Total Approved
Budget Total Spent
Adopted
2021‐22
Proposed
Update
2022‐23
Requested
2023‐24
Requested
2024‐25
Requested
2025‐26
Total Project
Funding
Expenses ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ New request ‐ ‐ ‐ 500,000 ‐ ‐ ‐ 500,000 Total ‐$ ‐ $ ‐ $ 500,000$ ‐ $ ‐ $ ‐ $ 500,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
‐$ ‐ $ ‐ $ 500,000$ ‐ $ ‐ $ ‐ $ 500,000$ Downtown
X Eastside Planning Initiative Insert photo here
Housing
Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Climate Change
Duration
Status
Programmed Funding
TBD
Staff recommends this project commence as soon as the funds are appropriated.
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible.
C22XX: Pulgas Creek Watershed Study - NEW
Description
The East Side Innovation District Vision Plan ("Plan") was approved by the City Council in October, 2022. The Plan contains 10 "Big Moves" for transformation in the district. The goal of Big Move #3 is to promote environmental stewardship, which includes establishing Pulgas Creek as a vital and accessible community open space and trail with improved stormwater and flood management strategies. To implement this vision, preparation of a watershed management plan is necessary in order to study the entire watershed and develop improvement recommendations in the district, and along Pulgas Creek, specifically.
Justification
Staff estimates that this project would require at least $500,000 in consulting costs to develop. The actual costs could go up or down, depending upon the results of a future request for proposals and consultant selection. Big Move #3 is a key implementation item within the Plan.
Category:
Location:
Strategic Plan:
Priorities:
Department:
Fund Number:
Project Manager:
Priority Rating:
East Side Innovation District
Implementation
8.c.3
Packet Pg. 149
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) General Fund Capital Project - 0025 Pulgas Creek Watershed Community Development Yes
Lisa Porras
Community Enhancement 5
Appropriations
Total Approved
Budget Total Spent
Adopted
2021‐22
Proposed
Update
2022‐23
Requested
2023‐24
Requested
2024‐25
Requested
2025‐26
Total Project
Funding
Expenses ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ New request ‐ ‐ ‐ 30,000 ‐ ‐ ‐ 30,000 Total ‐$ ‐ $ ‐ $ 30,000$ ‐ $ ‐ $ ‐ $ 30,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
‐$ ‐ $ ‐ $ 30,000$ ‐ $ ‐ $ ‐ $ 30,000$ Downtown
X Eastside Planning Initiative Insert photo here
Housing
Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Climate Change
The East Side Innovation District Vision Plan ("Plan") was approved by the City Council in October, 2022. The Plan contains 10 "Big Moves" for transformation in the district. The goal of Big Move #3 is to promote environmental stewardship, which includes amending San Carlos' Stream Development and Maintenance Overlay District to increase the required setbacks and landscaping provisions from the existing creek top of bank to improve stormwater detention capacity and help address flooding issues.
Duration
Status
Programmed Funding
TBD
Staff recommends this project commence as soon as the funds are appropriated.
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible.
Justification
Staff estimates that this project will require at least $30,000 in consulting fees to develop. The actual costs could go up or down, depending upon the results of a future request for proposals and consultant selection. Big Move #3 is a key implementation item within the East Side Innovation District Vision Plan.
Department:
Fund Number:
Project Manager:
C22XX: Zoning Code: Stream Development and Maintenance Overlay District Amendment - NEW Description
Category:
Location:
East Side Innovation District
Implementation
Priority Rating:
Strategic Plan:
Priorities:
8.c.3
Packet Pg. 150
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) General Fund Capital Project - 0025 Citywide
Community Development Yes
Lisa Porras
Community Enhancement 3
Appropriations
Total Approved
Budget Total Spent
Adopted
2021‐22
Proposed
Update
2022‐23
Requested
2023‐24
Requested
2024‐25
Requested
2025‐26
Total Project
Funding
Expenses ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ New request ‐ ‐ ‐ 80,000 ‐ ‐ ‐ 80,000 Total ‐$ ‐ $ ‐ $ 80,000$ ‐ $ ‐ $ ‐ $ 80,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
‐$ ‐ $ ‐ $ 80,000$ ‐ $ ‐ $ ‐ $ 80,000$ Downtown
X Eastside Planning Initiative Insert photo here
Housing
Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Climate Change
C22XX: Zoning Code: Transportation Demand Management Ordinance Amendment - NEW Description
The East Side Innovation District Vision Plan ("Plan") was approved by the City Council in October, 2022. The Plan contains 10 "Big Moves" for transformation in the district. The goal of Big Move #9 is to reduce congestion through coordinated transportation strategies, which calls for expanding SCMC 18.25 TDM ordinance to better calibrate City standards to the East Side District's needs and also to meet future regional requirements (C/CAG recently adopted new TDM requirements).
Justification
Staff estimates that this project would require at least $80,000 in consulting fees to develop. The actual costs could go up or down, depending upon the results of a future request for proposals and consultant selection. Big Move #9 is key implementation item within the Plan.
Category:
Location:
Strategic Plan:
Priorities:
Department:
Fund Number:
Project Manager:
Priority Rating:
East Side Innovation District
Implementation
Duration
Status
Programmed Funding
TBD
Staff recommends this project commence as soon as the funds are appropriated.
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible.
8.c.3
Packet Pg. 151
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) General Fund Capital Project - 0025 Northeast Area
Community Development No
Lisa Porras
Community Enhancement 1
Appropriations
Total Approved
Budget Total Spent
Adopted
2021‐22
Proposed
Update
2022‐23
Requested
2023‐24
Requested
2024‐25
Requested
2025‐26
Total Project
Funding
Expenses ‐ $ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ New request ‐ ‐ ‐ 1,500,000 ‐ ‐ ‐ 1,500,000 Total ‐$ ‐$ ‐$ 1,500,000$ ‐$ ‐$ ‐$ 1,500,000$ Fund Financing Sources
‐ $ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Total ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Total Capital Project
‐$ ‐$ ‐$ 1,500,000$ ‐$ ‐$ ‐$ 1,500,000$ Downtown
Eastside Planning Initiative Insert photo here
Housing
Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Climate Change
Fund Number:
Project Manager:
Priority Rating:
C22XX: Northeast Area Specific Plan - NEW
Description
Category:
Location:
Strategic Plan
Strategic Plan:
Priorities:
Department:
As part of the 2022 Strategic Plan, Council directed staff to prepare a specific plan for the Northeast Area in anticipation of new development proposals. In addition to extensive community outreach, this work would require hiring professional consultants to assist staff. Considerations include land use, urban design, infrastructure (sewer, water, etc.), street functions/operations, building design and massing, pubic realm, and traffic/circulation including multiple modalities for travel, walkability, housing, and districtwide maintenance.
Duration
Status
Programmed Funding
It is expected that this project will take 24 months to complete.
Following consultant selection, project kickoff would commence during the first quarter of 2023 (Jan - March 2023), and be completed in March 2025.
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible.
Justification
Based on a understanding of the project components outlined above, staff is estimating that this project would require at least $1,500,000 in consulting costs to develop. The actual costs could go up or down, depending upon the results of a future request for proposals and consultant selection. Staff is requesting appropriation of funds at this time, as the project is expected to commence in the first part of 2023. Any unused funds would go back to the General Capital Fund 25.
8.c.3
Packet Pg. 152
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) General Find Capital Project - 0025 Industrial Road, Taylor to Holly Public Works Climate Change
Grace Le
Streetscape 3
Appropriations
Total Approved
Budget Total Spent
Adopted
2021-22
Proposed
Update
2022-23
Requested
2023-24
Requested
2024-25
Requested
2025-26
Total Project
Funding
Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - - 400,000 - - - 400,000 Total -$ - $ - $ 400,000$ - $ - $ - $ 400,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ - $ 400,000$ - $ - $ - $ 400,000$ Downtown
Eastside Planning Initiative Insert photo here
Housing
Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
X Climate Change
Current Strategic Plan Objective
Future Impact on Operating Budget
The operating cost increase will be minimal, estimated to be less than $500/month.
C22XX: Tree Well Replacement on Industrial Road - NEW
Description
Expand 17 tree wells along Industrial Road from Taylor Way to Holly Street to accommodate new trees. The City will also construct a new irrigation system for the trees. $300,000 is for the modification of the tree wells and planting trees along Industrial Road, and $100,000 is for installation of the new irrigation system.
Justification
Of the 17 trees planted in 2013, only two survived. Constricted tree wells, poor soil, and lack of a stable water source are likely causes. This project will beautify the corridor with newly planted trees in suitable tree wells as well as contribute to cleaner air.
Category:
Location:
Strategic Plan:
Priorities:
Department:
Fund Number:
Project Manager:
Priority Rating:
Clean Air, Beautification
Duration
Status
Programmed Funding
July 2022 to July 2023
New Project
8.c.3
Packet Pg. 153
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) General Fund Capital Project - 0025
Public Works yes
Grace Le
Traffic Transportation 1
Appropriations
Total Approved
Budget Total Spent
Adopted
2021-22
Proposed
Update
2022-23
Requested
2023-24
Requested
2024-25
Requested
2025-26
Total Project
Funding
Expenses -$ - $ - $ - $ - $ - $ - $ - $
New request - - - 500,000 500,000 500,000 1,500,000 Total -$ - $ - $ - $ 500,000 $ 500,000 $ 500,000 $ 1,500,000 $ Fund Financing Sources
-$ - $ - $ - $ - $ - $ - $ - $
Total -$ - $ - $ - $ - $ - $ - $ - $
Total Capital Project
-$ - $ - $ - $ 500,000 $ 500,000 $ 500,000 $ 1,500,000 $ Downtown
Eastside Planning Initiative Insert photo here
Housing
X Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Climate Change
Current Strategic Plan Objective
Future Impact on Operating Budget
Future Impact on the Operating Budget is negligible.
Duration
Status
Programmed Funding
July 2023 to July 2026
New Project
CXX: Intersection Pedestrian Improvements - NEW
Description
Construct pedestrian improvements such as curb extensions, high visibility crosswalk markings, and curb ramps to high priority intersections list ed in the Bicycle Pedestrian Master Plan. Upcoming improvements will be at the intersections of Alameda De Las Pulgas and Howard Avenue, Olive Avenue and Elm Street, and Arroyo Avenue and Woodland Avenue. The budget requests includes costs for design and construction.
Justification
The Bicycle and Pedestrian Plan listed priority intersections for pedest rian improvements. These priority improvements align with the City Council's strategic goal to provide efficient, safe, and effective movement throughout the city.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Alameda/Howard, Olive/Elm,
Arroyo/Woodland
Pedestrian safety, increased mobility
8.c.3
Packet Pg. 154
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) General Fund Capital Project - 0025 Citywide
Public Works yes
Grace Le
Traffic Transportation 1
Appropriations
Total Approved
Budget Total Spent
Adopted
2021-22
Proposed
Update
2022-23
Requested
2023-24
Requested
2024-25
Requested
2025-26
Total Project
Funding
Expenses -$ - $ - $ - $ - $ - $ - $ - $
New request - - - 500,000 500,000 500,000 1,500,000 Total -$ - $ - $ - $ 500,000 $ 500,000 $ 500,000 $ 1,500,000 $ Fund Financing Sources
-$ - $ - $ - $ - $ - $ - $ - $
Total -$ - $ - $ - $ - $ - $ - $ - $
Total Capital Project
-$ - $ - $ - $ 500,000 $ 500,000 $ 500,000 $ 1,500,000 $ Downtown
Eastside Planning Initiative Insert photo here
Housing
X Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Climate Change
Pedestrian safety, increased mobility
Duration
Status
Programmed Funding
July 2023 to July 2026
New Project
Current Strategic Plan Objective
Future Impact on Operating Budget
Future Impact on the Operating Budget is negligible.
CXX: Safe Routes to School Improvements - NEW
Description
Construct improvements to primary routes to schools to improve pedestri an safety and promote alternative modes of transportation according to recommendations from the school walk audits. The budget requests includes costs for design and construction.
Justification
Walk audits were conducted at six school sites, including Arundel, Heather, White Oaks, Arroyo/Central, Brittan Acres, and Tierra Linda/Mariposa/Charter. Recommended improvements and safe-routes-t o-school maps were created from walk audit inputs and observations.
These priority improvements align with City Council's strategic goal to im prove mobility, traffic, parking, transportation infrastructure, and s treet maintenance while encouraging alternative modes of transportation to provide efficient, safe, and effective movement throughout the city.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
8.c.3
Packet Pg. 155
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) General Fund Capital Project - 0025 Laurel Street and San Carlos Avenue Public Works Downtown
Vatsal Patel Beautification
Streetscape 3
Appropriations
Total Approved
Budget Total Spent
Adopted
2021-22
Proposed
Update
2022-23
Requested
2023-24
Requested
2024-25
Requested
2025-26
Total Project
Funding
Expenses -$ - $ - $ - $ - $ - $ - $ - $
New request - - - - - - - -
Total -$ - $ - $ - $ - $ - $ - $ - $
Fund Financing Sources
-$ - $ - $ - $ - $ - $ - $ - $
Total -$ - $ - $ - $ - $ - $ - $ - $
Total Capital Project
-$ - $ - $ - $ - $ - $ - $ - $
X Downtown
Eastside Planning Initiative Insert photo here
Housing
Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Climate Change
Current Strategic Plan Objective
Future Impact on Operating Budget
Future Impact on Operating Budget is to be determined once the improvements are authorized by Council.
CXX: Downtown Renovation Plan Implementation - NEW
Description
This goal of this project is to conduct the conceptual planning, design, and co nstruction of various improvements downtown. Improvements may include decorative street and sidewalk improv ements, street and pedestrian scale lighting, upgrade and installation of street landscaping, art features, dedicated parking for ride share and food delivery service, bike share and movable hydraulic street bollard installations.
Justification
This project aligns with City Council's strategic goal Downtown to ensur e that the improvements meet the needs of the community and businesses now and into the future.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Duration
Status
Programmed Funding
On-going
New Project
8.c.3
Packet Pg. 156
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments)
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Strategic Plan Objective Type
Total Project
Spent as of
1/31/2022
FY21-22
Revised
Fund/
Project Project Name
Total Project
Funding
FY 24-25
Requested
FY 23-24
Requested
FY 25-26
Requested
Total Approved
Budget as of
6/30/2021
FY 22-23
Proposed
Update
Park in Lieu Fund
Completed Projects
C1905
Mission / Vision / Core
Values Total Capital 500,000 477,408 - - - - - 500,000 C1905
Total Outside
Funding Prop 68 Per Capita Funds (178,000) - - - - - - (178,000) Previously Approved/Ongoing Projects
C1732 Infrastructure/Public Safety Total Capital 600,000 - - - - - - 600,000 C1732
Total Outside
Funding Park in Lieu Transit Village Project (600,000) (600,000) - - - - - (600,000) C2113 Infrastructure Total Capital - - 40,000 - - - - 40,000 Total Outside Funding (778,000) (600,000) - - - - - (778,000) Total Capital 1,100,000 477,408 40,000 - - - - 1,140,000 Total Transfers (Inter-project) - - - - - - - - Total Park in Lieu Fund 0027 322,000 (122,592) 40,000 - - - - 362,000 Ending Fund Balance Park in Lieu Fund 0027 1,713,819 611,619 1,503,319 1,819,219 2,144,619 0027
Laureola Park Improvements
Highlands Park Tennis Court Resurfacing
Chilton Park Improvements
8.c.3
Packet Pg. 157
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments)
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Strategic Plan Objective Type
Total Project
Spent as of
1/31/2022
FY21-22
Revised
Fund/
Project Project Name
Total Project
Funding
FY 24-25
Requested
FY 23-24
Requested
FY 25-26
Requested
Total Approved
Budget as of
6/30/2021
FY 22-23
Proposed
Update
Parking in Lieu Fund
Previously Approved/Ongoing Projects
C1750
Mobility, Traffic and
Transportation Infrastructure Total Capital Reconfiguration Public Parking Plazas 60,000 18,488 - - - - - 60,000 C1816
Mobility, Traffic and
Transportation Infrastructure Total Capital 10,000 - - 65,000 - - - 75,000 Total Outside Funding - - - - - - - - Total Capital 70,000 18,488 - 65,000 - - - 135,000 Total Transfers (Inter-project) - - - - - - - - Total Parking in Lieu Fund 0028 70,000 18,488 - 65,000 - - - 135,000 Ending Fund Balance Parking in Lieu Fund 0028 344,654 287,154 294,854 302,754 310,854 0028
Parking Occupancy Study
8.c.3
Packet Pg. 158
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments)
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Strategic Plan Objective Type
Total Project
Spent as of
1/31/2022
FY21-22
Revised
Fund/
Project Project Name
Total Project
Funding
FY 24-25
Requested
FY 23-24
Requested
FY 25-26
Requested
Total Approved
Budget as of
6/30/2021
FY 22-23
Proposed
Update
Housing In Lieu
Previously Approved/Ongoing Projects
C9754 Housin g Total Capital 3,875,000 3,263,840 3,000,000 (250,000) - - - 6,625,000 C1906 Housin g Total Capital 800,000 340,002 21,276 - - - - 821,276 C1906
Total Outside
Funding SB 2 Planning Grant (160,000) (160,000) - - - - - (160,000) C1906
Total Outside
Funding LEAP Grant ( 150,000) - - - - - - (150,000) C1906
Total Outside
Funding REAP Grant (39,441) (39,441)
Housing Total Capital 250,000 - - - 250,000 Total Outside Funding (310,000) (160,000) (39,441) - - - - (349,441) Total Capital 4,675,000 3,603,842 3,021,276 - - - - 7,696,276 Total Transfers (Inter-project) - - - - - - - - Total Housing in Lieu Fund 0029 4,365,000 3,443,842 2,981,835 - - - - 7,346,835 Low and Moderate Income Housing Fund
Previously Approved/Ongoing Projects
C1733 Housing Total Capital 7,300,000 4,126,824 - - - - - 7,300,000 Total Outside Funding - - - - - - - Total Capital 7,300,000 4,126,824 - - - - - 7,300,000 Total Transfers (Inter-project) - - - - - - - - Total LMI Housing Fund 0031 7,300,000 4,126,824 - - - - - 7,300,000 11,665,000 7,570,666 2,981,835 - - - - 14,646,835 Ending Fund Balance Housing Fund 11,616,179 16,069,979 15,610,379 25,277,079 24,789,779 0031
817 Walnut Street Redevelopment
Total Housing Fund 0029 & 0031
0029
Cherry Street Below Market Rate Housing
Study Land Use and Regulatory Options
New Requests
1232 Cherry Street Building Demolition
8.c.3
Packet Pg. 159
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) Housing-in-Lieu Fund - 0029 Cherry Street between Walnut and Laurel Community Development Yes
Adam Aronson
Housing 1
Appropriations
Total Approved
Budget Total Spent
Adopted
2021-22
Proposed
Requested
2022-23
Requested
2022-23
Requested
2023-24
Requested
2024-25
Total Project
Funding
Expenses 3,875,000$ 3,263,840 $ 3,000,000 $ - $ - $ - $ - $ 6,875,000$ New request - - - (250,000) - - - (250,000) Total 3,875,000$ 3,263,840 $ 3,000,000 $ (250,000) $ - $ - $ - $ 6,625,000$ Fund Financing Sources
-$ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
3,875,000$ 3,263,840 $ 3,000,000 $ (250,000) $ - $ - $ - $ 6,625,000$ Downtown
Eastside Planning Initiative
X Housing
Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Climate Change
Current Strategic Plan Objective
Future Impact on Operating Budget
The City intends to acquire real property to enter into a development agreement with a non-profit affordable housing developer to provide additional affordable housing units. The impact on the operating budget is unknown at this time.
Duration
Status
Programmed Funding
July 2011 to June 2024.
The City is in the process of acquiring the property at 1232 Cherry Street. The property adjacent to 1232 Cherry Street is owned by affordable housing developer HIP Housing. The City has entered into a partnership with HIP Housing to redevelop the site into a higher density project.
The project is in predevelopment stage, where the team is determining the optimal unit mix to be competitive for State tax credits. The project will likely require a financial contribution from the City to make redevelopment financially feasible. The developer is requesting $1 million in predevelopment funds and an estimated future request of about $3 million.
C9754: Cherry Street Below Market Rate Housing Acquisition - AMENDED Description
This project will fund the redevelopment of a site on Cherry Street to create a new affordable housing project. The project includes acquisition of the property at 1232 Cherry Street for assemblage with the adjacen t property to create a viable site that can be used for a new, higher- density project. Additionally, the project allocates a sum for financial contribution to the project.
Justification
This project will add severely needed affordable housing downtown, which is accessible to both transit and employment hubs. The redevelopment of this site would increase the number of affordable housing units by at least 25 units. $250,000 is proposed to be moved to the new 1232 Cherry Street building demolition project.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Housing, Previously Funded, Own Funding
Source
8.c.3
Packet Pg. 160
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) Housing In Lieu Fund - 0029 Cherry and Laurel Streets
Public Works
Vatsal Patel Housing
Housing 1
Appropriations
Total Approved
Budget Total Spent
Adopted
2021-22
Proposed
Update
2022-23
Requested
2023-24
Requested
2024-25
Requested
2025-26
Total Project
Funding
Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - - 250,000 - - - 250,000$ Total -$ - $ - $ 250,000$ - $ - $ - $ 250,000$ Fund Financing Sources
Revenue - $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ - $ 250,000$ - $ - $ - $ 250,000$ Downtown
Eastside Planning Initiative Insert photo here
X Housing
Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
Wildfire, Public Safety and Emergency Planning
Climate Change
Current Strategic Plan Objective
Future Impact on Operating Budget
Neglible Impact.
C22XX: 1232 Cherry Street Building Demolition - NEW
Description
This project will demolish the existing City-owned building located at 1232 Cherry Street and relocate underground utilities to make room for a new affordable housing project. The projec t is adjacent to the Wheeler Plaza Condominiums and will be close to transit and employment hubs downtown.
Justification
The building will be demolished to make room for a high density housing project. With the building r emoved, the underground infrastructure and utilities can then be relocated and site work can commence.
Category:
Location:
Strategic Plan:
Priorities:
Department:
Fund Number:
Project Manager:
Yes
Priority Rating:
Duration
Status
Programmed Funding
July 2022 through June 2023.
On-site remediations plans are underway. Building demolition to be determined.
8.c.3
Packet Pg. 161
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments)
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Strategic Plan Objective Type
Total Project
Spent as of
1/31/2022
FY21-22
Revised
Fund/
Project Project Name
Total Project
Funding
FY 24-25
Requested
FY 23-24
Requested
FY 25-26
Requested
Total Approved
Budget as of
6/30/2021
FY 22-23
Proposed
Update
Library Improvements Fund
Previously Approved/Ongoing Projects
C1734 Infrastructure Total Capital 458,568 356,083 - - - - - 458,568 C2008
Mission/ Vision/ Wildfire,
Public Safety & Emergency
Planning Total Capital - - 1,000,000 - - - - 1,000,000 C2114
Wildfire, Public Safety &
Emergency Planning Total Capital City Library Foundation Study and Stair Repair - - 100,000 150,000 - - - 250,000 Total Outside Funding - - - - - - - - Total Capital 458,568 356,083 1,100,000 150,000 - - - 1,708,568 Total Transfers (Inter-project) - - - - - - - - Total Library Improvements Fund 0095 458,568 356,083 1,100,000 150,000 - - - 1,708,568 Ending Fund Balance Library Improvements Fund 0095 1,558,746 1,387,646 1,365,946 1,343,746 1,321,146 * Total Approved Budget amounts include previously approved budget and unspent budget amounts 0095
Library Building Emergency Backup Power
Library Maintenance and Repairs
8.c.3
Packet Pg. 162
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments) Library Improvement Fund - 0095
Public Works/Facilities Yes
Vatsal Patel/Lou Duran Infrastructure
Facilities & Technology
3 Appropriations
Total Approved
Budget Total Spent
Adopted
2021-22
Proposed
Update
2022-23
Requested
2023-24
Requested
2024-25
Requested
2025-26
Total Project
Funding
Expenses -$ -$ 100,000$ -$ -$ -$ -$ 100,000$ New request - - - 150,000 - - - 150,000 Total -$ -$ 100,000$ 150,000$ -$ -$ -$ 250,000$ Fund Financing Sources
-$ -$ -$ -$ -$ -$ -$ -$ Total -$ -$ -$ -$ -$ -$ -$ -$ Total Capital Project
-$ -$ 100,000$ 150,000$ -$ -$ -$ 250,000$ Downtown
Eastside Planning Initiative Insert photo here
Housing
Mobility, Traffic and Transportation Infrastructure
Child Care and Youth Programming
X Wildfire, Public Safety and Emergency Planning
Climate Change
Duration
Status
Programmed Funding
April 2022 - July 2023
New project.
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligble impact.
C2114: City Library Foundation Study and Stair Repair - AMENDED Description
The goal of this project is to inspect and evaluate the existing foundation surrounding the library and determine whether any repairs or upgrades are needed. The scope of this project would also include an evaluation of the stairs leading from Cherry Street to the main entrance to the library.
This project was approved on 8/23/21 via Resolution #2021-077.Justification Over time, staff has noticed cracking along the exterior walls of the library, as well as separation between the exterior walls and the foundation throughout the perimeter of the library. These areas need further investigation and evaluation to determine the cause and identify potential repairs to prevent strucutral issues or immediate failures. Cracking and separation has also been noted around the stairs leading from Cherry Street to the main entrance, which has been determined to be caused by the lack of additional structural support and connection to the building foundation that needs to be addresssed for a continued safe path of travel.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
City Library
8.c.3
Packet Pg. 163
Attachment: FY22-23 CIP Budget Detail (FY22-23 Mid-Cycle Capital Budget Adjustments)
CITY OF SAN CARLOS
FISCAL YEAR 2021-23 CAPITAL IMPROVEMENT PROGRAM
UNFUNDED PROJECT LIST
Fund /
Project Category Project Description
Est. Project
Total
Wastewater Fund 006
Ongoing Improve Infrastructure Annual Sewer System Rehabilitation Program 33,000,000 Total Unfunded Wastewater Fund 33,000,000
Gas Tax Fund 0016
C9416 Maintenance Annual Street Resurfacing 53,000,000
C9417 Mandated Annual Traffic Markings & Striping 1,000,000 C9465 Mandated Annual Sidewalk Repair/Reconstruction III 18,000,000 Total Unfunded Gas Tax Fund 72,000,000
General Fund Capital Projects Fund 0025
New Enhance Public Safety ADA Facilities 2,500,000
New Enhance Public Safety ADA Right of Way Improvements (Intersections) 3,000,000 New Enhance Public Safety ADA Right of Way Improvements (Pedestrian Signals) 600,000 New Community Enhancement Alameda De Las Pulgas/Howard Ave improvements 35,000 New Community Enhancement Alameda De Las Pulgas/San Carlos Ave improvements 700,000 New Community Enhancement Alameda De Las Pulgas/San Carlos Ave to Edgewood Road 163,000 C9327 Maintenance Arguello Park Plan Improvement Phase 2 3,875,000 C9806 Infrastructure/Public Safety Belmont Creek Watershed Improvement 198,000 C9807 Community Enhancement Big Canyon Park Trail Enhancements 500,000 New Community Enhancement Brittan Ave & Laurel St Improvements 350,000 C9461 Infrastructure/Public Safety Brittan Ave Widening at Industrial Road 4,500,000 New Infrastructure Burton Park Improvements 400,000
C9335 Maintenance Cedar Park Renovations 3,000,000
New Maintenance City Hall - Remove & Replace 2nd Floor Roll Up Windows 126,000 New Improve Infrastructure City Hall - Repair Window Frames on 1st & 2nd Floor 175,000 New Infrastructure/Public Safety City Hall Emergency Operations Center Structural Upgrade Improvements 900,000 New Infrastructure/Public Safety City Hall Emergency Operations Center Structural Upgrade Study 200,000 New Infrastructure City Hall Public Art 60,000
C9309 Community Enhancement Citywide Drainage Improvements 35,000,000 New Public Safety Civic Center Cameras 100,000
C9834 Community Enhancement Community Garden 75,000
New Community Enhancement Cordilleras Ave.: San Carlos Ave. to Brittan Improvements 1,000,000 New Infrastructure Door Access Control System 150,000
C1901 Community Enhancement Downtown Plan 800,000
C9341 Community Enhancement Eaton Park Trail Construction - Phase 2 and 3 150,000 C9819 Community Enhancement Eaton Park-Expand Trails Phase I 75,000 New Public Safety Emergency Notification Alarm System 40,000 New Improve Infrastructure Enterprise Resource Planning (ERP) Replacement 250,000 C9782 Community Enhancement Façade Improvement Program 400,000 New Downtown Festoon Lights for South of Laurel & Industrial Arts Conceptual Plan 100,000 New Public Safety Graffiti Coating 40,000
New Community Enhancement Heather Dog Exercise Area-ADA Ramp 45,000 New Community Enhancement Heather Dog Exercise Area-Stairway Replacement 35,000 New Community Enhancement Highlands Park-Picnic Area Enhancements 50,000 New Community Enhancement Highlands Park-Tennis Court Resurfacing 220,000 C9459 Community Enhancement Holly St/US 101 Interchange Modification 26,318,237 New Infrastructure Information Technology Master Plan 100,000 C1713 Infrastructure Install Stream and Rain Gauges 40,000 C9318 Maintenance Kiwanis Bldg. Improvements 650,000
New Maintenance Kiwanis Bldg.-HVAC 120,000
New Maintenance Kiwanis Bldg.-Interior Lighting - Demolish Multi- Contact Rotary Switch and Install Lighting Switches 80,000 New Infrastructure/Public Safety Major Intersections Assessment 200,000 New Community Enhancement Museum of San Carlos History ADA Compliance Project 250,000 New Infrastructure Parks Master Plan Consultant 200,000 C9803 Improve Infrastructure Police Gym Expansion Phase II 80,000 C9314 Maintenance Reconstruct Laureola Park Bldg. 4,000,000 New Improve Infrastructure Replace Roof at Corp Yard 175,000 New Traffic & Transit San Carlos Ave & Laurel St Construction of Pedestrian Scrambled Phase 100,000 C9315 Community Enhancement San Carlos Ave Park Renovation 2,000,000 New Community Enhancement Shared Micromobility Policy 100,000 C9827 Community Enhancement Skate Park 625,000
C9302 Reduction in Operation costs Solar Electric Panels of City Facilities 900,000 New Infrastructure Maintenance at Burton and Harrington Parks 350,000 New Community Enhancement Trails Plan Implementation 200,000 New
Mobility, Traffic and
Transportation Infrastructure Cedar-Brittan Intersection Improvements 1,250,000 C2107
Mobility, Traffic and
Transportation Infrastructure San Carlos Quick-Build Pilot Program 274,000 Total Unfunded General Fund Capital Projects 97,824,237 Total Unfunded list 202,824,237
8.c.4
Packet Pg. 164
Attachment: FY22-23 CIP Unfunded Project List (FY22-23 Mid-Cycle Capital Budget Adjustments)