Agenda packet — San Carlos City Council, May 5, 2023

CITY OF SAN CARLOS
City Council/Successor Agency to the
Redevelopment Agency/Housing Authority
Special Meeting
May 05, 2023 1:00 PM
Council Chambers, City Hall
600 Elm Street, San Carlos, CA 94070
www.cityofsancarlos.org
AGENDA
This meeting will be conducted both inperson at City Hall and virtually via Zoom. Members of the public will have the option to observe the meeting and address the City Council as outlined below.

InPerson Participation:

Location. City Hall – 600 Elm Street, Council Chambers.

Masks are no longer required, but are still recommended by the California Department of Health. To maintain public health and safety, please do not attend in person if you are experiencing respiratory symptoms (e.g. cough, runny nose, and/or sore throat).

Provide Public Comment. To address the City Council on any item on the posted agenda, fill out a Request to Speak Form located in the back of the Council Chambers and submit it to the City Clerk; or, you may raise your hand when the Mayor calls for public comments.

Remote Participation :

Observe via:
Zoom. https://us02web.zoom.us/j/88256140939; or call 16699009128 and enter the Meeting ID #: 882 5614 0939
Meeting Webportal . www.cityofsancarlos.org/agenda Local TV. Comcast Channel 27 and AT&T Uverse Channel 99 Provide Public Comment. If you plan to make a public comment on any item on the posted agenda, 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 Zoom by phone, press *9 to “raise hand”.

Councilmembers may participate in this meeting remotely pursuant to Assembly Bill 2449.

MAYOR: Adam Rak
COUNCIL: Ronald Collins, John Dugan, Sara McDowell, Pranita Venkatesh

1. CALL TO ORDER

2. ASSEMBLY BILL 2449 TELECONFERENCE REQUESTS

3. PLEDGE OF ALLEGIANCE

4. 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 wishing 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.

5. STUDY SESSION
a. Discuss the Budget Process and General Overview.
b. Discussion of Recommended TwoYear Operating Budget for the Fiscal Years 202325.
c. Discussion of Recommended Capital Improvement Program for the Fiscal Years 202328.

6. 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, and as outlined in the City’s Reasonable Accommodations Policy, if you need special assistance or translation services to participate in this meeting, please contact the City Clerk’s Office at (650) 8024222 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.

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InPerson Participation:

Location. City Hall – 600 Elm Street, Council Chambers.

Remote Participation :

Councilmembers may participate in this meeting remotely pursuant to Assembly Bill 2449.

MAYOR: Adam Rak
COUNCIL: Ronald Collins, John Dugan, Sara McDowell, Pranita Venkatesh

1. CALL TO ORDER

2. ASSEMBLY BILL 2449 TELECONFERENCE REQUESTS

3. PLEDGE OF ALLEGIANCE

4. PUBLIC COMMENT
Persons wishing to address the City Council on matters NOT on the posted agenda may do so.

6. 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.

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InPerson Participation:

Location. City Hall – 600 Elm Street, Council Chambers.

Remote Participation :

Councilmembers may participate in this meeting remotely pursuant to Assembly Bill 2449.

MAYOR: Adam Rak
COUNCIL: Ronald Collins, John Dugan, Sara McDowell, Pranita Venkatesh

1. CALL TO ORDER

2. ASSEMBLY BILL 2449 TELECONFERENCE REQUESTS

3. PLEDGE OF ALLEGIANCE

4. PUBLIC COMMENT
Persons wishing to address the City Council on matters NOT on the posted agenda may do so.

6. 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.

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CITY COUNCIL

STAFF REPORT
MEETING DATE: May 5, 2023
ITEM TITLE: Discuss the Budget Process and General Overview.

RECOMMENDATION:

Staff recommends that the City Council receive a general overview of the budget process and department presentations.

FISCAL IMPLICATIONS:

There are no fiscal implications associated with receiving this report. Recommendations and funding requests will be made later in the Budget Study Session.

BACKGROUND:

For several years, the City has adopted two-year budgets, most recently the Fiscal Year (“FY”) 2021-23 Biennial Budget.

The purpose of the budget process is to identify the fiscally sustainable services that the City may reasonably expect to provide within the context of the City’s available financial resources. San Carlos has never been a “tax rich” city, in that only about 10% of property taxes paid by its residents goes toward funding the City. In fact, 100% of the property tax revenue the City receives only pays for about 80% of the cost to provide police and fire/emergency medical services. San Carlos also doesn’t have any special revenue taxes, such as a local ¼ or ½ cent sales tax or a utility user tax. This can present many challenges to providing high quality services and improving infrastructure and facilities.

ANALYSIS:

The City of San Carlos budget document contains revenues, appropriations, and other financial information pertaining to all City operating and capital budgets, including the five-year Capital Improvement Program. The budgets are accounted for using the modified accrual basis of accounting for governmental funds and accrual basis of accounting for proprietary funds. The City’s budget goal is to achieve a balanced budget with revenues, including reimbursements or transfers from other funds for services provided, equal to or greater than expenditures.

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CITY OF SAN CARLOS FUND STRUCTURE
The City’s Budget consists of 19 different funds, which can be grouped into six different categories:

General Fund. The General Fund (Fund 0001) is the primary operating fund of the City and is used to account for most day-to-day activities. Revenue sources include, but are not limited to, property tax, sales tax, transient occupancy tax, current fees for services, and business registration.

Enterprise Fund. The Wastewater, or Sewer Fund (Fund 0006), is used to account for sewage treatment, transmission, major replacements, and improvements to the City’s sewer system. Revenues received can only be used to fund sewer-related projects.

Other Revenue Funds. The Other Revenue Funds are used to account for revenue sources for which expenditures are restricted by law or administrative action to specific purposes. The Other Revenue Funds include: National Pollutant Discharge Elimination System (NPDES Fund 0015); Police Grants (Fund 0017); and, Library Tenant (Fund 0095).

Capital Funds. The Capital Project Funds include: Equipment Replacement (Fund 0010); Measure A (Fund 0014); Gas Tax (Fund 0016); Measure W (Fund 0018); General Capital Projects (Fund 0025); Child Card Fund (Fund 0026); Park In-Lieu (Fund 0027); Parking In-Lieu (Fund 0028); Housing In-Lieu (Fund 0029); and, Low and Moderate Income Housing Fund (Fund 0031). These funds are used to account for the expenditures related to the City’s capital infrastructure.

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City Debt Service. The Debt Service Fund is used to account for the accumulation of annual tax levies earmarked for payment of principal and interest on the 2015 General Obligation Bonds that were used to finance the construction of the San Carlos Library.

Internal Service Funds. The Internal Service Funds are used to account for special activities and services performed by a designated department for other departments on a cost reimbursement basis. The Internal Service Funds include: Workers Compensation (Fund 0032); General Liability (Fund 0033); and, Post-Employment Benefits (Fund 0035).

ESTABLISHING BUDGETS AND BUDGET CONTROL
In June 2008, the City Council took action and approved financial policies formalizing long- standing practices that have been used in the past to prepare the budget. The policies were established to ensure that the City’s finances are managed in a manner that will:
1) Continue to provide for the delivery of quality services; 2) Maintain and enhance service delivery as the community grows in accordance with the General Plan;
3) Guarantee a balanced budget assuring that the City is always living within its means; and 4) Establish reserves necessary to meet known and unknown future obligations.

The City Council reviews and approves these policies as part of the biennial budget process. Staff is not recommending any changes at this time. A copy of the financial policies can be found in Attachment 1.

On January 27, 2023, the City Council and Executive Management staff continued the annual Strategic Planning process begun in FY 2005-06. As part of this process, the City retained two facilitators to lead us through the City’s strategic planning process. The process resulted in the review of the City’s mission statement, vision statement, core values, and the establishment of goals and objectives. Many objectives from this strategic planning process have been proposed to be funded in the FY 2023-25 budget. The City Council appropriates the funds necessary to meet operating and capital activities and the adopted strategic goals and objectives. Budgetary adjustments are only considered within the framework of the adopted budget and the City Council’s directions, goals, and policies.

Budgetary control is maintained at the department/program level. The City Manager may approve transfers of appropriations from one program, activity, or line item within or across departments.

However, total appropriations within a fund may only be increased with Council approval.

Departments monitor and control budgets using the City’s financial system, through reports of revenue and expenditure accounts. The financial system monitors expenditures at the line-item budget level, immediately notifying the requestor of available funding levels. The Council is also provided with a quarterly financial status report that reflects year-to-date expenditures and revenues compared to budget.

PROGRAM AND PERFORMANCE BUDGETS
Several years ago, we began the process to transition from annual departmental budgeting to a full program and performance-based biennial budget. Program and performance-based budgeting: focuses decisions around results and services versus organizational units; emphasizes performance over line items; shows the cost (budget) of services and the level of service available for the cost; provides a structure to consider programs as they contribute to City

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goals and outcomes; and serves as an investment perspective with dialog about the right service for the right price.

The City uses several different tools to accumulate performance data, including employee surveys, resident satisfaction surveys, and internal performance measurement activities.

Attached to this report is a copy of each department’s work program and performance measures that will be included in the final budget book. Each department will review the major program services, achievements, and goals for the coming year as part of the first Study Session.

FISCAL YEAR 2022-23 FINANCIAL PERFORMANCE
Before we discuss the recommendations for FY 2023-25 budget, it is helpful to review the projections for the current year. The City’s financial performance in FY 2022-23 is projected to be better than budgeted. The table below compares the Revised Budget and Projected Revenues and Expenditures for the General Fund – the City’s primary operating fund.

FY 2023
REVISED*
FY 2023
PROJECTED Variance Variance %
Operating Revenue
Business Registration 1.06$ 1.22$ 0.16$ 14.5% Charges for Current Services 4.82 7.82 3.00 62.3%
Fines & Forfeitures 0.31 0.31 - 0.0%
From Other Agencies 0.04 0.17 0.11 306.1%
Licenses & Permits 2.49 2.56 0.07 2.7%
Other Revenues 0.91 0.95 0.05 4.8%
Other Tax (Franchise Taxes) 1.95 2.04 0.09 4.4%
Property Tax 16.52 17.05 0.53 3.2%
Sales Tax 12.04 12.56 0.53 4.3%
Transient Occupancy Tax 3.80 3.40 (0.40) -10.5%
Other Uses of Money & Property 3.26 3.48 0.22 6.7%
PAMF Target Revenue 0.85 0.85 - 0.0%
Vehicle in Lieu 3.56 5.75 2.19 61.4%
Total Revenues 51.61$ 58.13$ 6.52$ 12.6% General Fund Expenses:

Salaries and Benefits 22.42 20.60 (1.81) -8.1%
Operating Expense 32.61 33.57 0.96 2.9%
Capital Outlay 0.18 0.18 - 0.0%
Total Operating Expenses 55.20$ 54.35$ (0.86)$ -1.6% Net Allocations and Transfers In 4.27 4.27
Net Allocations and Transfers Out (0.83) (0.83)
Net Change in Operating Funds (0.15) 7.23
GENERAL FUND (In Millions)
*Revised Budget includes adjustments to revenues and appropriations made by the City Council during the fiscal year.

FY 2022-23 revenues are projected to be higher by approximately $6.52 million. Most of this variance is related to one-time revenues and reimbursements. Below are some of the larger variance explanations:

Business Registration. The revenue projected of $1.22 million, or $0.16 million over budget, can be attributed to the outsourcing of the business registration function to a third party. Business registration revenues are recorded as cash collected and the third party has more resources to ensure compliance and therefore has collected more than was previously expected.

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Charges for Services. The revenue projected of $7.82 million is $3.00 million over budget. This is a direct result of the receipt of plan check fees from larger developments:
642 Quarry Road, 1021 Howard Avenue, 405 Industrial Road, 888 Bransten Road, and 987 Commercial Street. These large plan check fees are not budgeted as the timing of receipt of the funds can vary depending on the timing of the projects. It is highly unusual to receive this many large development fees in one fiscal year.

From Other Agencies. The revenue projected of $0.17 million, or $0.11 million over budget, includes one-time funding received from the Federal Emergency Management Agency (“FEMA”) grant to recover COVID losses for the period prior to March 2021 in the amount of $124,913. In June 2020, the City of San Carlos started the application process for eligible expenses such as labor, equipment, materials, and/or contract work that was related to the response of the disaster. After working with FEMA for more than two years, FEMA approved the City’s grant application.

Property Tax. The projected revenue of $17.05 million, represents an increase of $0.53 million over budget. This revenue is estimated based on information from the County and our third-party consultants. The primary reason for this increase is increases in the property tax assessment rolls to account for changes in property ownership and tenant improvements. The assessment rolls increased $1.74 billion or 13% over the prior fiscal year.

Sales Tax. The revenue projected of $12.56 million represents an increase of $0.53 million over budget. This revenue is based on information from our third-party consultants.

Growth has continued mostly in the categories of business and industry, fuel and service stations, general consumer goods, and restaurants and hotels. Restaurants have experienced a strong uptick with increased prices and a continued desire to dine out.

Transient Occupancy Tax. The revenue projected of $3.4 million represents a decrease of $0.40 million from budget. Although the hotel industry began to rally in FY 2021-22 following the COVID-19 pandemic, the industry has not yet returned to historical occupancy as business travel has not yet fully returned to pre-pandemic rates.

Other Uses of Money and Property. This includes rentals and investment income. The revenue projected of $3.48 million represents an increase of $0.22 million over budget.

Although interest rates have been trending less than 3%, the increase is generated from higher investment balances due to the timing of the payment of expenditures. The General Fund investment balance as of December 31, 2022 was $16.3 million as compared to $1.7 million from the year before.

Vehicle In-Lieu. The revenue projected of $5.75 million represents an increase of $2.19 million from the revised budget. This estimate is based on the information from the County Controller’s Office. The revenue received in this fiscal year includes a one-time payment of $2.2 million repayment of the countywide shortfall from two years ago (FY 2020-21) and the increase in assessed property values. In FY 2004-05, Senate Bill 1096 was enacted, which redirected Motor Vehicle License Fees (“VLF”) collected by the Department of Motor Vehicles from the cities and counties to the State. To make the cities and counties whole, the legislation specified cities would be “backfilled” this revenue by the County as a “property tax in-lieu” payment rather than paid directly by the state. If the “backfilled” amount exceeds a certain limit, there will not be enough money to fully cover the amount owed. In April 2021, San Mateo County notified the City that it was experiencing a

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countywide shortfall in FY 2020-21 in the amount of $96 million due to a reduction in the number of non-basic aid school districts in the County, which in turn resulted in less available property tax revenues to fund the FY 2020-21 VLF. The County worked with the State on recovery and it was paid in this fiscal year, FY 2022-23.

Expenditures are projected to be $0.86 million less than the revised budget primarily due to salary savings from vacant positions during the year. The FY 2022-23 budget added 14 new positions and recruitment for each takes 3-6 months to fill. In addition, 9 of those recruitments failed the first time, and even multiple times, so positions were held open much longer than anticipated.

Those salary savings were offset by approximately $1 million in unanticipated expenses related to the significant storms and flooding events in December 2022 and January 2023.

BUDGET THREATS
Although the City has been able to successfully navigate the ups and downs of the economy and the pandemic closures, many significant internal and external threats to the City’s long term fiscal sustainability still exist.

These threats include:
•Climate change is expected to have continuing effects on the City’s resources in the form of higher water utility rates, continued water conservation efforts, wildfire threat, PG&E power shut off events, flooding, sea level rise, and the need for extensive community support;
•Significant increases in street resurfacing needs and our ability to keep up with street repairs;
•Rising public safety costs;
•Uncertainties with the CalPERS retirement investment assumptions and changes to the CalPERS amortization and smoothing policies, which will drive our CalPERS rates higher each year;
•Healthcare costs continue to grow at super-inflationary rates; •Increased costs related to stormwater; and
•As noted above, uncertainties with Vehicle In-Lieu funding from the County of San Mateo.

Financial sustainability remains a high priority for San Carlos. To that end, City staff will continue to seek ways to be as efficient as possible in providing services to the public. The City will continue to consider appropriate economic development and tax revenue generation projects that are viable for San Carlos.

Staff looks forward to working with the City Council and the community to address the financial challenges that lay ahead. We will continue to identify operational efficiencies, assess appropriate fee structures, pursue acceptable economic development opportunities, and advise on alternative revenue options available to the community to ensure that San Carlos remains “the City of Good Living.”
ALTERNATIVES:

The alternatives available to the City Council include:

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1. Receive a general overview of the budget and department presentations in preparation for the Study Session on budget recommendations to be held on May 5, 2023; or

2. Do not receive the report; 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. Financial Polices

2. City Council Organization Chart and Performance Measures

3. City Attorney Organization Chart and Performance Measures

4. City Manager Organization Chart and Performance Measures

5. City Clerk Organization Chart and Performance Measures

6. Administrative Services Organization Chart and Performance Measures

7. Community Development Organization Chart and Performance Measures

8. Parks and Recreation Organization Chart and Performance Measures

9. Public Works Organization Chart and Performance Measures

10. Police Services Performance Measures

11. Fire and Emergency Services Performance Measures

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CITY OF SAN CARLOS

FINANCIAL POLICIES

The following Financial Policies have been established to ensure that the City’s finances are managed in a manner that will:

• Continue to provide for the delivery of quality services; • Maintain and enhance service delivery as the community grows in accordance with the General Plan;
• Guarantee a balanced budget assuring that the City is always living within its means; and • Establish reserves necessary to meet known and unknown future obligations.

To achieve these goals, the following Financial Policies are presented that include General Policies; Revenue Policies; Cost of Service Policies; Reserves and Fund Balance Policies; Expenditure and Budget Policies; Capital Improvement Policies; Fixed Assets and Infrastructure Asset Policies; Investment Policy and Debt Management Policy.

A. GENERAL POLICIES

1) We will manage our financial assets in a sound and prudent manner. 2) We will maintain sound financial practices in accordance with State law. 3) We will direct the City’s financial resources toward meeting our long- term goals as identified by Council through the Strategic Planning and Team Building Retreat process. 4) We will manage and develop programs to ensure our long- term ability to pay all the costs necessary to provide the level and quality of service required by our citizens. 5) We will maintain accounting systems in conformance with generally accepted accounting principles. The financial records will be audited annually by an independent auditing firm.
6) We will establish and maintain investment policies in accordance with State laws in which the major goals are safety and liquidity of investments, above yield.

B. REVENUE POLICIES

1) We will strive to maintain a diversified and stable revenue base that is not overly dependent on any land use, major taxpayer, revenue type, restricted revenue, or external revenue.

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2) We will aggressively pursue revenue collection and auditing to assure that moneys due are accurately received in a timely manner.
3) We will seek Federal and State grants and reimbursements for costs whenever possible. 4) We will investigate potential new revenue sources.
5) We will work proactively with the League of California Cities and local communities to monitor legislation that may impact the City financially. 6) We will avoid targeting revenues for specific purposes whenever possible. 7) We will impose user fees when appropriate.
8) We will adopt a user fee policy that establishes desired levels of cost recovery and determines the minimum frequency of user fee reviews.
9) We will maintain and further develop methods to track major revenue sources and evaluate financial trends.
10) We will establish methods to maximize the accuracy of revenue forecasts. 11) Revenues will be estimated using accepted standards and estimates provided by the State and other governmental agencies.

C. COST OF SERVICES POLICIES

1) Fees and charges for services will be determined based on the total direct and indirect cost of the activity, including administrative overhead and depreciation, where applicable. In certain circumstances, it may be appropriate to subsidize fees, where full cost recovery may be unrealistic.
2) We will recover the costs of new facilities and infrastructure necessitated by development, consistent with State law.
3) We will consider requiring large developments to prepare a fiscal analysis that will measure the direct and indirect costs of the project, as well as the benefits to the City. 4) Managers should be aware of the cos t of services and propose the most effective methodology for providing those services.

D. RESERVES AND FUND BALANCE POLICIES (per GASB 54)

1) We will work toward establishing, dedicating and maintaining reserves annually to meet known and estimated future obligations. The hierarchy followed to deplete these reserves is as follows: first unassigned fund balance will be depleted; second assigned fund balances will be deleted at discretion of the City Manager; and lastly committed fund balances will be depleted in accordance with item 3a(ii) or 3b(ii) below, and formal action of the City Council.
2) The Government Finance Officers Association (GFOA) has issued their best practice in determining the appropriate level of unrestricted fund balance in the General Fund to be at a minimum of no less than two months of regular general fund operating revenues or expenses which equates to approximately 17%. The GFOA definition of unrestricted fund balance includes three general categories: committed fund balance, assigned fund balance and unassigned fund balance. For the City’s purpose, we will include committed and assigned balances when reviewing the reserve percentages. The total of these two categories will be maintained at or above the GFOA best practice amount.

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3) We will commit amounts of fund balance for specific purposes as determined by formal action of the City Council, which include but are not limited to committing fund balance reserves for the following:
a. Economic Uncertainties (as updated by Council June 13, 2016) i. General Fund committed fund balance for Economic Uncertainties equal to a minimum of 12.5% of the General Fund expenditures with a target of increasing to 20% of General Fund expenditures.
ii. Once established, appropriations from the Economic Uncertainties fund balance commitment can only be made by formal action of the City Council.

Generally, appropriations and access to these funds will be reserved for emergency situations. Examples of such emergencies include, but are not limited to: catastrophic disaster (declared by Governor); budgeted revenue taken by another government entity; or a more than 5% drop in projected revenue to the General Fund.
b. Strategic Property Acquisitions (as approved by Council October 25, 2010) i. General Fund committed fund balance for Strategic Property Acquisitions accumulates funds from the proceeds of future sales of City properties, as directed by the City Manager or City Council.
ii. Once established, appropriations from the Strategic Property Acquisitions fund balance commitment can only be made by formal action of the City Council. Generally, appropriations and access to these funds will be reserved for funding strategic property acquisitions by the City. c. Equipment and Vehicle Replacement Reserves
i. A Replacement Fund will be maintained as a separate fund for budgetary purposes to fund the replacement costs of existing non- sewer-related vehicles, major equipment and information technology items when they reach the end of their useful liv es. The sewer -related items will be maintained in the Wastewater Fund. The Replacement Fund will be analyzed by staff at least annually as part of the budget update process, for changes in assets, useful lives, estimated replacement costs and appropriate funding levels. This fund is to be maintained at a level sufficient to fund 100% of the assets, based on estimated replacement costs and useful lives.

4) We will assign amounts of fund balance for specific purposes as determined by City Manager recommendation, as delegated by formal action of the City Council, which include but are not limited to assigning fund balance reserves for the following:
a. Liability insurance.
b. State Budget Contingencies.
c. Undesignated litigation.
d. Replacement of facilities and infrastructure.
e. Continuing appropriations (encumbrances and projects carried over from a prior year to the new fiscal year).
f. Debt service for future debt obligations/payments.

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E. EXPENDITURE AND BUDGET POLICIES

1) The operating budget will be prepared to fund current year expenditures with current year revenue. Surplus fund balances may be used to increase fund balance reserves, fund Capital Improvement Projects or be carried forward to fund future years’ operating budgets when necessary to stabilize services and fund capital outlay. 2) We will assume normal inflationary growth in accordance with the consumer price index for operating expenses.
3) We will assume personnel costs based on current Memoranda of Understanding in effect at the time.
4) Any new or expanded programs will be required to identify new funding sources and/or off-setting reductions in expenditures in other programs. 5) We will deliver service in the most cost effective manner. 6) The budget will state the objectives of each of the operating programs. 7) The budget will fully account for and apportion all costs, fees and General Fund transfers associated with Special Revenue and Enterprise Funds.
8) All budget transfers require the approval of the City Manager or designee. However, transfers of appropriations that increase the total appropriations of a fund must be approved by the City Council.
9) We will maintain a long-range fiscal perspective through the use of a biennial operating budget, a five-year capital improvement program and a five-year financial forecast. 10) The biennial budget will be adopted by Resolution of the City Council by July 1 st every other year.
11) A mid-cycle budget status report will be prepared and presented to the City Council in the spring of the first year of the budget that will include projections to year-end and any adjustments required for the second year of the biennial budget. 12) Staff will provide a written report to Council quarterly on the City’s General Fund revenues and expenditures.

F. CAPITAL IMPROVEMENT POLICIES

1) We will construct capital improvements in accordance with an adopted capital improvement program.
2) We will develop a five -year plan for capital improvements to be reviewed and, if necessary, updated as part of the budget proces s. Future capital expenditures will be projected for a five- year period based on changes in the community population, real estate development or replacement of infrastructure.
3) We will coordinate preparation of the Capital Improvement Budget with preparation of the Biennial Operating Budget. Future operating costs associated with new capital improvements will be projected and included in Operating Budget forecasts. 4) We will identify the estimated costs and potential funding sources for each proposed capital project before it is submitted to Council for approval. 5) We will attempt to determine the least costly financing method for all new projects.

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G. FIXED ASSET AND INFRASTRUCTURE ASSET POLICIES

1) We will capitalize all assets with a cost greater than $5,000 and a useful life of more than one year.
2) All fixed assets and infrastructure assets are assigned an asset number that is recorded in the fixed asset software. Where applicable, the asset number is affixed or tagged to the asset.
3) Infrastructure related capital projects will be capitalized as construction in progress until completed. Costs to be capitalized include direct costs such as labor, materials and transportation, indirect costs such as engineering and construction management and ancillary costs such as construction period interest.
4) Repairs and maintenance to infrastructure assets will generally not be subject to capitalization unless the repair extends the useful life of the asset. 5) A physical inventory process will be initiated by staff when appropriate.

In addition, the City has three other financial policies that are reviewed and approved separately by the City Council. The three other financial policies are:

1) Investment Policy – last adopted by the City Council on August 22, 2022 via Resolution 2022-091;

2) Debt Management Policy - last adopted by the City Council on January 22, 2018 via Resolution 2018-010; and

3) Debt Disclosure Procedure Policy - last adopted by the City Council on May 28, 2019 via Resolution 2019-037.

These policies can be found on our website in the following location:
https://www.cityofsancarlos.org/government/departments/administrative-services/finance/budget- financial-reports-policies.

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Vice Mayor

City Council
Organization Chart
Mayor Council
Member
Council
Member
Council
Member

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CITY COUNCIL DEPARTMENT
Mission
The City of San Carlos provides high-quality services and facilities to its residents in an equitable, sustainable, transparent, responsive, and friendly manner to foster an inclusive, safe, and healthy community now and in the future.

Organization
The Council is composed of five members who are elected at-large on a non-partisan basis for four-year staggered terms. The Mayor is appointed annually from amongst the Council.

Org Code
01101000

Dept #
1010

Description
The City Council is the governing body of the City. It provides community leadership, enacts laws, adopts resolutions, and establishes policies for the City government. The City Council also adopts a budget. The Mayor appoints members of the City Council to working committees.

The Mayor and the City Council represent the City of San Carlos on various local, regional, and state policy committees and commissions. The Council also reviews proposed State of California legislation and provides formal input into the legislative process.

The Council meets the second and fourth Monday of each month in formal, public sessions and occasionally in additional study sessions. All City Council meetings are open to the public and are streamed live on the City's website (www.cityofsancarlos.org). San Carlos residents who subscribe to Comcast cable television may also view the Council meetings on Comcast channel 27 and on AT&T Uverse Channel 99. City Council minutes and archives of the meetings are also posted on the City of San Carlos website for residents to review at https://www.cityofsancarlos.org/residents/public-meetings.

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CITY COUNCIL DEPARTMENT

Program Name City Leadership
Program Goals The goal of the Council is to provide leadership to the City organization to: foster a safe, diverse, welcoming, and engaged community that recognizes the importance of social equity; ensure fiscal responsibility and the sustainability of San Carlos’ resources, infrastructure, and social/cultural environment; proactively protect our physical environment from the threats of climate change and reduce greenhouse gas emissions; recognize the needs and challenges of the community and promote its well-being; demonstrate high ethical and professional standards, including high quality customer service; lead and manage effectively by engaging the community, thinking strategically, remaining proactive, and planning for the future; and support the well-being of employees, investing in their development, and aligning staffing and resources with the demand for City services.

Major Services  Legislative activities to support San Carlos  Policy establishment and direction
 Budget establishment and oversight to ensure fiscal sustainability  Serve on various regional boards
 Provide leadership during emergency situations
 Serve the community through active engagement and leadership  Prioritize and develop strategic initiatives that are of interest to the community  Ensure that San Carlos remains a desirable, vibrant, equitable, inclusive, and business friendly community

FY 2022-23
Accomplishments
 Promoted a safe, diverse, and engaged community by issuing proclamations in support of United Against Hate Week, domestic violence awareness, human trafficking prevention, American Heart Month, Black History month, Women History month, suicide prevention, and Hispanic & Latinx Heritage  Adopted ordinances related to child care impact fees, accessory dwelling units, green building standards, heritage trees, the Northeast area development moratorium, construction noise, and fireworks and revised the City’s Below Market Rate Ordinance

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FY 2023-25 Goals  Encourage and support the creation of child care facilities by reducing barriers to creation and expansion
 Support sustainability initiatives and address climate change. As part of its focus on climate change, the City of San Carlos will continue to address vulnerability and adapt to changing climate conditions such as wildfires, flooding, drought, and sea level rise
 Work with residents, property owners, business owners, committees, commissions, the Chamber of Commerce, and all other interested members of the community to develop a plan to understand and ensure that the downtown meets the needs of the community and businesses now and into the future
 Actively encourage and support the creation of housing to provide a safe, inclusive, diverse, and affordable supply by facilitating development of housing for all income levels
 Pursue plans and strategies for improving mobility, traffic, parking, transportation infrastructure, and street maintenance while encouraging alternative modes of transportation to provide efficient, safe, and effective movement throughout the city  Work with residents, property owners, stakeholders, business owners, committees, commissions, the Chamber of Commerce, and all other interested members of the community to develop a plan in response to continued development interest in the life sciences and biotechnology sectors, and develop policies and strategies to incorporate housing as part of this new development
 Explore new recreational opportunities by completing an assessment of parks, open space, and other recreation facilities to support the health and well-being for community members of all ages

City Leadership
Objective
Legislation, policy, and budget.

The City Council values public input into the decision-making process, keeping residents informed, and using boards and committees for civic engagement and regional collaboration. Councilmembers participated in 37 regional boards. The City surveyed residents to gauge satisfaction with City services and found that the majority of the community has positive opinions about the City.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of boards and committees with City Council
participation 37 41 41 41
% of residents who agree that the City is responsive
to them* 81% N/A N/A N/A
% of residents satisfied with the City’s efforts to
provide municipal services* 83% N/ A N/ A N/ A
% residents who indicate that they trust the City* N/A N/A N/A N/A * Surveys were conducted 2020-2023; however, this question was not in the 2022 survey and survey data is not yet available for 2023. The latest community surveys can be found here.

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Legal Secretary
(1)
City Attorney Department
Organization Chart
City Attorney
(1)
New FY 23‐24

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CITY ATTORNEY DEPARTMENT
Mission
Provide the City, the City Council, and City staff with prompt, high quality, and efficient legal services.

Organization
The Department is comprised of a City Attorney and a Legal Secretary.

Org Code
01151000

Dept #
1510

Description
The City Attorney Department consists of two full-time regular employees.

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CITY ATTORNEY DEPARTMENT

Program Name General Legal Services, Litigation and Specialized Services Program Goals The goal of the Legal Services, Litigation, and Specialized Services Program is to provide leadership, oversight, and support to ensure that the City organization, including City officials, management, and staff, receive high quality legal support. This goal includes litigation and specialized services to evaluate, analyze, and make recommendations to the City Manager and City Council with the goal of reducing litigation costs, claims liabilities, and cost of lawsuits.

Major Services • Advising staff and reviewing contracts • Attending City Council and most Planning Commission meetings • Participating in strategic planning for the City
• Participating in negotiation and development projects • Participating in litigation involving the City
• Drafting ordinances and resolutions
• Overseeing code enforcement
• Ensuring Public Records Act and Brown Act compliance
• Overseeing election law
• Participating in emergency management operations, such as COVID-19

FY 2022-23
Accomplishments
• Advised staff on COVID-19 emergency declaration and changing orders • Advised on the new state mandated Housing Element with Outside Counsel • Advised on trails plan updates and implementation
• Prepared declaration of Emergency for December 31, 2022 storm damage • Provided ethics advice to the City Council and Planning Commissioners • Advised on end of AB 361 and AB 2449 rules for remote meetings • Assisted staff in downtown plan and parklet program
• Assisted staff on contracting and implementation for the Burton and Highland Park lighting project
• Participated in Brown Act training for new and existing commissioners • Advised Mayor on code of conduct investigation involving City Treasurer; conducted investigation at her request; drafted report and presented results to the City Council • Drafted or assisted in preparing and implementing ordinances, including:
construction time limits, amendment to minimum wage ordinance, permitting for EV charging, traffic impact fee update, planned unit developments such as 405 Industrial, Alexandria, and 642 Quarry, accessory dwelling units updates, consolidation of Planning Commission with Transportation commission, zoning ordinance changes, green building standards, urgency ordinance for heritage trees, disposable foodware, design review notice, organic waste reduction, permanent tree ordinance, moratorium for Northeast area and extension for 2 years, Urgency Ordinances for Northeast area and SB-9, updates to ADU ordinance per state law, childcare development fee ordinance, construction noise, and penalties for fireworks and explosives
• Participated in ongoing negotiation of development agreements in the City including the Alexandria, 632 Quarry, 405 Industrial, the Sobrato project, Brittan Avenue projects and Bransten projects
• Participated in code enforcement matters, in park after dark; solicitation; sleeping in vehicles; dog and animal complaints
• Monitored liability claims with PLAN JPA appointed defense counsel • Assisted staff in community charitable response to the tragic murder on Laurel street in 2022
• Supervised outside counsel on settlement of eminent domain litigation

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• Oversaw numerous Public Records Act requests
• Assisted staff on San Carlos Avenue Eucalyptus removal project phases • Advised staff on density bonus project provisions and conditions of approval • Reported on recent litigation and legislation
• Participated in Risk Management program meetings
• Proactively addressed citizen concerns and issues, including easements, boundary disputes, development issues, tree maintenance, line 147 • Participated in the implementation of San Carlos Strategic Plan

FY 2023-25 Goals • Implement the Strategic Plan
• Draft new ordinances as mandated by state or federal law or as directed by the City Council
• Advise on the many residential and commercial housing projects being proposed • Work and advise on establishing process and implementation for the East Side Innovation District Visioning Plan
• Assist in the development of affordable housing projects and units • Advise the Fire Department concerning disaster preparedness and fire issues • Monitor legislation, claims, and litigation
• Update the municipal code
• Monitor and negotiate amendments and updates with Redwood City and the Sheriff for fire and police services and code enforcement contracts • Assist the City Council and staff by providing prompt and effective legal representation with emphasis on cost effective solutions or appropriate defense with proactive advice on issues facing the City
• Assist and provide legal advice for Downtown Laurel and Northeast Specific Plan • Advise on major development projects

General Legal
Services,
Litigation and
Specialized
Services
Objective

Prompt and effective legal review related to legal inquiries and official documents, such as contracts, ordinances, resolutions, agreements, etc. Includes legal support to all City departments, litigation review and support, advising City Council, staff and commissioners, and managing unanticipated or specialized legal services.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of legal updates provided 10 15 12 12
$ Contract counsel services monitored $140,677 $140,000 $154,000 $170,000 Ordinance Amendments 14 18 15 15
Total # of code enforcement cases 5 5 5 5
# of litigation cases handled in-house 2 2 2 2
Hours spent on public records act requests
processed 125 90 90 90
Council, Public and staff meetings attended 50 50 50 50 Contracts Reviewed 120 120 120 120

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Assistant City
Manager
(1)
City Manager Department
Organization Chart
City Manager
(1)
Senior Management
Analyst
(1)
Communications
Manager
(1)
Senior Sustainability
Analyst
(1)
Management Analyst
(1)
Executive Assistant
(1)
Reclass
Underfilled
Seasonal Staff
Intern

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CITY MANAGER DEPARTMENT
Mission
Provide overall management of the City, execute Council policy, and ensure that San Carlos remains the City of Good Living.

Organization
The Department is comprised of City Manager, Assistant City Manager, Senior Management Analyst (underfilled by Management Analyst), Communications Manager, Management Analyst, Senior Sustainability Analyst, and an Executive Assistant.

Org Code
01111000

Dept #
1110

Description
Under the direction of the City Manager, the City Manager Department consists of seven full-time regular employees. The staff in the department also serve in the following capacities:
 Board of Directors of IEDA
 Commute.org Supervisory Committee

CITY MANAGER

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CITY MANAGER DEPARTMENT

Program Name Executive Management
Program Goals The first goal of the Executive Management program is to provide overall management of City operations, implement Council’s strategic and policy directions, and ensure effective, efficient, and responsive services to the community in a financially sustainable manner.

The second goal of the Executive Management program is related to community engagement. The goal is to reach out to the community on City-related matters that serve the community and to demonstrate transparency and inclusivity in the pursuit of civic governance. Includes managing media relations, the City’s website, e-notify, videos, social media, the City newsletters and postcards, the City cable channels, and billboards. Coordinate with community groups and volunteers so the community is well informed and engaged in events, services, proposed developments, projects, and local issues and can provide input to the City.

The third goal of the Executive Management program is related to climate change mitigation, adaptation, and resiliency. The goal is to develop and manage plans, projects, and programs that comply with State regulations, address climate change and adaptation, and attain the stated environmental goals of the City Council and community.

The fourth goal of the Executive Management program is related to emergency management services. The goal is based on the Council’s strategic goal to prepare for public safety emergencies, such as wildfire, earthquake, flood, and other emergencies by developing and implementing risk mitigation and reduction strategies. The Executive Management program oversees the planning of these strategies in partnership with other departments.

Major Services • Manage overall City operations, departments, and programs • Provide Council support
• Oversee community relations and engagement, public information, social media, and website
• Develop and manage the Council's strategic plan
• Manage special projects and initiatives
• Oversee the Climate Mitigation and Adaptation Plan and sustainability programs • Direct the activities of staff and consultants to plan and respond to an emergency

FY 2022-23
Accomplishments
• Organized series of new employee meet and greets, luncheon, and launched a new, monthly Employee Newsletter to develop cross departmental collaboration and information sharing
• Liaised with local and regional emergency teams to provide timely, consistent, and extensive communications related to 2022 brush fire and 2022/2023 flooding emergencies
• Curated a robust Mental Health Awareness Brochure for distribution to every residence in San Carlos (and included a digital copy on the City’s website), coordinated two Mental Health First Aid training sessions with the County, highlighted fentanyl awareness campaign and relationship abuse on billboards, and organized community outreach for September 8 Children’s Fund • Updated the website with a new, interactive map of current City projects

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• Prepared communications and provided support for Councilmembers’ replies to press inquiries, presentations to community groups and regional organizations, and local print publications
• Supported focused communications initiatives and community outreach for City departments including Public Works (Greater East San Carlos Street Calming website, four community outreach sessions, San Carlos Ave Phase III), Community Development (Small Business Spotlight social media campaign, community workshops outreach), Parks and Recreation (community events outreach, including the return of Hometown Days and the San Carlos Art & Wine Faire, Goblin Walk, Night of Holiday Lights, and more)
• Produced 23 electronic “Council Newsletters”, two print “Spotlights,” and four print “Good Living Newsletters.”
• Developed a Citywide, cross-departmental communications calendar and outreach request process to develop and improve proactive, timely information access and transparency
• Updated firearm safety, wildfire safety, and City’s zero communications plan on the City’s website
• Obtained two grants between June and October for a streamlined solar permitting tool from the California Energy Commission and water heater replacement from PG&E
• Conducted extensive sustainability outreach related to electrification, food ware, climate change, EV charging, energy efficiency programs, and composting • Monitored potential legislative impacts to the City and advocated the City’s positions on VLF shortfall and AB 2449 (re: Brown Act)

FY 2023-25 Goals • Launch an accessible, intuitive, and cutting-edge City website and employee intranet • Implement the Climate Mitigation and Adaptation Plan’s goal to expand availability of electric vehicle charging stations through a partnership agreement with Peninsula Clean Energy
• Adopt an Emergency Operations Plan
• Redevelop the Citizens Academy program to increase public awareness of, and participation in, San Carlos government
• Expand and grow social media outreach through the use of video and alternate forms of community engagement

Management of
City Operations
Objective 1
Management of City departments, programs, and contracts.

Results from the community satisfaction survey conducted in 2021 reported high resident satisfaction with City services. We’ve continued efforts to maintain this high level of satisfaction.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
Community Satisfaction Survey Conducted* No Yes
% of residents finding City staff professional* N/A N/A N/A N/A % of residents satisfied with City services* N/A N/A N/A N/A * Surveys were conducted 2020-2023; however, this question was not in the 2022 survey and survey data is not yet available for 2023. The latest community surveys can be found here.

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Strategic Plan
Objective 2
Creation and management of the City Council adopted strategic plan, its objectives, and work plans.

The strategic plan tasks are in addition to the day-to-day operations of the City.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of citywide strategic plan tasks undertaken 65 63 63 63

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Community
Engagement
Objective 3
Community Engagement.

The community survey in 2021 found high resident satisfaction with the City's efforts in keeping residents engaged. The number of social media followers is expected to steadily increase. Staff responded to a large number of requests through the Inform San Carlos portal and expects the number of requests to increase. The performance measures tracked ensure that we continue to focus on engaging the community.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
% of residents who are satisfied with the City’s
communications efforts*

N/A N/A N/A N/A
# of Facebook and Twitter Postings
Facebook 189 200 225 225
Twitter 280 300 300 300
# of Facebook likes and Twitter followers
Facebook likes 6,107 6,125 6,140 6,155
Twitter followers 8,091 8,100 8,125 8,150
# of City related Nextdoor Postings 123 150 175 200
# of Instagram followers 2,320 2,335 2,350 2,365
# eNotify Subscribers 14,035 14,050 14,065 14,080
# of eNotify subscription topics available 55 55 55 55
# of Shape San Carlos subscribers 1,868 0 N/A N/A
# of Shape San Carlos topics posted 2 0 N/A N/A
# of news releases sent 51 50 50 50
# of requests handled by Inform San Carlos 2,196 2,200 2,200 2,200 Average # of days to resolve requests 19 19 19 19
* Surveys were conducted 2020-2023; however, this question was not in the 2022 survey and survey data is not yet available for 2023. The latest community surveys can be found here.

Climate Action Plan
Objective 4
Climate Action Plan (CAP) – updates and implementation.

Through the department's implementation of the CAP, 21 climate action plan items were monitored and waste disposal rates were below State targets. The new Climate Mitigation and Adaptation Plan (“CMAP”) adopted in FY 2022 contains 45 climate mitigation and adaptation strategies.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of climate action items monitored 45 45 45 45
Residential Annual per Capita Disposal below State
Target Yes Yes Yes Yes
Commercial Annual per Employee waste disposal
below State tar
gets Yes Yes Yes Yes

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Interdepartmental
and Interagency
Sustainability Work
Objective 5
Interdepartmental and interagency sustainability work: implement measures; report on greenhouse gas inventories (available only for certain years); collaborate with regional agencies; and prepare the Annual CMAP Update.

The City Manager's department continued to inform residents on green initiatives and was able to maintain greenhouse gas reductions with the implementation of the CMAP.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of postings on green initiatives 115 125 140 160
% reduction in greenhouse gases community wide
since 1990

9.2% as of
2019

9.2% as of
2019
% reduction in greenhouse gases by municipal
government since 2015
26% as of
2018
26% as of
2018
26% as of
2018
26% as of
2018

Interdepartmental
and Interagency
Emergency
Management
Services Work
Objective 6
Interdepartmental and interagency emergency management services work: develop plans, oversee training and exercises, and prepare the City Emergency Operations Center, City facilities, and staff for emergencies; collaborate with regional agencies, including the County and partner agencies to prepare regional plans and response and partner to provide improved services; and prepare emergency plans and reports.

The City Manager's department oversaw the City’s COVID-19 emergency response under Council leadership; developed a Zero Power Communications Plan; prepared facilities and supplies to support the community; and developed materials mailed out to the community to guide them in an emergency.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of emergency related postings 147 150 160 165
% of residents satisfied with City emergency
planning/preparation*

N/A N/A N/A N/A
* Surveys were conducted 2020-2023; however, this question was not in the 2022 survey and survey data is not yet available for 2023. The latest community surveys can be found here.

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Deputy City Clerk
(1)
City Clerk Department
Organization Chart
City Clerk
(1)
Reclass

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CITY CLERK-COMMUNITY RELATIONS DEPARTMENT
Mission
Provide the residents of San Carlos, the City Council, and staff with access to public records and ensure all facets of agenda preparation, public meetings, and municipal elections are conducted according to State law.

Organization
The Department is comprised of the Director of Community Relations/City Clerk and a Deputy City Clerk.

Org Code
01121000

Dept #
1210

Description
Under the direction of the Director of Community Relations/City Clerk, the City Clerk Department consists of two full-time employees.

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CITY CLERK-COMMUNITY RELATIONS DEPARTMENT

Program Name Council and City Manager Support
Program Goals The goal of this program is to: facilitate the Council agenda process for the City Manager and support the Council during its meetings; facilitate the legislative process in compliance with legal requirements for timely notifications and open meetings; oversee the contract with the County of San Mateo for municipal elections according to State law and assist and orient local candidates; coordinate and monitor permanent, non-permanent, and historical records; and respond to requests for public information in accordance with the City's records retention schedule and State law.

Major Services • Agenda process management and meeting support • Administration of municipal elections
• City Council/Treasurer candidate assistance and orientation • Research and retrieval of records
• Maintenance of the City’s records retention schedule
• Recruitment management for the City's Commissions
• New Commissioner orientation
• Compliance Officer for the Fair Political Practices Commission • Mailroom management for all departments

FY 2022-23
Accomplishments

• Implemented a new Agenda Management System and trained all users • Conducted an RFP for a scanning contract and worked with the new vendor on an ongoing process to digitize building permits and various long-term Planning Division records
• Conducted a Municipal Election for three City Council seats and coordinated with the County Election’s Office to prepare vote centers and ballot drop-boxes; and onboarded a new councilmember
• Developed and implemented a process to conduct hybrid City Council and Planning & Transportation Commission meetings
• Prepared transition for remote participation pursuant to AB2449, including creation of a Reasonable Accommodation Policy
• Updated the City’s Conflict of Interest Code
• Updated the Citywide Records Retention Schedule
• Continued to provide trainings on the City’s Document Management System for new employees and provided refresher courses
• Managed recruitments to fill three Commission seats and 19 seats on the new Downtown Advisory Committee and provided orientations to 24 new commission/ committee members
• Conducted an RFP for publication of legal ad services • Ensured City Official's compliance with Ethics Training (AB 1234) and Fair Political Practices Commission's Conflict of Interest Statements and Campaign Statements • Continued to maintain the City’s Do Not Knock and Refusal of Consent Registries • Conducted an RFP for broadcasting and video production of city meetings and special events
• Hosted a San Mateo County Council of Cities meeting
• Received and responded to over 400 public records requests • Processed over 120 Resolutions, 15 Ordinances, and 35 Proclamations and Certificates

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FY 2023-25 Goals • Create a Records Management Policy and provide records training to each department
• Conduct an RFP for codifer services to incorporate adopted ordinances into the City’s Municipal Code
• Update the City’s Conflict of Interest Code in FY 2025 • Conduct a General Municipal Election in FY 2025

Agenda Process
Management and
Meeting Support
Objective 1
Agenda Process Management, Meeting Support, and Management of Commission appointment process.

The City Clerk’s Department provides meeting support to the City Council, which includes preparation of agenda packets and post meeting records (i.e., minutes, resolutions, ordinances, contracts) and publishing meeting videos (if applicable). Timely preparation of agendas, post meeting materials, and meeting videos are essential in providing transparency to the public.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
% of Regular meeting agendas published three days in
advance of meeting 100% 100% 100% 100%
% of Council meeting videos posted within 24 hours of
meeting 100% 100% 100% 100%
% of minutes approved within three regular meetings 100% 100% 100% 100% # of agendas prepared 31 33 30 30
# of public meetings supported 31 33 30 30
# of resolutions processed 140 120 120 120
# of ordinances processed 13 15 10 10
# of proclamations and certificates prepared 47 35 35 35 # Board/Commission recruitments 3 5 3 4
# Commissioners oriented 21 8 3 4

Elections
Management
Objective 2
Elections management and support.

Elections give our community a voice in government. As the City’s Elections Official, the City Clerk is trusted to submit accurate and timely information about candidates and ballot measures for the public to make informed decisions with their votes.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
% of elections held without error N/ A 100% N/ A 100%
% of candidate nominations packets compiled on time N/ A 100% N/ A 100% # of elections coordinated 0 1 0 1
# of interested candidates assisted 0 8 0 5
# of measures on the ballot 0 0 0 1

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Records
Management
Objective 3
Management of City records and public records requests.

The City Clerk’s Department serves as the Records Manager for the City and as such, coordinates all public records requests and assists with research and retrieval of records. Timely response to public records requests is a priority as it is not only legally mandated but provides high quality public service.

Digitizing long-term and permanent records not only reduces storage cost and saves time in retrieval, but also enables staff and the community to independently perform searches and easily access records.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
% of Public Record Act requests responded to within legal time frames 100% 100% 100% 100%
# of public record requests responded to 467 410 410 410 # of long-term and permanent records boxes added to
City's electronic document management system 11 20 40 50 # of records boxes stored off-site 453 491 450 450

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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 23‐24
Accounting Technician
I/II ‐ AP/AR
(1)
Administrative
Assistant
(1)
Accounting Technician
I/II ‐ AP/AR
(1)

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ADMINISTRATIVE SERVICES DEPARTMENT
Mission
Provide overall management of the City's administrative services, execute the City's administrative policies, and ensure that the City organization, including officials, management, and staff receive high quality, effective and efficient administrative support.

Organization
The department is comprised of Administration/Risk Management (Workers' Compensation & General Liability), Finance Division, Human Resources Division, and Information Technology Division

Org Code
01000000, 01210000-01213000, 32321000-35351000, 9393100

Dept #
2100-2130, 3210-3510, 9310

Description
Under the direction of the Administrative Services Director, the Administrative Services Department consists of 16 full-time regular employees in four programs.

Program Management
Administration/Risk Management (4 FTEs) Administrative Services Director/Senior Management Analyst Finance (6 FTEs) Financial Services Manage r
Human Resources (2 FTEs) Human Resources Manage r
Information Technology (4 FTEs) Information Technology Manager

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ADMINISTRATIVE SERVICES DEPARTMENT

Program Name Administration/Risk Management
Program Goals The goal of Administration is to provide leadership, oversight, and support to ensure that the City organization, including officials, management, and staff, receive high quality administrative support services.

The goal of the Risk Management program is to develop City safety policies and procedures and insure assets to minimize and protect the City's resources against risk or liability.

Organization 4 FTEs: Administrative Services Director, Senior Management Analyst, Management Analyst, Administrative Assistant

Major Services • Strategic Planning/Special Projects Oversight • Project Management
• Board of Directors for the Pooled Liability Assurance Network Joint Powers Authority (PLAN JPA) and Cities Group, currently staff are serving as President of the Board for both JPAs
• Liaison for all public safety contracts
• General Liability Insurance Oversight
• Workers' Compensation and General Liability Claims Program Administration • Citywide Safety and Risk Management Committees Management

FY 2022-23
Accomplishments
• Received Federal Emergency Management Agency (“FEMA”) grant to recover COVID losses for the period prior to March 2021 in the amount of $124,913 • In collaboration with IT, developed the Incident Response Plan • In collaboration with Finance and IT, implemented and provided training to the Munis Contracts Module program citywide in effort to better record and track city contracts
• Updated the Confined Space Entry Program
• Contracted with a new medical clinic for occupational medical services • Responded to the COVID-19 pandemic by providing financial and staffing guidance and support
• Assisted the City Manager’s Department on the implementation of the new website

FY 2023-25 Goals • Review and update existing safety plans as needed • Continue to manage the claims administration process for Workers’ Compensation and General Liability claims and incidents
• Provide support to the City through the post-pandemic transition back to work • Continue to work with FEMA on the Public Assistance grant reimbursement process related to the severe storms and flooding during the winter of 2022-23

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Leadership and
Management
Objective 1
Manage the Administrative Services Department Divisions and serve on the Board of Directors for the Pooled Liability Assurance Network Joint Powers Authority (PLAN JPA) and Cities Group as the City’s representative.

The PLAN JPA is a joint powers insurance authority consisting of 28 member cities under the PLAN JPA and six members under Cities Group. The City’s participation in PLAN JPA and Cities Group board meetings and special committee meetings has helped make important decisions on the operation of the program and claims administration, accounting and finance, risk control, loss prevention, actuarial services, and training.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of board/committee meetings attended 14 16 16 16

Risk Management
Objective 2
Manage the City’s General Liability insurance, Workers’ Compensation claims and Americans with Disabilities Act (ADA) coordination.

The objective of the Risk Management program is to protect the City’s resources against risks or liability. This is achieved through ensuring adequate insurance coverage, providing safety and risk management training, managing safety inspections, and developing safety procedures. It is also important to monitor risk by analyzing safety incidents, injury claims, and third-party claims trends for the expansion of risk reduction programs. By doing so, Risk Management improves employee safety by creating a safer work environment and reduces liability, limiting losses for the City.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of employee safety incidents reported 4 9 6 6
# of safety inspections conducted 2 2 2 2
# of Workers’ Compensation claims processed 3 8 5 5
Total injury days lost 33 75 125 125
Total Workers’ Compensation premium paid $178,930 $178,056 $237,409 $308,622 % of FTEs without any on the job injury 97% 93% 96% 96% # of liability claims received 16 46 17 17
Total General Liability claims paid
Claims paid $163,464 $200,000 $300,000 $400,000
Premium paid $1,078,246 $966,300 $1,053,100 $1,213,000
# of insurance policies handled 9 9 9 9
# of safety and risk management training sessions
offered 89 48 50 50

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ADMINISTRATIVE SERVICES DEPARTMENT

Program Name Financial Services
Program Goals The goal of the Finance Services program is to provide timely and accurate financial services that effectively protect and maximize the use of City resources for the good of the community.

Organization 6 FTEs: Financial Services Manager, 2 Senior Accountants, 1 Accountant, 2 Accounting Technicians

Major Services • Financial Planning/Budgeting
• Accountability and Financial Reporting
• Audit Management
• Disbursements
• Payroll
• Business Registration
• Banking/Cashiering/Revenue Management
• Investment Management
• Financial Services Provider for City/County Association of Governments (C/CAG) and the Peninsula Traffic Congestion Relief Alliance (Commute.org)

FY 2022-23
Accomplishments
• Replaced the City cashiering system and provided training • Issued a Request for Proposal for auditing services and executed a multi-year contract
• Collaborated with the City Treasurer to select a new auditor, Badawi & Associates, CPA, for the FY 2022-23, FY 2023-24, and FY 2024-25 audits • Collaborated with Parks and Recreation on the cash handling process related to the Farmers Market and HomeTown Days ticket sales
• Assisted the Public Works Department with the Wastewater Rate Study

FY 2023-25 Goals • Updated the cash-handling procedures and will provide training to City Staff • Continue exploring options for requisition and accounts payable batch routing, and review workflow in the General Ledger System
• Explore options for a new Fixed Asset and Capital Tracking System • Continue to work with Parks and Recreation to facilitate cash handling processes and procedures for all special events and programs
• Evaluate on-line purchasing programs including the Cal-Card program and update polices as necessary
• Assist the Community Development Department on the implementation of the new permit processing system

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Financial Services
Objective 1
Financial planning/budgeting, accountability, and financial reporting and management of the audit, disbursements, payroll, cashiering, investments, and business registration.

Two of the key services of the Finance Division is financial planning and budgeting for the City through the production of a budget for the one-year or two-year cycles and the mid-cycle update. The budget provides the departments an opportunity to review their revenue and expenditure projections, capital projects, and performance measures.

Receiving the Government Finance Officers’ Association (GFOA) Distinguished Budget Presentation award demonstrates that the City’s budget documents are of the highest quality, reflecting both the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOA's best practices on budgeting. The City has been awarded this prestigious award for a number of years and strives to continue receiving the award.

Accountability, financial reporting, and audit management are also of the utmost importance to the Financial Services division. It is essential to maintain the benchmarks below as they are part of the division’s on-going internal controls process and the division reviews the transactions before they go into the City’s Comprehensive Annual Financial Report. Obtaining the GFOA Certificate of Excellence in Financial Reporting confirms that the City is able to go beyond the minimum requirements of Generally Accepted Accounting Principles (GAAP) to prepare the Comprehensive Annual Financial Report with transparency and full disclosure. The benchmarks are also indications of the division’s ability to provide strong customer service to residents, other departments, divisions, businesses, customers, and vendors by meeting transactional demands while maintaining accuracy with general ledger entries.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
GFOA Distinguished Budget Presentation* Yes N/ A Yes N/A GFOA Certificate of Excellence in Financial Reporting Yes Yes Yes Yes # of journal entries processed 192 200 210 210
AA+ or higher Bond Rating Yes Yes Yes Yes
# of vendor payments processed 5851 5900 5950 6000
# of invoices/bills sent 927 940 960 960
# of cash receipts processed 5988 6030 6100 6100
% of outstanding receivables collected within 90 days 93% 94% 95% 95% # of months in compliance with the City’s Investment
Policy 12 12 12 12
# of active business registrants 2,884 2,988 3,146 3,295 % of residents perceived that the City manages its
finances well** N/ A 80% N/ A 80%
*Typically measured biennially. However, Finance applied for the GFOA award for the FY 2020-21 budget and received it in FY 2021-22.
**Surveys were conducted 2020-2023; however, this question was not in the 2022 survey and survey data is not yet available for 2023. The latest community surveys can be found here.

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Financial Services
Objective 2
Provide quality financial services to the City/County Association of Governments (C/CAG) and Peninsula Traffic Congestion Relief Alliance (Commute.org) FY 2023-24, and just C/CAG in FY 2024-25.

The Finance Division prides itself on providing excellent customer service to the agencies that we serve. The following benchmarks show that we provide timely and accurate transactional support to C/CAG and Commute.org. We also serve as custodians for their investments and strive to meet the primary objectives of safety of principal and liquidity for the agencies.

The City will perform billing and payment collections for Commute.org in FY 2023-24 in addition to the financial services, and has decided to discontinue providing all financial services to Commute.org starting in Fiscal Year 2024-25. The numbers below reflect the sudden ramp up in FY 2023-24 in the number of transactions and then the sharp decrease in FY 2024-25.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of journal entries processed 30 30 28 10
# of vendor payments processed 677 690 720 439
# of invoices/bills sent 59 60 165 65
# of cash receipts processed 250 260 270 130
% of outstanding receivables collected within 90 days 100% 100% 100% 100% # of months in compliance with the C/CAG’s
Investment Policy 12 12 12 12

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ADMINISTRATIVE SERVICES DEPARTMENT

Program Name Human Resources
Program Goals The goal of the Human Resources program is to provide a quality workforce for the City following best practices and policies consistent with mandatory Federal, State, and local regulations.

Organization 2 FTEs: Human Resources Manager, Human Resources Analyst

Major Services • Labor Relations
• Recruitment
• Training
• Benefit Administration
• Employee Relations

FY 2022-23
Accomplishments
• Modified the new hire orientation process so employees could submit required forms electronically
• All employees completed required bi-annual anti-harassment training • Implemented a longer-term telecommuting policy
• Selected a new employee assistance program vendor
• Collaborated with the City Manager’s Department on an employee survey regarding the onboarding process
FY 2023-25 Goals • Introduce additional employee wellness programs and opportunities • Support upcoming labor negotiations
• Use recruitment efforts to help the City recruit and maintain a diverse workforce • Decrease use of paper files and move more toward electronic

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Human Resources
Objective
Labor relations, recruitment, training, benefit administration, and employee relations.

The effective planning of labor helps keep resources and overhead to a minimum while eliminating waste. Working with individual hiring managers, Human Resources tries to hire the right person for the job the first time to reduce cost and avoid new expenses incurred through the recruitment, rehiring, and retraining process. We measure the number of recruitments we process and the amount of applications we receive to confirm that our recruitments are targeting the right candidate pool.

Training and development are key components of hiring and retaining good employees. Human Resources offers a variety of different training opportunities for our employees. When employees are well equipped and continue learning, their levels of productivity and morale are increased.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of employees served 139 161 165 175
Full-time employees 83 97 100 105
Part-time employees 56 64 65 70
# of recruitments processed 39 29 25 30
# of applications processed 854 631 525 630
# of new hires 61 68 50 55
Full-time employees 18 21 10 15
Part-time employees 43 42 40 40
# of trainings offered 97 105 100 100
employees supported per HR FTE 69.5 80 82.5 87.5

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ADMINISTRATIVE SERVICES DEPARTMENT

Program Name Information Technology
Program Goals The goal of the Information Technology (IT) program is to provide quality, accessible technology infrastructure and automated systems support to all users for receipt of timely information and to conduct City business efficiently without interruption. The goal of communications is to provide highly reliable telephone and mobile device services for City employees and highly reliable City television channel services for viewers.

Organization 4 FTEs: IT Manager, Senior Systems Analyst, and 2 Systems Analysts

Major Services • Network infrastructure and cybersecurity management • Help desk
• Phone system support
• Software integration
• Mobile device support
• Hardware support
• Technology replacement
• Customer support
• Data management
• Stream TV channel
• Broadcast Council and Commission meetings
• Online services and resources

FY 2022-23
Accomplishments
• Coordinated with Community Development on the 2nd floor library remodel • Successfully completed a comprehensive cybersecurity audit with ResolutGuard and acted on recommendations such as completing a technical assessment review and applying internal controls to better manage user accounts. • Implemented Tyler Cashiering to increase the ability to take online payments • Implemented BeyondTrust – VPN access for contractors to increase productivity • Replaced uninterruptible power supply (“UPS”).
• Replaced 40 desktops with laptops.
• Implemented eSentire Managed Security Services
• Completed Virtual Server upgrade/migration

FY 2023-25 Goals • Assist the Community Development Department with the implementation of the new permitting system
• Complete firewall upgrade
• Issue RFP/install phone system replacement
• OnBase upgrade to cloud system
• Assist Public Works on the Security Camera Installation • Issue RFP/ Upgrade Backup and Disaster Recovery project • Assist Public Works on the Door Access System Upgrade

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Information
Technology
Objective
Project planning, network infrastructure, end user and desktop support, application integration and support, server support, data management, security, TV channel, City Council and Planning Commission meeting broadcasts, mobile devices, telephony services, technology replacement, and website integration and support.

The Information Technology (IT) Division has identified uptime, response time, upgrades, and implementation as key measures because IT needs to maintain an infrastructure that is always available so staff can serve the public daily. We monitor supported devices so we can create accurate technology replacement plans to replace outdated equipment and implement new technologies.

Identifying intrusions is critical in protecting data and uptime of IT infrastructure. We monitor intrusions and uptime to ensure we have the proper tools in place to keep our servers secure.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of mobile devices supported 125 130 130 130
# of computers supported 142 145 145 150
# of telephone users supported 205 210 215 215
# of servers supported 49 47 47 47
# of upgrades implemented 12 10 15 15
# of support requests received 1,778 1,566 1,600 1,600
Median first reply time to tickets (in hours) 30 24 8 8 Median time to resolve tickets (in hours) 60 48 32 32
% of users who rate helpfulness of desktop services
as good
92% 95% 98% 98%
Uptime of servers and infrastructure 99.8% 99.99% 99.999% 99.999% % of intrusions detected 0 0 0 0
Uptime of critical applications 99.999% 99.999% 99.999% 99.999%

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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)
Assistant Building
Official
(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
Reclass
Underfilled

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COMMUNITY DEVELOPMENT DEPARTMENT
Mission
The Department of Community Development manages future development in the city to ensure a high quality of life, safety, and economic viability for the entire community. Through the coordination of current and long- range planning, economic development, housing programs, plan review processes, permit issuance, inspection services, and administration of the appropriate City ordinances, the Department preserves neighborhood character and enhances the community’s quality of life within the context of the City's General Plan. Services are provided through five programs: Development and Permitting Services; Key Development Project Facilitation; Code Enforcement and Long Range Planning; Economic Development; and Housing Compliance and Assistance.

Organization
The department is comprised of Planning and Building, Economic Development, and Housing

Org Code
01181000, 01191000, 01191001, 0164000, 01640033, 29291000, 31313000

Dept #
1810, 1910, 1911, 2910, 3130, 6400

Description
Under the direction of the Community Development Director, the Community Development Department consists of 23 full-time regular employees, 4.2 FTEs equivalent of planning contractors, and 1 FTE Code Enforcement contractor in four divisions.

Program Management
Leadership and Management (2.8 FTEs) Community Development Director Development and Permitting, Key Development Project
Facilitation, Code Enforcement, Advanced Planning, and
Code Enforcement (22.75 FTEs/contractors)

Community Development Director
Assistant Community Development Director
Planning Manager
Principal Planner
Building Official
Economic Development (1.325 FTE) Assistant Community Development Director Economic Development & Housing Manager
Housing Compliance and Assistance (1.325 FTE) Assistant Community Development Director Economic Development & Housing Manager

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COMMUNITY DEVELOPMENT DEPARTMENT

Program Name Leadership & Management
Program Goals The goal of the leadership and management team is to provide leadership, oversight, longevity planning, and support to develop and deliver innovative, high quality programs and services that meet the needs and interests of San Carlos residents and to provide professional recommendations and administrative support services to the City Council, the Planning Commission, Residential Design Review Committee (RDRC), Economic Development Advisory Commission (EDAC), Zoning Administrator, Successor Agency, Citywide Safety Committee, Risk Management Committee, and other appointed advisory committees or subcommittees. Another component of this program is to comply with State Law AB 1X 26 regarding the dissolution of the former Redevelopment Agency and liquidation of assets in a manner that maximizes value for the local taxing entity.

Organization 2.8 FTEs: Community Development Director, Assistant Community Development Director, Senior Management Analyst, Planning Manager, Principal Planner, Economic Development & Housing Manager, Economic Development Coordinator, Building Official, Administrative Assistant

Major Services • Manage development in the city
• Enhance and protect the quality of life
• Secure and enhance economic vitality and housing stock • Provide staff to numerous committees and the Planning Commission • Manage Divisions
– Current Planning
– Building & Code Enforcement
– Economic Development & Housing
– Advance Planning Division

FY 2022-23
Accomplishments
 Developed Childcare Impact Fee
 Finalized entitlements and secured financing for the Cherry Street project FY 2023-25 Goals  Adopt Objective Design Standards
 Complete a Zoning Code Cleanup Update
 Complete analysis of zoning for commercial childcare centers  Prepare Ordinance for biosafety lab regulations

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Leadership &
Management
Objective
Manage internal administration, master plans, GIS, maps, emergency response, intergovernmental relations, grant applications, staff training, development and supervision, Municipal Code updates, regulatory compliance, City Council Strategic Plan initiatives, consultant contract administration, budgeting, file management, purchasing, and Flood Plain administration. Prepare reports and recommendations and provide presentations to the City Council, Planning Commission, Residential Design Review Committee, Zoning Administrator, Successor Agency, Economic Development Advisory Commission, and other advisory or subcommittees. Prepare agendas and minutes and facilitate meetings. Evaluate and conduct orderly disposition of properties and assets in a manner to maximize value.

The Key Performance Measures below are selected because each of them requires direct oversight, involvement, and attendance by senior management staff. These measures show the broad span of meetings and tasks requiring in-depth preparation and hands-on expertise on a wide range of complex topics throughout the budget cycle.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of regional planning initiatives staffed 4 4 4 4
# of intergovernmental meetings attended 15 15 15 15
# of City Council, Commission, and Subcommittee
meetings staffed:

City Council 32 19 20 20
Planning Commission 18 19 24 24
Residential Design Review Committee (RDRC) 19 20 15 15
Zoning Administrator 2 3 3 3
Economic Development Advisory Commission 6 6 6 6
Transportation and Circulation Commission 2 0 0 0
City Council Subcommittees 20 11 15 15
# of meetings attended to address the community
regarding projects, City policy, and to provide
education/information
3 4 6 6

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COMMUNITY DEVELOPMENT DEPARTMENT

Program Name Development and Permitting Services, Key Development Project Facilitation, Code Enforcement and Long Range Planning
Program Goals The goal of the Development and Permitting Services, Key Development Project Facilitation, Code Enforcement, and Long Range Planning program is to assist customers with the permitting process and procedures, and review applications for compliance with local regulations and policies, federal and state laws and codes to ensure a well-planned and safe community for the residents and businesses of San Carlos. In addition, this program ensures long range plans and policies reflect the goals and vision of the City and satisfy and comply with state law. This includes updates to the General Plan and Zoning Ordinance. Key Development Project Facilitation is also included within the program to ensure high profile projects are of quality design, meet City objectives, are appropriate, are feasible, and are of fiscal and economic benefit for the community.

Organization 22.75 FTEs: Community Development Director, Assistant Community Development Director, Planning Manager, Principal Planner, Senior Planner, Associate Planners, Assistant Planner, Economic Development & Housing Manager, Economic Development Coordinator, Administrative Assistant, Senior Administrative Clerks, Building Official, Assistant Building Official, Building Inspectors, Permit Technician, Management Analyst, and planning contractors, including a San Mateo County Code Enforcement Officer

Major Services • Building
– Pre-project technical assistance
– Issue permits and collect fees
– Conduct project inspections
– Coordinate all agency final approvals
– Apartment inspection program
– Flood plain management
• Code Enforcement
– Respond to complaints/resolve problems
– Enforce zoning and municipal codes
– Issue stop-work notices/construction without permits
• Planning
– Development project review
– Zoning/Land use regulation
– General Plan implementation
– Environmental compliance
– General Plan/Zoning Amendments
– Housing Element

FY 2022-23
Accomplishments
• Continued timely building and fire plan review for all projects • Provided timely and results-based response to Code Enforcement complaints • Onboarded new City Arborist to review tree removal applications and tree protection plans per guidelines in newly adopted ordinance. • Adopted Housing Element
• Adopted Safety Element
• Approved 405 Industrial Road and entered into a Development Agreement providing community benefits
• Approved 1021 Howard, new life science/research and development building

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FY 2023-25 Goals • Complete Objective Design Standards for Single-family units, SB-9 units and multi- family units.
• Adopt the Downtown Specific Plan
• Adopt the Northeast Area Specific Plan
• Adopt a General Plan Update for New Buildout and Continued Improvements to 2030
• Work with ABAG and Symbium to create a more streamlined review process for residential projects

Building and Planning
Divisions
Development and
Permitting Services
Objective 1
Provide customer service by responding to a wide range of inquiries generated by email, telephone, meeting requests, and at the service counter. Review development applications and construction drawings and issue permits. Coordinate and oversee internal and external plan checks. Prepare reports, presentations, and provide recommendations for decision makers.

These Key Performance Measures reflect the range of projects Planning and Building division staff process. Each application below represents staff time and project management from time of application to completion of the planning review phase to building permit issuance and site inspections. The types of applications provide insight into the level of development activity in the community. For example, high volume of business registrations and signs are positive indicators of business activity. Conversely, low volume of Appeals and Variances indicates that the process and regulations are effective in implementing the community’s standards. The volume of applications is also an indication of workload volume and directly correlates to staff resource needs.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of development-related inquires received and
addressed (email, phone, public counter, face-to-face
meetings)
2,000 2,000 2,000 2,000
# of planning applications reviewed 476 595 600 600
Appeals 6 3 3 3
Design Review – Single-Family 90 98 100 100
Design Review - Other 20 24 35 35
Zoning Amendment/Annexation 7 6 6 6
Minor Use Permits 1 5 6 6
Conditional Use Permits - Planning Commission 6 14 12 12 Grading and Dirt Haul 3 6 8 8
Variances 0 1 2 2
Subdivisions 3 6 6 6
Special Events 5 5 5 5
Pre-applications 6 5 7 7
Zoning Affidavits 12 5 6 6
Tree Removal Permits 90 95 90 90
Business Registrations 165 183 180 180
Signs 62 50 55 60
# of building permits issued 1,722 1,700 1,800 1,800
# inspections conducted 6,524 6,500 7,000 7,000
# site visits per inspector per day 12 - 15 12 - 15 13 - 18 13 - 18 % of building inspections performed next day when
requested 99% 99% 99% 99%
% of building plans reviewed in house 50% 50% 50% 50%
% of building of building plans reviewed by outside
plan check consultant 50% 50% 50% 50%

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Building Division
Code Enforcement
Objective 2
Receive, monitor, and respond to Code Enforcement cases. Provide coordinated and improved Code Enforcement through shared services with San Mateo County Code Enforcement to efficiently resolve Municipal Code violations in San Carlos.

The Key Performance Measures for the City’s Code Enforcement program reflect the range and volume of cases handled by the Code Enforcement officer. Fiscal Year 2021 Actuals show the volume and turn-around time within the current 40-hour Code Enforcement agreement with San Mateo County. The 2021-23 projections reflect adjusted response times that are reflective of a continued high level of service for the community given the volume of cases taken in and resolved.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of enforcement hours provided 1,580 1,580 1,580 1,580 # of cases resolved 168 170 180 180
# of cases opened 186 170 180 180
# of appeals processed 0 0 0 0
# of cases requiring abatement 1 2 2 2
# of days to respond to phone calls and emails 1 - 2 1 - 2 1 - 2 1 - 2 # of days to respond to notice of violation and citation inquiries 2 - 3 2 - 3 2 - 3 2 - 3
# of days available to offer meetings with officer 4 4 4 4

Building Division
Code Enforcement
Objective 3
The goal of the Residential Inspection program is to ensure minimum life-safety standards are maintained in the City's rental housing stock. The program addresses deferred maintenance and Building Code violations of common areas and interior areas of rental units throughout the city.

Key Performance Measures for the City’s Residential Inspection program reflect the Building Division’s site inspection and follow-up volume and inspection pass rates to address minimum life-safety standards for our rental housing stock and occupants.

Since the program’s inception, apartment fires remain at zero, which is a testament to the fire-prevention items addressed with our annual inspections and educational ef
forts. This program was placed on hold during COVID.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# inspections performed per year 0 120 150 150
% of inspections that require first inspection 15% 15% 15% 15% % of inspections that require second inspection 30% 30% 30% 30% % of inspections that require a third inspection 30% 30% 30% 30% % of inspections that require a fourth inspection 15% 15% 15% 15% % of inspections that require a fifth inspection 15% 15% 15% 15% # of apartment-related fires per year 0 0 0 0

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Planning Division
Key Development
Project Facilitation
Objective 4
Assist and facilitate key development projects in the city, including meeting with developers and providing direction. Provide project management services to facilitate the review and processing of large scale and/or complex development proposals through the City’s regulatory process; prepare reports and presentations; facilitate community informational meetings and community outreach; negotiate agreements and conditions of project approval; provide leadership; and ensure full involvement from department/divisions.

Key development projects include the most complex and significant projects from a citywide perspective. The Key Performance Measures illustrate critical steps in development review and project management, including public hearings and community meetings. Each step requires the highest level of project management expertise, extensive technical analysis, and community outreach.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of projects facilitated 11 13 7 5
# of public hearings 3 13 11 9
# of key projects and initiatives completed 2 7 6 4
# of neighborhood/community meetings staffed 1 4 3 2
Average # hours per project manager spent on key
development projects (average project is 40 hours) 110 110 110 110

Planning Division
Long Range Planning
Objective 5
Review, assess, and provide policy updates to ensure current policies are effective and respond to community and Council priorities and comply with state law. Prepare updates to the General Plan and Zoning Ordinance as necessary. Coordinate and respond to long range planning objectives as outlined through the City Council Strategic Plan and General Plan. Conduct studies, perform research, and investigate best practices. Attend meetings of regional or local agencies including City and County Association of Governments, Association of Bay Area Governments, Grand Boulevard Initiative, Metropolitan Transportation Commission, Airport Land Use Committee, Four Corners Working Group, Bay Area Air Quality Management District, Bay Area Planning Directors Association, and others to ensure regional planning efforts are coordinated. Monitor state and regional legislation and provide recommendations to City Council for consideration.

The Key Performance Measures below reflect the number of General Plan actions and updates to long range policies and ordinances. The Planning Division works to implement the General Plan in the course of business. This often requires special studies, such as the recent Bicycle and Pedestrian Master Plan (in collaboration with Public Works). Upcoming budget years will see updates to the Municipal Code and Zoning Ordinance to comply with changes to state law and for general code clean up.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of General Plan actions implemented 6 9 12 12
# of updates to long range policies and ordinances 2 3 3 1

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COMMUNITY DEVELOPMENT DEPARTMENT

Program Name Economic Development
Program Goals The goal of the Economic Development program is to grow the local economy, increase the City's tax revenue base, and create more jobs by facilitating and encouraging business growth, real estate development, and recognition of San Carlos as a great place to live, work, play, and learn.

Organization 1.2 FTEs: Community Development Director, Assistant Community Development Director, Assistant Community Development Director Economic Development & Housing Manager, Economic Development Coordinator, Administrative Assistant, and contractors

Major Services • Expand property and sales tax base to improve fiscal health • Retain, expand, and attract desirable businesses and jobs • Evaluate projects for fiscal and economic benefit
• Promote and market the city
• Support businesses seeking to expand
• Administer and manage City land and building assets
• Pursue strategic property acquisitions

FY 2022-23
Accomplishments
• Evaluated cell antenna and restaurant proposals on city-owned land for fiscal and economic benefits
• Executed agreement for a new digital billboard at 611 Industrial Road • Developed and adopted a Child Care Impact Fee for large commercial projects to help increase the availability of affordable childcare for San Carlos residents and employees

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FY 2023-25 Goals

• Negotiate with developers of large commercial properties to procure best possible community benefits
• Attract more revenue-producing businesses into the city, particularly on catalyst sites
• Develop urban design strategies to attract more spending activity to strategic locations in the City (building materials outlets, industrial arts, downtown, etc.) • Identify zoning constraints on various retail uses, such as limits on outdoor food trucks, outdoor seating, pop-up retail, outdoor kiosks, music, and other special events
• Support the development of a Downtown Plan and improvements to the streetscape including sidewalks, crosswalks, planters, trees, and any other items identified during the planning process
• Work with the Industrial Arts Business Association (IABA) to promote the district as a prime destination for artisan, craft, and creative businesses

Economic Development
Objective 1
Support existing businesses and commercial property owners by providing accurate, useful and timely information, connecting businesses with resources, identifying and matching sites with potential tenants, liaising with local business groups, and supporting interdepartmental activities and programs benefitting or impacting businesses.

These performance measures track the rate of change from year to year on financial indicators that provide insight into the health of the local real estate market.

These indicators assist in budget planning by tracking sales, business registration, and hotel tax revenues. The rental rates for various property types shed light on how competitive the local market is for differing asset classes, which indicates what development pressure might exist for future growth. Additionally, the measures track the division’s participation in local interest groups and meetings with property and business owners, which provides insight into how the investment community is connecting with City Hall and vice versa.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
% growth of active in-town businesses 8.2% 7.5% 6% 8%
R&D vacancy rate (and average asking rent per sq. ft.) 3.1% ($6.50) 3.0% ($7.00) 3.5% ($7.50) 3.5% ($7.50) Industrial vacancy rate (and avg. asking rent per sq.
ft.) 3.7% ($2.11) 3.5% ($2.30) 3.3% (2.50) 3.1% (2.70)
Office space vacancy rate (and avg. asking rent per sq. ft.
) 10.2% ($4.85) 10% ($5.00) 9% ($5.15) 8% ($5.30)
# of non-meeting inquiries fielded from existing
businesses and/or commercial property owners 95 100 100 100 # of meetings with existing businesses and/or
commercial property owners 14 15 15 15
# of business group meetings attended (includes
Chamber, HIA, EDP and EDAC
) 23 20 20 20

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Economic
Development
Objective 2
Lead efforts to increase awareness of San Carlos businesses and development opportunities by producing marketing collateral and providing electronic resources, supporting events to promote business and the community, attending development community networking events, and liaising with regional advocacy groups.

These Performance Measures provide insight into division interactions with regional entities and how the public is accessing information shared by the division. By tracking these measures year over year, the division can better understand how to improve its promotional efforts.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of email economic development newsletters sent 10 12 12 12 # of regional advocacy group meetings attended
(includes SVEDA, ABAG, SPUR, Plan Bay Area,
etc.) 11 10 15 15
# of development community networking events
attended (includes ULI, ICSC, broker breakfasts, etc.) 13 10 10 10

Economic
Development
Objective 3
Encourage new investment by providing accurate, useful, and timely information to prospective businesses and the development community, helping to match companies with available spaces, and identifying opportunity sites. Catalyze development by investing large-scale, City-partnered development projects.

Business retention and expansion is a key part of economic development, which this set of Performance Measures tracks. The number of businesses and employees, including inquiries from prospective businesses, provide insight into the health of the business community within the city.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of new in-town business registrations issued 175 170 160 180 # of employees reported by new in-town businesses 843 800 750 1,000 # of inquiries from prospective businesses and/or
developers and their brokers 6 10 10 10

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COMMUNITY DEVELOPMENT DEPARTMENT

Program Name Housing Compliance and Assistance
Program Goals The goal of the Housing Compliance and Assistance program is to ensure that safe, healthy, and affordable housing is available in San Carlos regardless of income by encouraging and facilitating new development or rehabilitation of units priced for low to moderate income households.

Organization 1.2 FTE: Assistant Community Development Director, Economic Development & Housing Manger, Economic Development Coordinator, Administrative Assistant, and contractors

Major Services • Support regional affordable housing programs • Monitor affordable housing inventory in town
• Collect affordable housing impact and in lieu fees for affordable housing development
• Administer affordable housing funds
• Review and approve Below Market Rate (BMR) Plans

FY 2022-23
Accomplishments
• Executed a Disposition, Development, and Loan Agreement (DDLA) with HIP Housing and Eden Housing for the Cherry Street affordable housing project • Finalized entitlements and secured financing for the Cherry Street project • Completed sales to low-income households of three City-owned BMR units after adjusting income restrictions and extending affordability periods to preserve and deepen affordability
• Awarded $162,300 in funding to non-profit organizations working to expand and preserve affordable housing in the San Carlos community

FY 2023-25 Goals • Explore strategically acquiring property for future affordable housing projects, maintaining relationships with the local broker community and bringing opportunities to the Council for direction as needed
• Explore the acquisition of Market Rate units to convert to BMR and complimentary strategies for leveraging BMR Housing Funds to increase BMR housing supply.

Staff is reviewing and working with representatives from two programs, one from the California Community Housing Agency (CalCHA) and the other from the California Statewide Communities Development Authority (CSCDA) • Begin construction of affordable housing project at 1232 Cherry Street • Complete regulatory agreements for market rate multi-family projects building BMR units
• Calculate and collect commercial linkage fees for large development projects

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Housing Compliance &
Assistance
Objective
Implement the Below Market Rate (“BMR”) Housing Ordinance and Affordable Housing Impact Fee Resolution; monitor existing below market rate units and ensure compliance with regulatory agreements; assist with the production, preservation, and rehabilitation of affordable housing units and projects; assist local and regional housing organizations; and provide housing resource information.

With the City’s BMR Program main objective being to provide BMR housing units, it is imperative that the division track the number of existing and new BMR units and to monitor the number of applicants added to the BMR waitlist. The Performance Measures below gauge the number of waitlist applicants and the rate of BMR unit construction. This provides insight into the need for additional affordable units.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of new BMR housing regulatory agreements
processed 0 48 45 20
# of existing units monitored 5 3 3 3
# of housing organization assistance contracts
processed 7 7 7 7
# of people who live or work in the city added to unit
waitlist 232 170 160 150
# of people who do not live or work in the city added
to until waitlist 1,248 1,300 1,350 1,400
# of affordable units in San Carlos 141 145 149 179
# of affordable units preserved or rehabilitated 1 0 6 0

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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)
Seasonal

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PARKS & RECREATION DEPARTMENT
Mission
The Parks and Recreation Department enhances the quality of life for residents of San Carlos by providing recreational opportunities for all ages, providing safe and well-maintained parks and facilities, and providing community events. The department strives to offer programs and services that support the City Council’s goals and core values by offering adult services, tot, youth and teen programs, after school programs, and community events. The department manages use of recreation facilities, oversees the City’s park system, supports the Parks, Recreation and Culture Commission, and partners with the Parks and Recreation Foundation of San Carlos.

Organization
The Department is organized into Administration, Recreation Programs and Services, and Community Events Divisions

Org Code
01701000, 01721000-01791034, 27271000

Dept #
7010-7910, 2710

Description
Under the direction of the Parks and Recreation Director, the Parks and Recreation Department consists of 13 full-time regular employees. Five programs – Athletics, Adult Services, Youth Development, Personal & Family Development, and Special Community Events – are managed by one Recreation Manager, two Recreation Supervisors, and supported by five Recreation Coordinators.

Program Management
Leadership & Management (2 FTEs) Parks & Recreation Directo r Athletics (1.3 FTEs) Recreation Manage r
Adult Services (4 FTEs) Recreation Supervisor
Youth Development (1.3 FTEs) Recreation Manager
Personal & Family Development (2.4 FTEs) Recreation Superviso r Special Community Events (2 FTE) Recreation Supervisor

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PARKS & RECREATION DEPARTMENT

Program Name Leadership & Management
Program Goals The goal of Leadership and Management is to provide leadership, oversight, and administrative support to develop and deliver innovative and high-quality programs, services, parks, and facilities that meet the needs and interests of San Carlos residents.

Organization 2 FTEs: Parks & Recreation Director, Administrative Assistant Major Services  Meet with Boards and Commissions
 Provide support to City Manager on matters related to Parks and Recreation  Oversee Capital Improvement Program projects for Parks, Recreation, and Facilities
 Assign and oversee workloads for supervisory staff
 Collaborate with Parks and Recreation Foundation of San Carlos on program and project funding needs

FY 2022-23
Accomplishments
 Started construction of Phase II of the New Field Lighting Project at Madsen Field and Stadium Field
 Transition of Parks and Recreation Full-time Employees – hired 4 new full-time staff, promoted three full-time staff to new positions and promoted one part-time employee to full-time
 Completed the Burton Park Batting Cages Project
 Completed an agreement with Parks and Recreation Foundation to partner on community events with committed annual event sponsorships  Converted two tennis courts to multi-lined tennis and pickle ball courts at Highlands Park
FY 2023-25 Goals  Complete Phase II of the Field Lighting Project  Initiate Parks Master Plan process
 Continue to explore new community trail opportunities  Continue to work with Parks and Recreation Foundation on funding partnerships

Leadership &
Management
Objective
Leadership and Management provides administrative support for delivery of programs and services that creates a positive impact on community image and sense of place; increases safety and security, provides economic development opportunities; protects environmental resources; enhances cultural understanding; improves health and wellness; fosters human development; assists in community problem solving; and provides a wide range of recreation experiences.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
% of residents who rate the overall quality of recreation services as good or excellent * N/ A N/ A N/ A N/ A
* Surveys were conducted 2020-2023; however, this question was not in the 2022 survey and survey data is not yet available for 2023. The latest community surveys can be found here.

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PARKS & RECREATION DEPARTMENT

Program Name Athletics
Program Goals The goal of Athletics is to offer sports programs and facilities for City residents that foster sportsmanship and encourage and promote health and wellness.

Organization 1.3 FTEs: Recreation Manager, Recreation Coordinator

Major Services • Develop and promote sports camps and classes for children 2-17 years old • Coordinate adult sports leagues, including softball, basketball, soccer, bocce ball, and cornhole
• Coordinate indoor adult drop-in pickleball & indoor drop-in adult volleyball programs • Coordinate rentals for City-owned sports fields and facilities • Coordinate and schedule field use for San Carlos youth sports organizations for City and School District owned fields
• Coordinate in-house youth basketball & youth flag football programs • Recruit and assign volunteer coaches for in-house programs

FY 2022-23
Accomplishments
• 433 participants enrolled in our in-house Youth Basketball League • 322 participants enrolled in our in-house Youth Flag Football League • 2,673 participants enrolled in our sports user groups • Started a new drop-in pickleball program at Highlands Tennis courts • Coordinated an in-house flag football camp
• Successfully increased adult bocce ball program to offer league three days a week

FY 2023-25 Goals • Continue to grow in-house summer flag football camp • Develop in-house sports class offerings, coordinated by Parks and Recreation staff • Explore new adult fitness classes to include in class offerings

Athletics
Objective
Athletics develops and promotes sports classes and camps for youth, fitness classes for adults, youth and adult sports leagues, and coordinates community sports field use scheduling.

The Performance Measures for Athletics provide data to ensure we are meeting our objectives. The data below serves as benchmarks to determine whether or not we are continuing to provide an acceptable number of program opportunities to meet the needs of the community. The number of organized play participants reflects the overall number of individuals using our fields and facilities throughout the year.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of youth sports league teams 72 72 74 74
# of registered adult sports league teams 249 250 255 260 # of registrations in sports classes
Youth 905 1,353 1,393 1,450
Adult 198 310 330 345
# of sports classes offered 322 330 345 350
# of organized play participants 7,123 8,642 8,901 9,168 % of department program budget recovered through
Athletics services to the community 120% 94% 101% 106%

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PARKS & RECREATION DEPARTMENT

Program Name Adult Services
Program Goals The goal of Adult Services is to provide a variety of programs, activities, and services that promote health and wellness, foster human development, strengthen community image and sense of place, and increase social interaction and cultural unity.

Organization

4 FTEs: Recreation Supervisor, Recreation Coordinator, Senior Facility Attendant, Cook

Major Services • Operate the Curbside Lunch Program four days per week • Organize and promote free and/or low-cost recreation and fitness classes for seniors
• Develop and implement Special Events for seniors
• Organize and promote the senior Trips and Tours Program • Partner with the San Carlos Service Clubs for Seniors to operate the Caring Cupboard Program
• Collaborate with the Friends of the San Carlos Adult Community Center on program funding needs.

FY 2022-23
Accomplishments
• The City of San Carlos was designated as an Age-Friendly Community by the American Association of Retired Persons (AARP), an affiliate of the World Health Organization
• Celebrated the 40
th Anniversary of the Adult Community Center
• Resumed the Trips and Tours Program and in person Special Events • Increased the Curbside Lunch Program offerings, serving over 27,000 meals • Received two grants from Sequoia Healthcare District to support senior programs, totaling $44,160 ($40,000 for the Curbside Lunch Program and $4,160 for fitness classes)
FY 2023-25 Goals • Increase number of in-person fitness class offerings • Develop a senior resource guide and host a Senior Resource Fair • Offer integrational programs, in partnership with the Youth Center • Continue to work with the Friends of the Adult Community Center on identifying funding partnerships

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Adult Services
Objective
Adult Services offers a meal program, coordinates recreation activities and special events, provides social gatherings, provides wellness and educational classes, organizes and promotes adult trips and tours, and provides volunteer opportunities for all ages and abilities.

All programs offered at the Adult Community Center meet one of more of the seven dimensions in wellness: social, emotional, spiritual, environmental, occupational, intellectual, and physical. By measuring the following data, staff can ascertain if they are providing enough programs to meet the program goal of promoting health and wellness, social interaction, and fostering a sense of belonging. The information collected is also vital to staff when applying for grants and other outside funding opportunities to support Adult Services programs.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
Average # of Adult Community Center (ACC) visits per
day (includes drop-in activities) 175 240 255 270
# of meals served 21,310 27,212 28,000 28,500
# of ACC Facility Rentals 15 35 40 45
Total # of registrations in ACC programs
# of ACC trips registrants 0 432 563 678
# of class participants 1,592 1,715 2,015 2,400
# of special event participants 165 1,615 1,905 2,000
% of program participants who rate opportunity for
social interaction as good or excellent 99% 99% 99% 99%

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PARKS & RECREATION DEPARTMENT

Program Name Youth Development
Program Goals The goal of Youth Development is to provide a variety of recreational opportunities for youth in a safe and inclusive environment that support leadership development, create positive social experiences, increase cultural unity, facilitate community problem solving, and strengthen community image and sense of place.

Organization

1.3 FTEs: Recreation Manager, Recreation Coordinator
Major Services • Operate the After School Drop-In program for youth ages 10-17 years • Coordinate and promote summer camps for youth ages 4-12 years • Manage private Youth Center rentals
• Coordinate the Birthday Party program
• Advise and provide leadership to the Youth Advisory Council

• Develop and train part-time staff in career development and skill building

FY 2022-2023
Accomplishments
• Resumed Youth Center Special Events
• Resumed Youth Center tutoring program
• Successfully ran in-house Adventure Camp program for 8 weeks • Held Part-Time staff training on mental wellness and well-being • Promoted youth mental wellness and well-being through free Drop-In programs and workshops
• Led the Youth Advisory Council board and successfully coordinated cleanups, held toy, personal care item, and wellness supply drives, hosted the Halloween Haunted House, Pop-Up Thrift Shop
• Collaborated with the Community Foundation on the Art & Wine Faire activity booth and Community Conversation on Gender Identity & Inclusion

FY 2023-25 Goals • Increase number of Adventure Camp participants. • Expand YC Drop-In Program participation and special event offerings. • Expand part-time staff training with an emphasis on youth mental wellness. • Promote positive youth conflict resolution and mental wellness through programs and workshops

Youth Development
Objective
Youth Development operates the After School Drop-In program and special events, coordinates the in-house summer camp, enhances recreational and social opportunities for youth in the community by partnering with community organizations, and provides guidance and leadership to the Youth Advisory Council.

The performance measures for the Youth Development program area are indicators of the number of youth we are serving; both daily and annually. The number of daily After School Drop-In participants, Special Event participants, and Summer Camp registrants are strong indicators of the quality of programs and services provided to youth in the community.

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Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
Average # of After School Drop-In program daily participants 66 68 71 75 # of Youth Development Special Event participants 1,534 1,581 1,660 1,743 # of Summer Adventure Camp participants 990 1,040 1,071 1,103 # of Youth Center members 710 732 755 777
% of department program budget recovered through
youth development services to the community 48% 50% 51% 50% % of participants who rate youth programs as good or
excellent N/ A 98% 98% 98%
% of residents who are satisfied with recreational
opportunities for Youth* N/ A N/ A N/ A N/ A
* Surveys were conducted 2020-2023; however, this question was not in the 2022 survey and survey data is not yet available for 2023. The latest community surveys can be found here.

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PARKS & RECREATION DEPARTMENT

Program Name Personal and Family Development
Program Goals The goal of Personal and Family Development is to provide a variety of fee-based recreation programs and activities for residents of all ages that strengthen community image and sense of place, promote health and wellness, foster human development, and offer a positive recreational and social experience.

Organization 2.4 FTEs: Recreation Supervisor, Recreation Coordinator, Senior Administrative Clerk

Major Services • Develop and promote recreation classes for youth and adults • Coordinate Club Ed summer enrichment camps, partnering with the San Carlos School District for facility space
• Produce seasonal Activity Guide three times per year and mail to all households FY 2022-23
Accomplishments
• Increased fee-based class registration numbers to nearly pre-pandemic levels. • Resumed all in-person contract class programming and phased out virtual classes. • Expanded promotion of the Fee Assistance Program, increasing fund allocations by over $6,000 from prior year.
• Increased picnic reservation numbers by 10%
• Worked with Parks and Recreation Foundation to update Fee Assistance allocation limits
FY 2023-25 Goals • Continue to promote the Fee Assistance Program to offer more financial support to community.
• Continue to explore new recreation class and camp opportunities. • Assess picnic rental program and process.

Personal & Family
Development
Objective
The Personal & Family Development program develops and promotes fee-based recreation classes for tots, youth, teens, and adults, coordinates the summer Club Ed enrichment camps, and manages picnic rentals.

The performance measures for the Personal & Family Development program areas are designed to measure our total registration numbers, monitor the number of new programs we offer each year, and evaluate the participant’s satisfaction level with the programs we are offering. The new programs offered number correlates to our objective of developing recreation offerings for youth and adults. The number of program registrations is used to evaluate the success of promoting class offerings.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of recreation class registrations 2,605 3,400 3,502 3,607 Youths 1,535 2,200 2,266 2,334
Adults 1,070 1,200 1,236 1,273
# of new class offerings 71 91 94 97
# of class sessions offered annually 508 800 824 848
% of department program budget recovered through
personal and family development classes to the
community 76% 84% 81% 81%
% of participants who rate the social and/or
recreational experience as
good or excellent
Youths 95% 95% 95% 95%
Adults 100% 100% 100% 100%
# of picnic rentals 335 350 360 370

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PARKS & RECREATION DEPARTMENT

Program Name Special Community Events
Program Goals The goal of Special Community events is to provide events for residents and visitors that reflect the community's unique character, strengthen community image and sense of place, encourage community-wide involvement, and support local business.

Organization

2 FTEs: Recreation Supervisor, Recreation Coordinator
Major Services • Organize and promote City-run Community Events • Partner with outside agencies for event sponsorships
• Facilitate and approve all non-profit Special Event permits, including youth sporting tournaments, school fun runs, community car show and neighborhood block parties

FY 2022-23
Accomplishments
• Successfully coordinated 22 public community events
• Transitioned Hometown Days and Art & Wine Faire under City management • Recruited over 200 volunteers to support community events • Transitioned Farmers’ Market operations to Urban Village Farmers’ Market Association.
• Resumed Farmers’ Market in April to operate on a year-round basis moving forward. • Hosted the first community volunteer recognition dinner FY 2023-25 Goals • Add a second Block Party event downtown • Increase community engagement in sponsorships and volunteering • Improve partnerships with local community service groups • Expand knowledge on sustainable event practices

Special Community
Events
Objective

Special Community Events provide opportunities for residents and visitors to attend City-sponsored events, including Goblin Walk and Night of Holiday Lights, partner with non-profit community organizations to facilitate Special Event Permits including the Art & Wine Faire, Hometown Days, Farmer’s Market and Youth Sports Tournaments, and permit neighborhood block parties.

By measuring the following data, staff can determine if we are on track to meet the City’s objective of providing ample opportunities for residents to engage in community building activities, whether it is a small neighborhood event or a large community-wide event, and foster support for our local businesses.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of Special Events sponsored or co-sponsored by
Parks & Recreation 24 25 26 27
% of department program budget recovered through
special community events 22% 40% 43% 43%
$ of revenues generated from community sponsors N/ A $85,000 $100,000 $110,000 # of non-City sponsored special event permits issued 23 4 17 22 # of block party permits issued 27 3 12 24

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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
Reclass
Underfilled
Seasonal Staff
Principal Engineer
(1)
Senior Traffic
Engineer
(1)
Associate Engineer
(1)
Associate Engineer
(1)
Civil Engineering
Assistant
(1)
Civil Engineering
(1)
Associate Engineer
(1)
Sr Mechanic
(1)
Public Works
Inspector
(2)
Sr Maintenance
Worker ‐ Facilities
(1)
Intern
(1)

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PUBLIC WORKS DEPARTMENT
Mission
The Department of Public Works is responsible for the design, construction, contract administration, and overall maintenance and operation of the City's transportation, stormwater, wastewater, parking, buildings, and parks infrastructure.

Organization
The Department is comprised of Administration/Engineering and Maintenance, including Streets, Sewer, Storm, Traffic, Fleet, Parks, and Facilities. Overall, Department funding is allocated to seven operational budgetary units: Admin/Engineering (5110); Fleet (5311); Street Maintenance (5411); Traffic Operations (5611); Wastewater (6311); and Stormwater (5211); and three capital budget units: Gas Tax (1610); Measure A (5711); and Parking (2811). Descriptions are included within each budgetary unit.

Org Code
01511000, 01531000, 01541000, 01561000, 01711000-01719000, 06631000, 14391000, 14571000, 15521000, 16610000, 18188000, 28281000, 95951000

Dept #
1880, 2810, 3910, 5110, 5210, 5310, 5410, 5610, 5710, 6100, 6310, 7110-7190, 9510

Description
Under the direction of the Public Works Director, the Public Works Department consists of 37 full- time regular employees and 12.9 contract employees.

Program Management
Administration/Engineering (12 FTEs) Public Works Director/City Enginee r Facilities Maintenance (8 FTEs/Contract) Public Works Superintendent Fleet Maintenance (1 FTE) Public Works Superintendent
Park Maintenance (13.9 FTEs/Contract) Public Works Superintendent Wastewater (10 FTEs) Public Works Superintendent
Stormwater (2.5 FTEs) Public Works Superintendent
Street Maintenance (2.5 FTEs) Public Works Superintendent

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PUBLIC WORKS DEPARTMENT

Program Name Administration/Engineering
Program Goals The goal of Administration/Engineering is to provide leadership, oversight, and support to develop and deliver innovative, high-quality programs, and services that meet the needs and interests of San Carlos residents and businesses.

The goal of the Sidewalk Maintenance Program is to provide repair and inspection services to ensure that public sidewalks and walkways are well maintained and free of obstructions to enhance pedestrian safety and mobility.

The goal of the Traffic/Engineering program is to provide traffic operation analysis and investigation services to provide efficient, safe, and effective movement of people and vehicles throughout the city.

The goal of the Parking program is to administer permits for existing City parking lots and on-street parking to provide for resident and business parking needs.

The goal of the Capital Improvement Program (CIP) is to systematically undertake and evaluate potential projects to preserve City of San Carlos infrastructure while ensuring efficient use of public funds.

The goal of the Development and Permitting program is to process, review, and approve development of public and private plans and applications to ensure conformance with local, state, and federal requirements.

Organization 12 FTEs: Public Works Director, City Engineer, Principal Engineer, Senior Traffic Engineer, 3 Associate Engineers, Civil Engineering Assistant, 2 Public Works Inspectors, Management Analyst, Administrative Assistant

Major Services • Capital Improvement Program/Engineering • Development and Permitting
• Traffic Engineering
• Traffic operations analysis and investigation services • Safety and effective movement of people and vehicles
• Transportation and Circulation Commission
• Parking Programs
• Sidewalk Maintenance Program

FY 2022-23
Accomplishments
• Repaired tripping hazards for over 80 properties.
• Continued to reduce Sanitary Sewer Overflows to a historically low level. • Removed the remaining 36 eucalyptus trees along San Carlos Avenue. • Updated the current 5-year paving master plan.

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FY 2023-25 Goals • Complete Phase III of the San Carlos Avenue Pedestrian Safety Improvement Project
• Build consensus on infrastructure and maintenance priorities • Enhance pedestrian and bicycle accessibility and safety • Complete major infrastructure and transportation CIP projects • Implement the Neighborhood Traffic Management Program • Work with partners on school traffic issues
• Inform and educate the public about traffic options
• Assist other departments with strategic plan goals and objectives • Identify critical traffic bottlenecks

Leadership and
Management
Objective 1
The goal of Administration/Engineering is to provide leadership, oversight, and support to develop and deliver innovative, high-quality programs and services that meet the needs and interests of San Carlos residents and businesses.

The performance measures we use are designed to ensure we are meeting this objective. We prioritize the Council’s Strategic Plan objectives assigned to our department to ensure their completion. We ensure we expedite our activities, including taking items regularly to Council for direction. We provide a number of programs and services not related to the CIP, which we make an effort to promote to the community. We also receive many requests electronically, which is an efficient way to communicate with the community about our activities.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of staff reports taken to Council 70 50 50 50
# of non-CIP related public information notices created 10 10 10 10 # of Inform San Carlos requests received
(Engineering) 437 200 200 200
# of programs managed 15 15 15 15

Sidewalk Program
Objective 2
The goal of the Sidewalk Maintenance Program is to provide repair and inspection services to ensure that public sidewalks and walkways are well maintained and free of obstructions to enhance pedestrian safety and mobility.

The performance measures we use are to show in a numeric way our progress with this program. We include the amount of sidewalk, curb and gutter, and driveway approaches repaired. We also track the number of inspections performed, as not all lead to repair during that year. We also track the number of sidewalk permits so we know the amount of sidewalk being repaired in the city outside of our program.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
Sq. ft. of sidewalk repaired by City (in CIP) 4,776 2,500 2,500 2,500 Sq. ft. of driveway approaches repaired by City (in
CIP) 528 1,000 1,000 1,000
Linear feet of curb/gutter repaired by City (in CIP) 243 500 500 500 # of sidewalk inspections conducted 46 150 150 150
# of sidewalk locations repaired by City program 88 150 150 150 # of private sidewalk permits issued 45 45 45 45

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Traffic Engineering
Objective 3
The goal of the Traffic Engineering program is to provide traffic operations analysis and investigation services to provide efficient, safe, and effective movement of people and vehicles throughout the city.

Traffic requests are among the most common requests we receive and must be investigated. These performance measures help us track how well we are doing. We track how many studies we’ve completed and how many result in traffic calming measures implemented to determine how often requests result in the need to slow traffic. We measure the number of traffic speed surveys we perform and their timeliness in an effort to resolve safety concerns as soon as practicable. We also track the number of requested investigations and the number completed to ensure we are dealing with traffic issues efficiently.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of traffic and circulation studies conducted 4 5 5 5
# of studies resulting in implementation of a traffic
calming measure 2 3 3 3
# of speed zone surveys done 25 10 10 10
# of speed zone surveys done in timely manner
according to regulations 25 10 10 10
# of traffic investigations submitted 10 15 15 15
# of traffic investigations completed 10 15 15 15

Parking Program
Objective 4
The goal of the Parking program is to administer permits for existing City parking lots and on-street parking to provide for the parking needs of residents and businesses in San Carlos.

The measure we use to track the success of each permit program is by counting the number of permits issued. We also track the number of complaints received to determine how much effort needs to be made to resolve parking issues. We also track how quickly we are responding to and resolving parking complaints to ensure we are efficiently responding to them.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of Residential GESC permits issued 1,620 1,700 1,700 1,700 % of total Residential GESC permits issued 93% 98% 98% 98% # of Business GESC permits issued 72 60 60 60
# of resident parking complaints received 5 25 25 25
% of parking complaints accepted and planned for
action within one business day 40% 90% 90% 90%
% of parking complaints completed within 24 hours 40% 75% 75% 75%

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\\Development and
Permitting
Objective 5
The goal of the Development and Permitting program is to process, review, and approve public and private plans and applications for development projects to ensure conformance with local, state, and federal requirements.

Permitting is an important function of the City to ensure that work performed in San Carlos meets standards. Our department tracks a number of permits to determine how much of our staff time must be devoted to the efficient processing of permits. It also provides us with information on how much activity is happening in the city to ensure adequate resources are available.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# Encroachment permits issued 316 155 350 350
# Sewer Lateral permits issued 168 69 100 100
# Utility permits issued 562 266 300 300
# of grading permits reviewed 22 18 10 10
# of inspections conducted 2,032 2,500 2,500 2,500
# of projects reviewed during entitlement 22 18 50 50

Capital
Improvement
Program
Objective 6
The goal of the Capital Improvement Program (CIP) is to systematically evaluate and undertake potential projects to improve and preserve City of San Carlos infrastructure while ensuring efficient use of public funds.

Maintaining and improving the City’s infrastructure are essential services of the City.

We track the number of projects, cost, and how well we are delivering these projects to our community to ensure we are meeting this objective.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2024
Proposed
# of projects 42 40 40 40
$ Capital invested $39,740,000 $41,000,000 $30,000,000 $30,000,000 % of projects finished on time 100% 100% 100% 100%
% of projects completed within budget 100% 100% 100% 100%

KS EPARTMENT

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PUBLIC WORKS DEPARTMENT

Program Name Facilities Maintenance
Program Goals The goal of Facility Maintenance is to ensure that all City buildings are safe, functional, and clean by performing regular maintenance, cleaning, and inspections using a combination of in-house staff and contract services.

Organization 3 FTE: Senior Maintenance Workers
5 FTEs: Contractors

Major Services • Manage maintenance for all City buildings • Respond to service requests from City staff
• Respond to service requests from the public

FY 2022-23
Accomplishments
• Painted with anti-graffiti coating at the Wheeler Plaza Garage • Created Pest Control Program for facilities and the downtown area • Provided excellent customer service

FY 2023-25 Goals • Paint exterior of City Library
• Complete the security camera upgrades at City facilities • Install additional lighting at Wheeler Plaza Garage

Facilities
Maintenance
Objective
Manage maintenance for all City buildings.

We track how many buildings and the total square footage of them to ensure we have the resources needed to properly maintain them.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of facilities maintained 9 9 9 9
Square footage of facilities maintained 205,786 205,786 205,786 205,786 % requests completed within one week 85% 85% 85% 85%
% requests addressed within 48 hours 100% 100% 100% 100%

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PUBLIC WORKS DEPARTMENT

Program Name Fleet Maintenance
Program Goals The goal of the Fleet program is to provide vehicle services to manage and maintain the Department of Public Works, Parks, Building, and Pool vehicles in a safe and drivable manner.

Organization

1 FTE: Senior Mechanic
Major Services • Manage vehicle equipment maintenance and purchasing • Operate the Corp Yard fuel station
• Dispose of surplus City vehicles and equipment

FY 2022-23
Accomplishments
• New EV infrastructure plan overview for fleet
• 2024 plan for Zero Emissions on Small Engine Equipment mandate • New off-road Utility Vehicle for Parks & Rec Equipment quote to purchase • Spec and submit purchase requests for new Sewer, Street, Traffic, and Building Inspector vehicle replacements
• New Aerial Boom Truck Spec and Purchase for Traffic/Streets Department • Off Road Regulation plan change and update for certification • Smog all 2022 Even vin vehicles
• Fuel Station Certification testing results
• Surplus SC01 Fire Pumper Seagrave apparatus

FY 2023-25 Goals • Surplus 184, 104, 109, 113, 121, 402 & small engine equipment. • Smog all Odd Vin vehicles & Smoke test HD Trucks to new regulation implement • Purchase 108 Patch truck for Streets/Traffic department. • Aerial Lift Training for Articulating Lift #404 and New #112 Altec Boom Truck. • Hazmat Training for Corp yard
• Equipment Best Practices and Safety Training to all Corp Yard Employees. • Establish New Road Side Assistance Program with Towing services

Fleet Maintenance
Objective
Manage vehicle and equipment maintenance and purchasing, operate the fuel station, and dispose of surplus equipment.

These metrics help us track the resources needed to purchase and maintain the vehicles and equipment used in service to the community. We also track the value of surplused (retired) vehicles and equipment, which is used toward the purchase of replacements. We also track our fuel station violations to ensure we have successful safety practices in place.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of inventory vehicles, equipment & misc. equipment 206 200 200 200 # of vehicles/equipment pieces maintained (routine
and non-routine) 200 200 200 200
% of fleet receiving preventative maintenance
inspections each year 75% 85% 85% 85%
$ value of vehicles and equipment surplused $6,022 $6,000 $6,000 $6,000 # of fuel station violations 0 0 0 0

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PUBLIC WORKS DEPARTMENT

Program Name Parks Maintenance
Program Goals The goal of Parks Maintenance is to provide safe, attractive, and well-maintained parks, trails, and open space using a combination of in-house staff and contract services while maintaining responsible water use and waste diversion practices.

Organization 6 FTEs: Public Works Superintendent, 5 Senior Maintenance Workers

7.9 FTEs: Contractors

Major Services • Manage maintenance, upkeep, and safety of all City parks, playgrounds, medians, hiking trails, athletic fields and courts
• Manage third party contractors who provide maintenance services • Conserve water

FY 2022-23
Accomplishments
• Fire prevention ongoing on all open space area
• Provided excellent customer service throughout the year • Installation of concrete pads for benches at Burton Park Corn hole area • Replace Burton Park benches
• Completed Sports Field Lighting Project at Burton and Highlands Parks

FY 2023-25 Goals • Laureola Park bench replacement
• Replenish track at Arguello Park
• Reconstruct the existing walking path at Highlands Park

Parks Maintenance
Objective
Manage maintenance and upkeep of all City parks, playgrounds, residential and commercial medians, hiking trails, athletic fields, and tennis courts. Manage third party contractors who provide park and median maintenance services.

These metrics allow us to track the amount of park and medians we maintain. It helps us determine the amount of resources needed to properly maintain them. We track them separately, as the level of effort varies depending on the kind of maintenance needed. We also track them to measure our efficiency in responding to requests for service.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of acres of developed parks maintained 62.5 62.5 62.5 62.5 # of work orders completed in-house 800 800 800 800
# acres open space non-developed parks maintained 110 110 110 110 # sports fields maintained 10 10 10 10
% of year sports fields are available for use 88% 88% 80% 80% # playground inspections conducted (integrity
inspection) 96 96 96 96
# of playgrounds 8 8 8 8
% of requests completed within one week 90% 90% 90% 90% % of requests addressed within 48 hours 80% 80% 80% 80%

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PUBLIC WORKS DEPARTMENT

Program Name Wastewater
Program Goals The goal of the Wastewater program is to manage, maintain, repair, and enhance the City's sewer system for the residents and businesses in conformance with local, state, and federal requirements.

Organization 10 FTEs: Public Works Assistant Superintendent, Civil Engineer Technician, Senior Maintenance Worker, 6 Maintenance Workers, Senior Administrative Clerk

Major Services • Manage maintenance of sanitary sewer mains, laterals, and lift station pumps • Manage capital projects for sewer collection system replacement • Respond to resident requests and emergencies
• Respond to Silicon Valley Clean Water funding needs

FY 2022-23
Accomplishments
• Reduced Sanitary Sewer Overflows (SSOs).
• Provided excellent customer service for sewer emergency response. • Continued to replace repairs existing sanitary sewer mains and defective laterals. • Continued preventative maintenance for sanitary sewer mains including cleaning and root foaming treatment

FY 2023-25 Goals • Continue to provide excellent customer service for sewer emergency response. • Further reduce SSOs and backups.
• Increase the amount of mainline CCTV inspections and evaluations. • Work with Engineering on the Wet Well upgrade project.

Wastewater
Objective
Manage maintenance of sanitary sewer mains, laterals, and lift station pumps and manage capital projects for infrastructure replacement.

We track these metrics to comply with various regulatory requirements and to understand the resources required to maintain the sewer system.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# sewer line point repairs 40 25 25 25
# linear feet of sewer lines cleaned 242,020 350,000 350,000 350,000 % of sewer system cleaned 44% 63% 63% 63%
# of emergency responses 313 300 300 300
# of citizen requests 140 75 75 75
Number of sanitary sewer overflows per 100 miles of
sewer line per year 16 7 7 7
Number of sanitary sewer lower lateral spills 4 5 5 5
Number of capacity assurance projects completed (11
mandated per capacity assurance program) 0 2 0 0
# of feet of sewer line rehabilitated 6,500 7,500 7,500 7,500 % of sewer lines replaced per the sewer master plan 1.14% 1.38% 1.38% 1.38% # of sanitary sewer overflows 16 8 8 8
# of laterals replaced (by City and permitted private
work) 250 150 150 150
# of laterals cleaned 685 700 700 700

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PUBLIC WORKS DEPARTMENT

Program Name Stormwater
Program Goals The goal of the Stormwater program is to manage, maintain, repair, and enhance the City's creeks, levees, drains, pipes, and culverts for the residents and businesses of San Carlos in conformance with local, state, and federal requirements.

Organization 2.5 FTEs: 0.5 Senior Maintenance Worker, 2 Maintenance Workers

Major Services • Monitoring and maintenance of storm drain systems • Levee maintenance and repair
• Storm Drain Pipe/Culvert cleaning
• Implementation of National Pollution Discharge Elimination System permit requirements
• Creek Monitoring

FY 2022-23
Accomplishments
• Completed Storm preparations.
• Cleaned over 250 trash captures 3 times a year.
• Provided excellent customer service during the storm season. • Assisted Engineering with landslide covering throughout the city FY 2023-25 Goals • Work with Engineering to repair damage storm lines. • Repair landslides and improve storm drain facilities for next winter storms. • Clean Trash Capture devices 3 times a year.
• Prepare for the next storm season.

Stormwater
Objective

Manage maintenance of storm drainage systems, creek monitoring, levee maintenance and repair, pipe/culvert cleaning, and implementation of National Pollution Discharge Elimination System permit requirements.

We track these metrics to ensure compliance with regulatory requirements and to provide the necessary resources where needed.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of inspections conducted (storm drain, creek, levee) 1,500 1,500 1,500 1,500 # of linear feet of culvert cleaned 6,000 6,000 6,000 6,000 # of catch basins cleaned 1,000 1,000 1,000 1,000
Linear feet of ditches cleaned (sediment removed) 2,500 2,500 2,500 2,500 Tons of debris removed from inlets and creek guards 35 35 35 35 Linear feet of storm drain lines installed 250 250 250 250 # of inlets replaced 15 15 15 15
% or # of MRP 2.0 internal deadlines met 100% 100% 100% 100%

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PUBLIC WORKS DEPARTMENT

Program Name Street Maintenance
Program Goals The goal of the street maintenance program is to maintain a street and highway system for the public that maintains acceptable levels of service and street condition to support a safe and responsive transportation system.

Organization

2.5 FTEs: 0.5 Senior Maintenance Workers, 2 Maintenance Workers

Major Services • Manage bridge and retaining wall inspections • Pavement maintenance and repair
• Maintain street lighting system and traffic signals and respond to requests • Maintain traffic signs and markings and respond to requests

FY 2022-23
Accomplishments
• Assisted Engineering with minor road repairs
• Assisted Engineering with stripping intersections
• Maintained traffic signs around the city
• Updated the current 5-year paving plan
FY 2023-25 Goals • Continue to assist with minor road repairs • Continue to maintain all city traffic signs
• Work on CIP projects
• Continue to work on minor asphalt repairs

Street Maintenance
Objective 1

Manage bridge and retaining wall inspections, pavement maintenance and repair, street lighting and traffic signals, signs, and striping.

These metrics are tracked to determine where resources are needed and to measure our efficiency in responding to requests.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of street lights repaired 51 20 20 20
# of traffic signals repaired 27 30 30 30
# of linear feet of curb painted 4,000 8,000 8,000 8,000 # of street signs replaced 400 150 150 150
# of square feet of potholes repaired by
Maintenance 1,200 1,500 1,500 1,500
# of Inform San Carlos requests received (PW
Maintenance) 228 175 175 175
Average response rate for Inform San Carlos
requests 3 days 3 days 3 days 3 days

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Street Maintenance
Objective 2

Maintain quality and reliability of str eets through annual striping, repair, and upgrading projects.

We use these metrics along with the Pavement Condition Index (PCI) to help us track how much work we are accomplishing with the limited resources we have to devote to streets. They also show that we continue to make progress on maintaining our streets.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of miles paved 1.4 2.5 2.5 2.5
% of total system paved since 2010 2.91 2.91 2.91 2.91
# miles of streets sealed 0 1.36 2.5 2.5
% of total system sealed since 2010 1.58 1.58 3 3
Linear feet of striping replaced 1,500 10,900 25,000 25,000 Square feet of markings replaced 1,000 1,862 15,000 15,000 Pavement Condition Index (PCI) 57 57 62 62

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POLICE SERVICES
Mission
The mission of the San Carlos Police Bureau is to work in partnership with the community and other City departments to improve the quality of life of all our community members and business owners. This is accomplished through: the apprehension of violent criminals; crime prevention strategies; recognition, intervention, and resolution of systematic problems within the community; and engagement with the youth of our community.

Organization
The San Carlos Police Services Bureau is a separate Bureau of the San Mateo County Sheriff's Office.

Org Code
01411000-01413000, 01461000, 17000000

Dept #
4110-4130, 4610, 1700

Description
Under the direction of the Chief of Police (Sheriff's Captain), Police Services consist of 29 employees of the San Mateo County Sheriff’s Office and 6 Communications Officers from the San Mateo County Office of Public Safety Communications. In addition, the full resources of the San Mateo County Sheriff’s Office support all aspects of police operations in San Carlos.

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POLICE SERVICES

Program Name Police Services
Program Goals The goal of Police Services is to successfully prevent and suppress crime, provide timely and effective services to the community, and coordinate important community outreach activities to enhance safety and security.

Major Services • Dedicated Traffic Deputies
• School Resource Deputies
• Sheriff’s Activities League/Community Engagement Unit • Sheriff’s Volunteers in Policing (SVIPs)
• Numerous other Sheriff’s Office Resources
• Public Safety Communications

FY 2022-23
Accomplishments
• Traffic Safety Grant Funding. Secured $300,000 in grant funding from the California Office of Traffic Safety (OTS). The funding will support several innovative traffic enforcement programs and education campaigns in the City of San Carlos.

• Anonymous Gun Buy Back Event. Hosted in the City of San Carlos, where individuals relinquished firearms with no questions asked and received compensation in return.

• 288 firearms were collected (the total included three non-functioning firearms, six assault weapons, and 18 “ghost” guns)

• Traffic Enforcement Operations. Enforced traffic laws to reduce traffic collisions and the resulting injuries and educated the public about the dangers of driving impaired.

• DUI-related traffic accidents are down from 2021
• Conducted two Sobriety and Driver’s License Checkpoints • Participated in the Saturation Traffic Enforcement Program • Conducted two Bicycle and Pedestrian Safety Operations

• Enhanced Crisis Intervention Training. Completion of the 40-hour Crisis Intervention Training Course by all San Carlos Patrol staff and the 24-hour Enhanced Crisis Intervention Training Course by 94% of staff. The staff was trained in de-escalation techniques and provided with more sophisticated approaches to making decisions on scene.

FY 2023-25 Goals • Research and upgrade the Automated License Plate Readers (ALPR) system • Issue 6,000 parking citations
• Increase data-driven traffic saturation and DUI education and enforcement. • Decrease crime
• Continue to improve service to the residents of San Carlos

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Police Services
Objective 1
Respond to emergency and non-emergency calls, initiate activity and write reports.

These level of service measures are tracked to maintain or increase our efficiency, enhance our level of customer service, and achieve our customer service goals.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of calls for service 12,236 13,097 13,300 13,500
# of priority 1 calls 123 121 150 125
# of non-emergency calls 12,113 12,976 13,150 13,375
# of reports taken 1,998 2,132 2,250 2,300
# of traffic citations issued 3,805 4,435 4,350 4,000
# of arrests made 595 556 650 675
# of directed patrol activities completed 1,031 2,451 2,500 2,575 % of emergency calls responded to under 5 minutes 69% 73% 75% 80% % of customers who are satisfied with police services* N/ A N/ A N/ A N/ A * Surveys were conducted 2020-2023; however, this question was not in the 2022 survey and survey data is not yet available for 2023. The latest community surveys can be found here.

Police Services
Objective 2
Conduct interviews, manage crime scenes, collect evidence, and conduct research.

These measures are derived from the thoroughness of information gathering, follow-up investigation, and end results that are also monitored for comparison to other agencies throughout California.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
% of violent crimes cleared 70% 72% 74% 73%
% of property crimes cleared 10% 13% 15% 17%

Police Services
Objective 3
Community Services Officer (CSO), traffic and parking enforcement, enforcement citations, warnings, traffic direction, directed enforcement, and traffic surveys.

Deputies participating in continuous directed traffic enforcement activities make our presence highly visible and is a contributing factor to the reduction in traffic accidents.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of parking citations issued 5,033 4,041 3,350 4,000
# of warnings issued 279 550 575 600
% change in accidents reported year over year 27% increase compared to
FY 2021
6% increase
compared to
FY 2022
5% increase
compared to
FY 2023
5% increase
compared to
FY 2024

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Police Services
Objective 4
Ensure safe traffic flow and assist commerce.

Business and residential communities share many parking enforcement concerns.

This is another tool we can use to alleviate these issues.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of abandoned vehicles marked 411 307 360 375
# of marked vehicles moved 388 291 325 335
# of marked vehicles towed 23 16 35 40
% of abandoned vehicles abated 100% 100% 100% 100%

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FIRE & EMERGENCY SERVICES
Mission
To protect life, property, and the environment from fire, medical, disaster, and hazardous materials-related incidents through emergency mitigation, public education, and code enforcement.

Organization
San Carlos Fire Services is provided by the City of Redwood City Fire Department, delivering service out of two San Carlos fire stations.

Org Code
01491000, 01491031

Dept #
4910

Description
Under the direction of the Fire Chief, the Fire Department consists of two full-time employees. Fire Services consists of the full firefighting personnel resources of the City of Redwood City Fire Department delivering emergency and non-emergency services to San Carlos.

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FIRE & EMERGENCY SERVICES

Program Name Fire Services
Program Goals

The goal of Fire Services is to protect life, property, and the environment from fire, hazards, and other types of emergencies.

Major Services • Fire suppression
• Emergency medical services
• Fire prevention
– Fire and life safety inspections
– Fire origin and cause investigations
– Plan reviews
• Public assist calls for service
– Lock-outs
– Smoke investigation
– Occupants stuck in elevators
– Water leaks/flooding
– Assist people with access and functional needs
– Trees/wires down
– Other non-emergency requests for service
• Rescue response
• Community Emergency Response Team (CERT)
• Public Education/Community Outreach
– Station tours
– School visits
– Community vents (i.e., meetings, Public Safety Fair, Hometown Days, etc.) – Junior Fire Academy

FY 2022-23
Accomplishments
• Held 2 CERT classes and engaged CERT members to take leadership roles in the program
• Initiated the construction of Station 16
• Updated the City Emergency Operations Plan (EOP)
• Secured a Safer Grant to hire 6 additional firefighters • Created a “Firefighter Trainee” position to enable us to recruit from underserved communities

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FY 2023-25 Goals • Provide Emergency Management Training to City Staff for both the City of San Carlos and Redwood City
• Continue to improve and expand Wildfire Fuel Mitigation efforts • Provide 2 CERT community classes and continue to expand the program

Fire Services
Objective 1
Provide professional emergency response services to San Carlos.

The goal in measuring the number of responses by type is to be able to track changes over time. As the city grows, demand grows with it. These statistics allow us to forecast future needs of the community and plan accordingly.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of fire & medical emergency incidents responded to
(by type)
Fire 393 368 380 389
Rupture/Explosion 12 15 16 17
EMS/Rescue 8,296 8,949 9,217 9,494
Hazardous Condition 386 527 542 559
Service Call 3,565 3,920 4,037 4,158
Good Intent 1,608 1,730 1,781 1,835
False Call 898 1,097 1,129 1,163

Fire Services
Objective 2
Public outreach and citizen training efforts.

Public education has always been a priority in the fire service. Through public engagement and community education, we strive to prevent fires and prevent fire- related injuries. We instruct school-age children on fire escape techniques and train communities on disaster preparedness preparation and procedures.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of public education events conducted 10 22 16 18
# of events participants 435 753 628 690
# of classes conducted 7 16 12 14
# of class participants 210 480 360 420

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Fire Services
Objective 3
Fire code inspections, permitting, and enforcement.

The goal of code inspections and enforcement is primarily fire prevention. During inspections, we confirm that businesses have proper fire protection in place, all cooking areas are free from grease buildup, and that escape routes are clear for quick escape during a fire. Our plan review process ensures new construction is compliant with state and City codes with regard to fire suppression and alarm systems, proper occupant load, proper exits, etc.

Key Performance Measures FY 2022
Actuals
FY 2023
Projected
FY 2024
Proposed
FY 2025
Proposed
# of inspections conducted
426 (Fire &
Life Safety
300 (Fire &
Life Safety) 400 415
% of inspections that are completed 100 100 100 100
# of plans reviewed 277 270 273 275
% of plans reviewed on time 100 100 100 100
# of investigations conducted 8 10 10 10
% of fire investigations with determined cause 50% 75% 50% 50%

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CITY COUNCIL

STAFF REPORT
MEETING DATE: May 5, 2023
ITEM TITLE: Discussion of Recommended Two-Year Operating Budget for the Fiscal Years 2023-25.

RECOMMENDATION:

Staff recommends that the City Council review staff recommendations for a balanced Fiscal Year (“FY”) 2023-25 operating budget and provide policy direction with respect to the preparation of a budget document for consideration at the June 26, 2023 City Council Meeting.

FISCAL IMPLICATIONS:

The proposed changes represent a balanced, two-year operating budget for FY 2023-24 and 2024-25.

BACKGROUND:

In developing the base budgets for the FY 2023-25 budget, staff have made a number of revenue and expenditure assumptions. All of these assumptions were based on the projections and economic conditions known between January and March 2023, and reflect the adjustments approved by the City Council during the current fiscal year.

THE OPERATING BUDGET PROCESS
City departments were provided with a base budget for FY 2023-25 that included estimated increases in personnel costs, increases related to existing professional services contracts, and inflationary increases for operational expenditures. The current year revised budget and projections were also provided.

The City Manager, the Administrative Services Director, Assistant City Manager, and the Financial Services Manager met with each department individually to discuss and finalize the recommended budget options to be submitted for Council consideration during the budget study session tonight.

ANALYSIS:

RECOMMENDED CHANGES TO THE FISCAL YEAR 2023-25 OPERATING BUDGET General Fund
There are some new programs and/or funding requests that have been incorporated into the recommended budget.

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A summary of these recommendations by department is listed below. Additional detail can be found in the attachments to this staff report.

Department Request FY 2023-24 FY 2024-25
City Council Increase Grant Funding for Community Foundation 20,000 $ 20,000 $ City Council Add funding for Eucalyptus Avenue Holiday Event 40,000 41,200 City Manager Reclass Communications Coord to Mgmt Analyst 43,850 45,550 City Attorney Convert Contract Position to Full Time 86,800 94,800 City Attorney Add Legal Secretary and Operating budget 211,850 219,250 City Clerk Reclass Admin Assistant to Deputy City Clerk 8,500 8,800 Admin Services Add Full Time Accounting Technician I/II position 144,500 149,700 Comm Development Reclass Sr Bldg Insp ector to Asst. Building Official 29,900 30,600 Fire Convert Contract Deputy Fi re Chief to Full Time 22,200 29,500 Parks & Rec Inc Athletics PT Salaries offset by additional revenue (57,000) (58,700) Parks & Rec Add Funding for Special Events 37,500 42,725 Parks & Rec Add Funding for Employee Recognition Dinner 30,000 30,900 Police Incr to Police Services Contract offset by Trust Fund savings 523,000 1,011,170 Public Works Add Funding for Tree Maintenance 150,000 154,500 Public Works Add Funding for Crossing Guards 20,000 25,000 Public Works Reclass Mechanic to Senior Mechanic 3,100 2,800 Public Works Reclass Sr Engineer to Principal Engineer - - TOTAL OPERATING ADJUSTMENTS TO GENERAL FUND 1,314,200 $ 1,847,795 $ General Pay down of CalPERS Unfunded Liability 3,000,000 TOTAL ONE-TIME ADJUSTMENTS TO GENERAL FUND 3,000,000 $ - $

The staff-recommended operating additions to the base budget total $1,314,200 in FY 2023-24 and $1,847,795 in FY 2024-25.

Staff also recommends a one-time payment from the Unfunded Liabilities Assigned Fund balance in the amount of $3,000,000. As done in prior years, a prepayment of the unfunded liability will result in future gross savings of $4.7 million or $6.2 million depending on the method of prepayment chosen. Additional details can be found on the operating form.

PROPOSED FISCAL YEAR 2023-25 BUDGET

The FY 2023-25 budget includes 19 different funds. Rather than discuss the status of each of these funds in this report, the budget summary is grouped into five components: General Fund; Wastewater (Sewer); Other Revenue Funds; All Other Operating Funds (including debt service and internal service funds); and Capital Project Funds. The following table identifies the total proposed expenditures by component, in which the Citywide appropriations for FY 2023-24 total $124.89 million and for FY 2043-25 total $119.34 million.

CITYWIDE BUDGET – ALL FUNDS (in millions)
Expenditures 2022-23Revised 2022-23 Projected 2023-24 Proposed 2024-25 ProposedGeneral Fund 55.20$ 54.35$ 62.10$ 61.83$ Wastewater (Sewer) Fund 18.60 17.97 21.95 21.03Other Revenue Funds 1.94 1.93 0.61 0.30Total Operating Funds 75.74 74.25 84.66 83.16Other Program Funds 3.22 2.99 3.36 4.60Capital Improvement Funds 56.91 56.27 36.87 31.57 Total Citywide Budget 135.87$ 133.51$ 124.89$ 119.34$

GENERAL FUND BUDGET
The General Fund is the primary operating fund of the City and is used to account for most day-to- day activities. Revenue sources include, but are not limited to, property tax, sales tax, transient occupancy tax, current fees for services, and business registration.

The tables to follow compare the current fiscal year budget and projections to the FY 2022-23 proposed budgets. The assumptions and recommendations are included in each of the sections following the table.

Recommended Budget Revenue
2022-23
Revised
2022-23
Projected
2023-24
Proposed
2024-25
Proposed
Business Registration 1.06$ 1.22$ 1.26$ 1.32$ Charges For Current Services 4.82 7.82 5.12 4.99
Fines & Forfeitures 0.31 0.31 0.32 0.33
From Other Agencies 0.04 0.17 0.01 0.01
Licenses & Permits 2.49 2.56 2.59 2.67
Other Revenue 0.91 0.95 1.04 1.02
Other Taxes 1.95 2.04 2.10 2.12
Property Taxes 16.52 17.05 17.98 19.24
Sales Tax 12.04 12.56 13.06 13.43
Transient Occupancy Tax 3.80 3.40 4.20 4.77
Use Of Money & Property 3.26 3.48 2.97 3.03
PAMF Project 0.85 0.85 0.87 0.89
Vehicle In Lieu 3.56 5.74 3.91 4.16
Total Revenue 51.60$ 58.13$ 55.44$ 57.98$ GENERAL FUND REVENUES (in millions)
Fiscal Year 2023-24 Revenue Assumptions
Total General Fund revenue is budgeted at $55.44 million, an increase of 7.4% from the FY 2022- 23 revised budget. The majority of the increases are described below. •Business Registration. The revenue amount is budgeted to increase by 19.0%, or $0.20 million, from the FY 2022-23 revised budget. Although this is a large increase over the FY

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2022-23 revised budget, it is only an increase of 4.0% over FY 2022-23 projected amount, which is in line with the increase specified in the City’s Municipal Code. •Charges for Current Services. The increase of $0.31 million, or 6.4%, is primarily due to expansion of Parks and Recreation programming and special event revenues and the timing of plan check services related to development. The FY 2023-24 budget assumes some fees from development projects and multi-residential projects expected to be submitted for review. These fees are typically pass through revenues and have a corresponding expense for professional consulting and technical experience necessary to facilitate these projects.

•Fines and Forfeitures. Budget at $0.32 million, which is approximately the same level as the FY 2022-23 revised budget.
•From Other Agencies. Budget at $0.01 million, which is approximately the same level as the FY 2022-23 revised budget. This revenue is from grant reimbursements which can fluctuate from year to year depending on availability.
•Licenses and Permits. The increase of $0.10 million, or 4.0%, is primarily based on the projected timing of development project permits for building, electrical, plumbing, and mechanical permits in the past year. The timing of when developers pull their permits can vary and as such this category can fluctuate greatly from year to year. The license and permit revenue for large projects typically lags several months or even years from the timing of plan check, as it takes longer to review these projects. •Other Revenues. These mainly include cost reimbursements from agencies such as the City and County Association of Governments and the Peninsula Traffic Congestion Relief Alliance (Commute.org). It also includes donations, sponsorships, and other miscellaneous receipts. Revenue is budgeted to increase by $0.13 million, or 14.2%, primarily due to the expected cost reimbursement from shared public safety contracts and sponsorships related to special events.
•Other Tax (franchise tax). The revenue is budgeted to increase by $2.1 million, or 7.8%, from the FY 2022-23 revised budget. Although this is a large increase over the FY 2022- 23 revised budget, it is only an increase of 3.2% over the projected revenues and is in line with projected inflationary increases.
•Property Tax. The 8.8% increase in the budget to $17.98 million, is based on the general assessment rolls and information provided by our third-party consultants. The primary reason for the increase is due to increases in the property tax assessment rolls to account for changes in property ownership and tenant improvements. The assessment rolls increased $1.74 billion, or 13%, over the prior fiscal year. •Sales Tax. The increase of $1.02 million, or 8.5%, is based on information from our third- party consultants. Although the increase is 8.5% over the FY 2022-23 revised budget, the proposed budget is only 4% over the projected FY 2022-23 revenues. Steady building materials, plumbing-electrical and contractor sales activity, purchases of non-auto equipment and continued patronage of restaurants is driving these increases. •Transient Occupancy Tax. The increase of $0.4 million, or 10.5%, is based on information from our third-party consultants. Although the hotel industry began to rally in FY 2021-22 following the COVID-19 pandemic, the industry has not yet returned to

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historical occupancy as business travel has not yet fully returned to pre-pandemic rates.

The proposed budget includes the addition of one hotel that has been going through renovations for several years.
•Other Uses of Money and Property. This includes rentals and investment income. The decrease of $0.29 million is due to the assumption of the timing of cash disbursements and the allocations of the total investment portfolio amongst all of the funds. At the end of each quarter, investment income is allocated based on the percentage of cash in each fund. The amount of allocation can change from year to year based on the total cash balance held in each fund.
•PAMF Target Revenue. The increase is based on the terms of the Development Agreement.
•Vehicle in-Lieu. The revenue increase of $0.35 million, or 9.9%, is based on the information from the County Controller’s Office and our third-party consultants. In FY 2004-05, Senate Bill 1096 was enacted which redirected Motor Vehicle License Fees (“VLF”) collected by the Department of Motor Vehicles from the cities and counties to the state. To make the cities and counties whole, the legislation specified cities would be “backfilled” this revenue by the County as a “property tax in lieu” payment rather than paid directly by the state. The County has told us that if the “backfilled” amount exceeds a certain limit, there will not be enough money to fully cover the amount owed. As a result, San Mateo County has experienced a countywide shortfalls in prior years. The FY 2022- 23 projection includes a one-time repayment of this revenue in the amount of $2.2 million from FY 2020-21.

Fiscal Year 2023-24 Revenue Assumptions
Total General Fund revenue is budgeted at $57.98 million, an increase of 4.6% from the FY 2023- 24 proposed budget.
•Business Registration. The revenue is budgeted to increase in year two of the budget by 4.0%, or $0.05 million, from the FY 2023-24 proposed budget. The increase is based on the annual percentage increase specified in the City’s Municipal Code. •Charges for Current Services. Revenues are projected to decrease by $0.13 million, or

2.5%, due to the timing of large development plan check activities. As noted above, the timing of large scale development projects can cause this category to fluctuate from year to year. There may be more projects on the horizon that would increase this revenue stream which will be adjusted during the mid-cycle budget review. •Fines and Forfeitures. The revenue is proposed at $0.33 million, which is approximately the same level as the proposed FY 2023-24 budget.
•From Other Agencies. Revenues are projected to be at the same levels as the proposed FY 2023-24 budget.
•Licenses & Permits. Revenue is projected to increase by $0.78 million, or 3.0%. Similar to the current charges for services, this revenue stream is largely impacted by the timing of large scale development projects.

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•Other Revenue. Revenue is projected to decrease by $0.02 million, or 1.5%, mostly due to estimates in cost recovery assumptions.
•Other Tax (franchise tax). The revenue is primarily based on trend data from the past fiscal years.
•Property Tax. The revenue is projected to increase $1.26 million, or 7.0%, from the FY 2023-24 projected budget. This continues to assume the growth in the assessment rolls associated with the large scale development projects on the east side of the City. Staff continues to work closely with our consultants to project and monitor this revenue. •Sales Tax. The revenue is projected to increase by $0.37 million, or 2.8%, as a result of assumed inflationary increases. This revenue is reviewed quarterly with our third-party consultants and is adjusted based on current and projected activity. •Transient Occupancy Tax. The revenue is expected to grow by $0.57 million, or 13.5%, as a result of the anticipated rise in occupancy rates following the return and demand for business and residential travel.
•Other Uses of Money and Property. The revenue increase of $0.06 million, or 2.0%, includes lease revenue from three digital billboards.
•The PAMF Target Revenue. The budget is based on the terms of the Development Agreement.
•Vehicle in-Lieu. Revenue is budgeted to increase by $0.25 million, or 6.3%, based on information received from the County Controller’s Office and our third-party consultants.

Recommended Budget Expenditure Assumptions
Operating Budget Expenditures
2022-23
Revised
2022-23
Projected
2023-24
Proposed
2024-25
Proposed
Salaries & Benefits 18.21$ 16.38$ 20.64$ 21.41$ Legacy Obligations 4.20 4.21 3.47 3.67
Operating Expenditures 32.61 33.57 34.81 36.56
Capital Outlay 0.18 0.18 0.18 0.19
Total Operating Expenditures 55.20$ 54.33$ 59.10$ 61.83$ GENERAL FUND EXPENDITURES (In Millions)
Fiscal Year 2023-24 Expenditure Assumptions
The total General Fund expenditure amount is budgeted at $59.10 million, an increase of 7.1% from the FY 2022-23 revised budget expenditures of $55.20 million. As discussed above, the increase in expense includes the requested program and position changes. •Salaries and Benefits. Projections have been funded at 100% based on all current known Memorandum of Understanding (MOU) provisions with each of our labor groups and units. oThe FY 2023-24 CalPERS normal pension retirement rates. Miscellaneous employees Tier 1 (2.7% @ 55) 16.24%, Tier 2 (2.5% @ 55) 14.35%, and Tier 3 (2% @ 55) 12.13%. The PEPRA Tier 4 rate (2% @ 62) is at 7.75%. The City’s

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annual obligation for unfunded liabilities totals $957,000 for our Miscellaneous employees.
oCalPERS medical rates. Assumes the rates will continue to increase by approximately 10% per year.
oOther Post-Employment Benefits (OPEB). These have been funded at approximately $994,800 based on information received from the actuarial study completed in 2022. The budget represents funding for our retiree medical trust at 100% of the annual required contributions.
•Legacy Obligations. These obligations represent CalPERS unfunded obligations associated with the former Belmont-San Carlos Fire Joint Powers Authority (“JPA”) and the former police department. The budget associated with the former JPA represents our

52.9% share of the annual unfunded liability, or approximately $2.0 million. The annual unfunded obligation associated with the former police department is approximately $1.5 million. As done in prior years, the payment related to the former police department will be credited back to the City by the County Sheriff’s Office under the current law enforcement services contract.
•Operating Expenditures. Increased by 6.7%, with overall professional services increasing for known contract arrangements and anticipated needs. In addition to professional services, the operating expenditures include utilities, office and field program supplies, equipment leases, maintenance, and training.
•Capital Outlay. Increased by 4.0% for assumed capital outlay needs and an inflationary factor.

Fiscal Year 2024-25 Expenditure Assumptions
The total General Fund expenditures amount is budgeted at $61.83 million for ongoing expenditures, an increase of 4.6% from the FY 2023-24 proposed budget. •Salaries and Benefits. Expenditures for the FY 2024-25 are proposed to be 3.7% higher than the proposed FY 2023-24 budget, taking into account the projected increases in CalPERS retirement rates, the medical rates, and the OPEB contributions. •Legacy Obligations. These proposed expenses are budgeted to increase by $0.20, or

5.7%, over the FY 2023-24 proposed budget based on the remaining legacy obligations with CalPERS.
•Operating Expenditures. Increase by 5%, with overall professional services increasing for known contract arrangements and anticipated needs. In addition to professional services, the operating expenditures include utilities, office and field program supplies, equipment leases, maintenance, and training. FY 2024-25 includes the addition of the library maintenance costs that were previously coded to the Library Improvement Fund.

As discussed in more detail later, the proposed budget assumes the early payoff of the Library General Obligation Bonds and the closure of the associated debt and operating funds associated with the library building.
•Capital Outlay. Increased by for the restoration of certain line items and a 3% inflationary factor.

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General Fund Recommended Budget Summary

The table to follow summarizes the current fiscal year revised budget and projections and the inclusion of all staff recommended additions for the FY 2023-25 General Fund budget.

GENERAL FUND BUDGET (In Millions)
2022-23
Revised
2022-23
Projected
2023-24
Proposed
2024-25
Proposed
Est Beginning Fund Balance
Unrestricted $ 3.13 $ 3.13 $ 1.28 $ 1.01 Restricted 40.98 40.98 47.16 36.76 Est Beginning Fund Balance $ 44.11 $ 44.11 $ 48.44 $ 37.77 Revenues 51.61 $ 58.13 $ 55.44 $ 57.98 $ Salaries & Benefits 22.42 20.60 24.11 25.08 Operating Expenses 32.61 33.57 34.81 36.56 Capital Outlay 0.18 0.18 0.18 0.19 Net Allocations/Transfers In (Out) 3.44 3.44 3.85 4.10 Total Change in Operating Funds (0.15) 7.23 0.18 0.25 Net Transfers to Capital Fund 25 (2.90) (2.90) (7.85) (4.85) Paydown of Unfunded balance - - (3.00) - Net Change in Fund Balance (3.05) $ 4.33 $ (10.67)$ (4.60) $ Est Ending Fund Balance
Unrestricted $ 1.90 $ 1.28 $ 1.01 $ 0.79 Restricted 39.16 47.16 36.76 32.38 Est Ending Fund Balance $ 41.06 $ 48.44 $ 37.77 $ 33.17

The fully funded staff and Council recommended budget results in unrestricted fund balances for FY 2023-24 and 2024-25 at approximately $1.01 million and $0.79 million, respectively. These balances are projections and savings achieved throughout the years will increase these balances accordingly.

As done in prior years, included in the FY 2023-24 and 2024-25 budgets are recommendations to transfer capital reserves from the General Fund to the Capital Projects Fund (Fund 25). The recommended transfer amount for FY 2023-24 is $7.85 million and for FY 2024-25 is $4.85 million. These transfers are necessary to fund improvements of City infrastructure, facilities, and other capital needs.

WASTEWATER (SEWER) FUND BUDGET

The Wastewater, or Sewer, Fund is used to account for sewage treatment, transmission, major replacements, and improvements to the City’s sewer system. Revenues received can only be used to fund sewer-related projects. The table below summarizes the current year’s revised budget and projections and the FY 2023-25 proposed budgets for the Wastewater Fund (Fund 0006).

WASTEWATER (SEWER) FUND BUDGET (In Millions)2022-23 Revised 2022-23 Projected 2023-24 Proposed 2024-25 ProposedEst Beginning Fund Balance Restricted $ 33.86 $ 33.86 $ 34.99 $ 36.98 SVCW Investment 8.63 8.63 7.47 7.47 Est Beginning Fund Balance $ 42.48 $ 42.48 $ 42.46 $ 44.45 Revenues 22.27$ 22.56$ 27.87$ 27.75$ Salaries & Benefits 2.42 2.01 2.54 2.64Operating Expenses 5.40 5.24 5.27 5.68Debt Service 3.50 3.50 3.31 4.34Adjustment to SVCW Investment - (1.16) - -Capital Project Expenditures 7.28 7.22 10.83 8.38Net Allocations/Transfers In (Out) (3.46) (3.46) (3.93) (4.05) Net Change in Fund Balance 0.20$ (0.03)$ 1.99$ 2.66$ Est Ending Fund Balance Restricted $ 34.06 $ 34.99 $ 36.98 $ 39.64 SVCW Investment 8.63 7.47 7.47 7.47 Est Ending Fund Balance $ 42.69 $ 42.46 $ 44.45 $ 47.11 Below are the highlights of the assumptions used in developing the FY 2023-25 Proposed Wastewater budget.
•Revenues. Budgeted at $27.87 million, this represents an increase of $5.6 million, or 25%, over the revised FY 2022-23 budget. The budgeted amount includes an assumption of $5 million in new development connection fees. Staff is proposing to forgo sewer rate increases in FY 2023-24 and a rate increase of 3% has been projected in FY 2024-25.

The additional revenues are used to fund the capital improvements outlined in the City’s Sewer Master Plan. Revenues are also used to fund the debt service associated with Silicon Valley Clean Water’s (SVCW) improvements to wastewater treatment infrastructure. The proposed amount for FY 2024-25 is projected to decrease by 0.4% compared to the FY 2023-24 proposed budget primarily due to the one-time connection fees in FY 2023-24.
•Salaries and Benefits. Budgeted amounts are based on all current known MOU provisions and the additional funding for the post-employment benefits. •Silicon Valley Clean Water (“SVCW”). Plant operations are budgeted at $0.16 million, or 4.2%, less than the prior year. The budget is based on the Long Range Financial Plan provided by SVCW in January 2023 and the SVCW Adopted Budget that was approved by the SVCW Board in April 2023. FY 2024-25 expenditures are proposed to be $0.3 million, or 8.2%, higher than the proposed FY 2023-24 amount to adjust for inflation. •Other Operating Expenditures. Budgeted at $0.2 million for FY 2023-24 and FY 2024- 25, this is relatively the same level as the FY 2022-23 revised budget. This expenditure category also includes utilities, field program supplies, office supplies, equipment maintenance, and training.
•Bond Payments. Budgeted at $3.31 million, or $0.19 million lower than the prior year.

This category includes the debt service payments and the estimated State Revolving Fund

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(“SRF”) loans. The debt service payments are directly tied to the timing of the bond issuance and the payments on the SRF loans used for capital infrastructure at the sewer treatment facility. The proposed amount for FY 2024-25 is $1 million higher than the proposed FY 2023-24 budget.
•Capital Projects. Budgeted at $10.83 million and $8.38 million for FY 2023-24 and FY 2024-25, respectively. Additional detail on the capital projects has been included in the staff report for the Capital Improvement Program Budget recommendations.

OTHER REVENUE FUNDS BUDGET
The Other Revenue Funds are used to account for revenue sources for which expenditures are restricted by law or administrative action to specific purposes. The Other Revenue Funds include National Pollutant Discharge Elimination System (“NPDES”) (Fund 0015), Police Grants (Fund 0017), and Library Tenant (Fund 0095).

The table below summarizes the current year’s revised budget and projection and the FY 2023- 25 proposed budget for the Other Revenue Funds.

OTHER REVENUE FUNDS BUDGET (In Millions)2022-23 Revised 2022-23 Projected 2023-24 Proposed 2024-25 ProposedEst Beginning Fund Balance $ 3.53 $ 3.53 $ 2.20 $ 2.12 Revenues 1.17$ 1.16$ 1.18$ 0.91$ Operating Expenses 0.58 0.58 0.61 0.30Capital Expenditures 1.36 1.35 - -Net Alloc/Transfers In (Out) (0.56) (0.56) (0.64) (1.79) Net Change in Fund Balance (1.33)$ (1.33)$ (0.07)$ (1.18)$ Est Ending Fund Balance $ 2.20 $ 2.20 $ 2.12 $ 0.94 Below are the highlights of the assumptions used in developing the proposed FY 2023-25 Other Revenue budgets.
•Revenues. Budgeted to increase by $0.01 million, or 0.7%, in FY 2023-24 and then decrease by $0.27 million, or 23%, in FY 2024-25. The main revenue source for the NPDES fund is the NPDES fees collected through the County. The revenue for the Police Grant fund is the Citizens’ Option for Public Safety (COPS) program. The Library Tenant fund revenue includes rental revenue from the current tenants: South Bayside Waste Management Authority; and Star Vista. In FY 2024-25, it is recommended that the General Obligation bond for the library will be paid off which will close out the Library Tenant Fund and move any future tenant revenue to the General Fund. •Operating Expenditures. These include: utilities; field program supplies; annual permit renewal from the Bay Area Air Quality Management District; equipment maintenance; motorcycle law enforcement; and library building maintenance and repairs. Operating expenditures reflect an increase of $0.02 million, or 4.0%. The proposed expenditures for FY 2024-25 are projected to decrease by 50.8% as any expenses associated with the library have been moved back to the General Fund.

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•Capital Outlay. This includes capital projects associated with the library building. There are open projects including the general library maintenance and repairs and the generator project that will be completed by the end of FY 2024-25. •Net Allocations and Transfers. Fiscal Year 2024-25 reflects the closure of the Library Tenant Fund to payoff the debt obligation, transfer funds associated with operating expense and the remaining fund balance will be restricted for library work in the General Capital Fund 0025.

OTHER PROGRAM FUNDS
The Other Program Funds are used to account for special activities and services performed by a designated department for other departments on a cost reimbursement basis. The Other Program Funds include: Workers Compensation (Fund 0032); General Liability (Fund 0033); Post- Employment Benefits (Fund 0035); and City Debt Service (Fund 0093). The table below summarizes the current year’s revised budget and projection, and the FY 2023-25 proposed budgets for the Other Program Funds.

OTHER PROGRAM FUNDS (In Millions)2022-23 Revised 2022-23 Projected 2023-24 Proposed 2024-25 ProposedEst Beginning Fund Balance $ 2.50 $ 2.50 $ 2.37 $ 2.45 Revenues 1.16$ 1.24$ 1.57$ 1.63$ Operating Expenses 3.22 2.99 3.36 4.60Capital Outlay Expenditures - - - -Net Allocations In (Out) 1.62 1.62 1.86 2.24 Net Change in Fund Balance (0.44)$ (0.13)$ 0.08$ (0.73)$ Est Ending Fund Balance $ 2.06 $ 2.37 $ 2.45 $ 1.72 Below are the highlights of the assumptions used in developing the FY 2023-24 and 2024- 25 Other Program Funds proposed budgets.
•Revenues. Budgeted to increase by $0.42 million, or 35.9%, in FY 2023-24 to reflect the contribution adjustment for the increase insurance costs and the additional positions in previous years. The proposed amount for FY 2024-25 is projected to increase by $0.06 million, or 3.6%, over FY 2023-24 to account for inflationary adjustments. •Insurance Expenses. Budgeted to increase by $0.18 million, or 12.6%, in FY 2023-24 over FY 2022-23 projections and budgeted to increase $0.2 million, or 12.2%, in FY 2024- 25 over FY 2023-24 estimates. The City is a member of the Pooled Liability Assurance Network Joint Powers Authority (PLAN JPA) for general liability and property insurance.

The insurance renewal market is extremely tough and more difficult to find coverage at reasonable rates since providers are leaving the market. The liability program for PLAN is expected to increase 11% and the property program is expected to increase 40.3% across all members. Based on the actuarial studies, the City’s insurance rates are estimated to increase 3.1% for general liability and 38.5% for property. In addition, workers compensation insurance rates are estimated to increase 33% for the next fiscal year. •Other Post Employment Obligations. The expenditure budgets for FY 2023-24 and 2024-25 include a contribution of approximately $1.1 million for the post-employment benefits based on information received from the actuarial study completed in 2022. The

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budget represents funding for our retiree medical trust at 100% of the annual required contribution and approximately 100% of the longevity trust annual required contribution based on the previous study. The City’s pay-as-you-go amount totals approximately $0.93 million annually.
•Debt Service Obligations. The City’s General Obligation Bond is scheduled to be paid off on August 1, 2026. In celebration of the City’s Centennial in 2025, it is recommended that we pay the bond off one year early using the excess fund balance in the Library Tenant Fund.

CAPITAL PROJECT FUNDS BUDGETS
The Capital Project Funds include: Equipment Replacement (Fund 0010); Measure A (Fund 0014); Gas Tax (Fund 0016); Measure W (Fund 0018); General Capital (Fund 0025); Child Care Impact Fee (Fund 0026); Park In-Lieu (Fund 0027); Parking In-Lieu (Fund 0028); Housing In-Lieu (Fund 0029); and Low and Moderate Income Housing (Fund 0031).

The capital project budget funds major one-time and on-going infrastructure improvement needs including: resurfacing and sidewalk projects; traffic safety improvements; park construction and improvements; storm drainage improvements; facility improvements; and enterprise technology projects. Funds are often accumulated in this budget over a period of years and then are spent when a sufficient amount of revenue is available to pay for desired projects.

CAPITAL PROJECT FUNDS (In Millions)2022-23 Revised 2022-23 Projected 2023-24 Proposed 2024-25 ProposedEst Beginning Fund Balance $ 75.51 $ 75.51 $ 35.56 $ 35.29 Revenues 17.20$ 14.47$ 29.89$ 23.04$ Operating Expenses 0.76 0.76 0.79 1.06Capital Project Expenditures 56.15 55.51 36.09 30.51Net Allocations In (Out) 1.85 1.85 6.71 4.36 Net Change in Fund Balance (37.86)$ (39.95)$ (0.28)$ (4.18)$ Est Ending Fund Balance $ 37.65 $ 35.56 $ 35.29 $ 31.11 Capital Improvement Program Budget for FY 2023-24 through FY 2027-28 The Council was presented with a Five-Year Capital Improvement Program Budget as part of the Budget Study Session held on May 5, 2023. As there are many approved projects, a detailed listing of the proposed changes in funding for these projects can be found in the Capital Improvement Program section of this budget document.

Capital Improvement Program – Unfunded List: As we have done in previous budgets, the five- year Capital Improvement Program contains a list of unfunded projects. This list shows projects that are desirable but are currently beyond the means of the City to fully fund and construct. These projects combine in an approximate amount of $204 million. A complete list of Unfunded Capital Projects may be found in the Capital Improvement Program staff report.

GENERAL FUND RESERVES
The Government Finance Officers Association (“GFOA”) has issued its best practice in determining the appropriate level of unrestricted fund balance in the General Fund to be at a

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minimum of no less than two months of regular general fund operating revenues or expenses, which equates to approximately 17%. The GFOA definition of Unrestricted Fund Balance includes three general categories: Committed Fund Balance; Assigned Fund Balance; and Unassigned Fund Balance.

When looking at the total reserve percentages, all categories need to be considered. In the Annual Comprehensive Financial Report, the categories that make up the unrestricted fund balance as defined by the GFOA are the following: Economic Uncertainty Reserve; Strategic Property Acquisition Reserve; Unfunded Liability Reserve; Facility and Infrastructure Reserve; and the Unassigned Fund balance. For our purposes, we will consider our reserves to be those defined as committed and assigned as noted in the following chart. Even excluding the unassigned fund balance, the City maintains healthy reserves well above the GFOA best practice guidelines.

As a general practice, use of reserves should not be used to offset annual operating expenses as these are not a continuous source of funding.

ProjectedFY 22-23
% ofFY 23Exp ProposedFY 23-24
% ofFY 24 Approp ProposedFY 24-25
% ofFY 25 AppropCommitted Fund Balances:Economic Uncertainty 9.24$ 17.0% 10.04$ 17.0% 10.50$ 17.0%Strategic Property Acquisition 7.19 7.19 7.19Assigned Fund Balances:Unfunded Liabilities 3.00 - -Facility/Infrastructure 26.94 19.09 14.24Ending Reserve Balances 46.37$ 85.3% 36.33$ 61.4% 31.95$ 51.7%Unassigned Fund Balance 1.28 1.01 0.79Nonspendable Fund Balances 0.78 0.43 0.43Total Ending Fund Balance 48.43$ 37.77$ 33.17$ RESERVE FUND BALANCES - GENERAL FUND (In Millions)
•Economic Uncertainties Reserve. The City established an Economic Uncertainties Reserve that is equivalent to at least 12.5% of the City’s General Fund expenditures, with a funding goal closer to 20% being highly desirable.
•Strategic Property Reserve. In October 2010, the Council approved and authorized the establishment of a Strategic Property Acquisition Reserve. Appropriations from this reserve can only be made by formal action of the City Council. Generally, appropriations and access to these funds will be reserved for funding strategic property acquisitions by the City.
•Assigned Reserves for Specific Purpose. As per Governmental Accounting Standards Board (“GASB”) Pronouncement 54 for Fund Balances, assigned fund balances include amounts that are constrained by the government’s intent that they be used for specific purposes. As per the Council’s direction, the City Manager is authorized to assign amounts for a specific purpose. After the audit is complete, staff reviews the prior year savings and recommends transfers into these funds. The current assigned fund balance is for Unfunded Liabilities and Facilities and Infrastructure Improvements.

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The Facility and Infrastructure Reserve was created as a way to use savings generated from prior fiscal years to help pay for capital projects. Transfers from this reserve are made annually to the General Capital Improvement Fund to fund projects.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Review staff recommendations for a balanced Fiscal Year 2023-25 Operating Budget and provide policy direction with respect to the preparation of a budget document for consideration at the June 26, 2023 City Council meeting; or

2. Do not review staff recommendations; 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. FY 2023-25 General Fund Budget Summary

2. FY 2023-25 General Fund Program Change Forms

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FY 2022

REVISED
FY 2022

AUDITED
FY 2023

REVISED
FY 2023

PROJECTED
FY 2024
BASE BUDGET
FY 2024

PROPOSED
FY 2O25
BASE BUDGET
FY 2025

PROPOSED
ESTIMATED BEGINNING FUND BAL
Unrestricted $ 3,542,553 $ 3,542,553 $ 3,128,475 $ 3,128,475 $ 1,282,957 $ 1,282,957 $ 1,009,249 $ 1,009,249 Reserved or restricted 34,160,520 34,160,520 40,981,684 40,981,684 47,156,526 47,156,526 36,765,484 36,765,484 TOTAL BEGINNING FUND BALANCE $ 37,703,073 $ 37,703,073 $ 44,110,159 $ 44,110,159 $ 48,439,483 $ 48,439,483 $ 37,774,733 $ 37,774,733 Business Registration 996,000 1,110,893 1,063,400 1,217,300 1,265,900 1,265,900 1,316,600 1,316,600 Charges for Current Services 4,693,200 5,445,118 4,816,000 7,817,300 4,930,800 5,122,800 4,796,700 4,994,550 Fines & Forfeitures 297,900 218,320 306,700 306,700 319,000 319,000 328,700 328,700 From Other Agencies 10,600 254,767 40,800 165,700 11,200 11,200 11,600 11,600 Licenses & Permits 1,899,400 3,591,937 2,490,200 2,556,500 2,589,800 2,589,800 2,667,500 2,667,500 Other Revenue 791,800 986,190 907,800 951,000 916,600 1,036,600 850,700 1,021,500 Other Tax 1,906,200 2,104,957 1,949,900 2,035,000 2,101,100 2,101,100 2,121,400 2,121,400 Property Tax 15,242,000 15,311,185 16,524,000 17,048,000 17,980,000 17,980,000 19,238,000 19,238,000 Sales Tax 11,426,200 13,019,557 12,038,500 12,559,600 13,063,900 13,063,900 13,430,670 13,430,670 Transient Occupancy Tax 1,957,900 2,136,750 3,800,000 3,400,000 4,200,000 4,200,000 4,768,000 4,768,000 Use of Money & Property 3,086,300 1,111,093 3,262,500 3,481,700 2,974,500 2,974,500 2,881,100 3,034,700 PAMF Project 826,600 826,615 847,300 847,300 868,500 868,500 890,170 890,170 Vehicle in Lieu 2,907,000 3,504,285 3,560,000 5,745,500 3,911,000 3,911,000 4,157,000 4,157,000 TOTAL REVENUES 46,041,100 49,621,668 51,607,100 58,131,600 55,132,300 55,444,300 57,458,140 57,980,390

EXPENDITURES
Salaries & Benefits 14,536,011 13,067,990 18,211,975 16,379,245 19,391,950 20,641,650 20,119,405 21,410,905 Public Safety Legacy Obligations 4,019,000 3,919,079 4,203,300 4,221,131 3,470,100 3,470,100 3,668,600 3,668,600 Operating Expenditures 31,116,700 28,259,673 32,610,550 33,569,000 34,432,700 34,809,200 35,368,040 36,561,485 Capital Outlay 163,300 79,040 176,100 176,100 183,100 183,100 188,700 188,700 TOTAL EXPENDITURES 49,835,011 45,325,783 55,201,925 54,345,476 57,477,850 59,104,050 59,344,745 61,829,690

TRANSFERS
General Transfers In From Other Funds 658,700               658,700              685,000              685,000              712,400              712,400              740,900              855,800 Allocations In From Other Funds 3,197,900            3,197,900           3,588,900           3,588,900           4,182,300           4,182,300           4,307,700           4,307,700 Allocations Out to Other Funds (444,500)              (444,500)             (457,700)             (457,700)             (589,700)             (589,700)             (607,400)             (607,400) General Transfers out (300,900)             (300,900)             (373,000)             (373,000)             (460,000)             (460,000)             (460,000)             (460,000) TOTAL TRANSFERS (NET) $       3,111,200   $       3,111,200   $       3,443,200   $       3,443,200   $       3,845,000   $       3,845,000   $       3,981,200   $       4,096,100 TOTAL CHANGE IN OPERATING FUNDS (682,711) $          7,407,086$        (151,625)$          7,229,324$        1,499,450$        185,250$            2,094,595$        246,800$ OTHER SOURCES (USES) OF FUNDS
Transfer Capital Reserve (1,000,000)          (1,000,000)         (2,900,000)         (2,900,000)         (7,850,000)         (7,850,000)         (4,850,000)         (4,850,000) One‐time paydown of Unfunded (3,000,000)
TOTAL OTHER SOURCES (USES) OF FUNDS (1,000,000)          (1,000,000)         (2,900,000)         (2,900,000)         (7,850,000)         (10,850,000)       (4,850,000)         (4,850,000) NET CHANGE IN FUND BALANCE (1,682,711) $       6,407,086$        (3,051,625)$       4,329,324$        (6,350,550)$       (10,664,750)$     (2,755,405)$       (4,603,200)$ GENERAL FUND BALANCE
Unrestricted $       1,727,922   $       3,128,475   $       1,897,906   $       1,282,957   $       5,599,903   $       1,009,249   $       3,062,926   $          792,691 Non‐spendable Fund Balance 309,293              1,143,006           1,143,006           784,500              434,500              434,500              434,500              434,500 Economic Uncertainty Reserve 8,449,852           8,305,383           9,384,327           9,238,731           9,771,235           10,047,689        10,088,607        10,511,047 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           3,000,000           3,000,000           3,000,000           ‐                        ‐                        ‐                        ‐ Facilities and Infrastructure 16,341,500        21,341,500        18,441,500        26,941,500        19,091,500        19,091,500        14,241,500        14,241,500 Reserved or restricted         34,292,440          40,981,684          39,160,628          47,156,526          36,489,030          36,765,484          31,956,402          32,378,842 TOTAL ENDING FUND BALANCE $     36,020,362   $     44,110,159   $     41,058,534   $     48,439,483   $     42,088,933   $     37,774,733   $     35,019,328   $     33,171,533 CITY OF SAN CARLOS
GENERAL FUND SUMMARY BUDGET

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Note: totals may not add due to rounding
FY 2023

REVISED
FY 2023

PROJECTED
FY 2024

PROPOSED
FY 2025

PROPOSED
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 3,128$ 3,128$ 1,283$ 1,009$ 793$ 490$ 568$ 872$ 729$ 424$ 70$ 87$ Reserved or restricted 40,982 40,982 47,157 36,765 32,379 28,704 27,757 26,298 25,082 23,729 22,110 20,118 TOTAL BEGINNING FUND BALANCE 44,11 0$ 44,110$ 48,439$ 37,775$ 33,172$ 29,194$ 28,326$ 27,170$ 25,812$ 24,153$ 22,180$ 20,205$ Business Registration 1,063 1,217 1,266 1,317 1,367 1,419 1,461 1,505 1,550 1,597 1,645 1,694 (a) Charges for Current Services 4,816 7,817 5,123 4,995 5,142 5,296 5,455 5,619 5,787 5,961 6,140 6,325 (b) Fines & Forfeitures 307 307 319 329 339 349 359 370 381 393 404 416 (c) From Other Agencies 41 166 11 12 12 12 13 13 14 14 14 15 (d) Licenses & Permits 2,49 0 2,557 2,590 2,668 2,748 2,830 2,915 3,002 3,092 3,185 3,281 3,379 (e) Other Revenue 908 951 1,037 1,022 1,052 969 998 1,027 1,057 1,088 1,120 1,153 (f) Other Tax 1,950 2,035 2,101 2,121 2,154 2,188 2,222 2,256 2,292 2,328 2,365 2,403 (g) Property Tax 16,524 17,048 17,980 19,238 20,441 21,715 22,538 23,394 24,282 25,205 26,439 27,746 (h) Sales Tax 12,039 12,560 13,064 13,431 13,834 14,249 14,676 15,116 15,570 16,037 16,698 17,299 (i) Transient Occupancy Tax 3,800 3,400 4,200 4,768 6,000 6,180 6,365 6,556 6,753 6,956 7,164 7,379 (j) Use of Money & Property 3,263 3,482 2,975 3,035 3,039 3,091 3,121 3,254 3,324 3,396 3,470 3,546 (k) PAMF Project 847 847 869 890 912 935 959 983 1,007 1,032 1,058 1,085 (l) Vehicle in Lieu 3,56 0 5,746 3,911 4,157 4,437 4,736 4,878 5,024 5,175 5,330 5,490 5,655 (m) TOTAL REVENUES 51,607 $ 58,132$ 55,444$ 57,980$ 61,475$ 63,968$ 65,960$ 68,120$ 70,285$ 72,523$ 75,290$ 78,095$

EXPENDITURES
Salaries & Benefits 18,212 16,379 20,642 21,411 21,712 22,414 23,115 23,829 24,573 25,326 26,216 27,010 (n) Public Safety Legacy Obligations 4,203 4,221 3,470 3,669 3,691 3,729 3,770 3,812 3,855 3,899 3,943 3,991 (o) Operating Expenditures 32,611 33,569 34,809 36,561 39,168 40,779 42,462 44,243 46,079 47,996 49,997 52,088 (p) Capital Outlay 176 176 183 189 194 200 206 212 219 225 232 239 (q) TOTAL EXPENDITURES 55,202 $ 54,345$ 59,104$ 61,830$ 64,765$ 67,122$ 69,553$ 72,097$ 74,726$ 77,446$ 80,388$ 83,328$

TRANSFERS
General Transfers In From Other Funds 685               685                 712               856                 890             926             963             1,001          1,041          1,083          1,126          1,171 Allocations In From Other Funds 3,589            3,589              4,182            4,308             4,436          4,569          4,706          4,847          4,992          5,142          5,296          5,455 Allocations Out to Other Funds (458)             (458)                (590)              (607)               (704)            (725)            (747)            (769)            (792)            (815)            (839)            (864) General Transfers out (373)             (373)                (460)              (460)               (460)            (485)            (485)            (460)            (460)            (460)            (460)            (460) TOTAL TRANSFERS (NET) 3,443 $         3,443$            3,845$         4,096$           4,163$       4,285$       4,437$       4,619$       4,782$       4,950$       5,123$       5,302$ TOTAL CHANGE IN OPERATING FUNDS (152) $           7,229$            185$             247$               873$           1,131$       844$           642$           341$           27$             25$             69$ OTHER SOURCES (USES) OF FUNDS
Transfer Capital Reserve (2,900)           (2,900)            (7,850)          (4,850)            (4,850)        (2,000)        (2,000)        (2,000)        (2,000)        (2,000)        (2,000)        (2,000) One‐time paydown of Unfunded (3,000)          ‐                   ‐               ‐               ‐               ‐               ‐               ‐               ‐               ‐ TOTAL OTHER SOURCES (USES) OF FUNDS (2,900)          (2,900)            (10,850)        (4,850)            (4,850)        (2,000)        (2,000)        (2,000)        (2,000)        (2,000)        (2,000)        (2,000) NET CHANGE IN FUND BALANCE (3,052) $        4,329$            (10,665)$      (4,603)$          (3,977)$      (869)$         (1,156)$      (1,358)$      (1,659)$      (1,973)$      (1,975)$      (1,931)$ GENERAL FUND BALANCE
Unrestricted 1,898$         1,283$            1,009$          793$               490$           568$           872$           729$           424$           70$             87$             191$ Non‐spendable Fund Balance 1,143           785                 435               435                 435             435             435             435             435             435             435             435 Economic Uncertainty Reserve 9,384           9,239              10,048          10,511           10,686       10,739       10,781       10,815       10,462       10,842       10,450       10,416 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 3,000           3,000              ‐                 ‐                   ‐               ‐               ‐               ‐               ‐               ‐               ‐               ‐ Facilities and Infrastructure 18,442         26,942            19,092          14,242           10,392       9,392          7,892          6,642          5,642          3,642          2,042          42 Reserved or restricted 39,161$       47,157$         36,765$       32,379$         28,704$     27,757$     26,298$     25,082$     23,729$     22,110$     20,118$     18,084$ TOTAL ENDING FUND BALANCE $      41,059   $        48,439   $      37,775   $        33,172   $    29,194   $    28,326   $    27,170   $    25,812   $    24,153   $    22,180   $    20,205   $    18,274 (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 general inflationary increases. (j) Transient Occupancy Tax projections assume a return to business travel and increases in occupancy rates. (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 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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CITY OF SAN CARLOS FY2023-25 BUDGET

BASE BUDGET EXPENSE AMENDMENT

PROGRAM CHANGE FORM

PROGRAM: 01101000 City Council
REQUEST TITLE: Increase Communication Relations Grant Funding for the San Carlos Community Foundation

Request Summary

The San Carlos Community Foundation has requested an increase in the amount of grant funding the City provides each year. The City currently provides $40,000 per year from the Community Relations line item in the City Council’s budget. Staff recommends that the City increase its annual grant allocation by $20,000 to $60,000 per year.

Factors Driving the Request for Change

In fiscal year FY 2021-22, the San Carlos Foundation awarded $161,000 in grants to 27 local area nonprofits who “serve those who live, work, learn, or play in San Carlos.” In FY 2022-23, the Foundation awarded $100,000 in grants. (The lesser amount in FY 2022-23 is due to restrictions related to how much can be withdrawn from their endowment.) In both years, the City’s contribution has been $40,000. The Community Foundation’s goal is to increase its annual grant funding for local nonprofits to $150,000 to $200,000 per year, while continuing to focus on smaller, grass-roots organizations that serve San Carlos.

Alternatives

Continue providing the Community Foundation $40,000 for its annual grants program.

Cost Summary

Line Item Description Org Number Object Code FY23-24 Amt FY24-25 Amt Operating Expense (list detail description below)
Community Foundation Grant 01101000 520601 60,000.00 60,000.00 Total Operating Costs 60,000.00$ 60,000.00$
Current City Contribution 01101000 520601 (40,000.00) (40,000.00) Net Operating Costs 20,000.00$ 20,000. 00$

Priority
Tracking
Department
Priority 1
City Manager
Approved Y

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CITY OF SAN CARLOS FY2023-25 BUDGET

BASE BUDGET EXPENSE AMENDMENT

PROGRAM CHANGE FORM

PROGRAM: 01101000 City Council
REQUEST TITLE: Funding for Professional Services for Eucalyptus Neighborhood

Request Summary

Staff recommends that the City Council consider allocating funds to provide community safety and security measures during the Eucalyptus Street neighborhood’s, month-long annual holiday event.

Factors Driving the Request for Change

 The Council has allocated funding for community safety and security measures during the Eucalyptus Street neighborhood’s month-long annual holiday event for the last two years.  Safety and security measures have included portable restrooms, trash receptacles , and private security.
 Program items are budgeted at the following amounts:
o Private Security (Friday and Saturday evenings) - $8,000 o Portable Restroom Rentals - $4,000
o Portable Restroom Cleaning & Trash Services - $18,000 o Overtime Salaries - $1,000
o Traffic Control Services - $9,000
 This budget item would continue to provide portable restrooms, trash receptacles , and private security.

Alternatives

An alternative to this program would be to provide additional support by increasing the budget allocation. To schedule private security for an additional day of the week would cost $4,000. Another alternative is to this program would be to not provide support.

Cost Summary

 The additional appropriation of funds from the General Fund for Fiscal Year 2023-24 is $40,000.  Funding would be for Fiscal Year 2023-24 and in future fiscal years.  There is no offsetting revenue associated with this expense item.

Line Item Description Org Number Object Code FY23-24 Amt FY24-25 Amt Operating Expense (list detail description below)
Eucalyptus Holiday Support 01101000 520320-EUCAL 40,000.00 41,200.00 Total Operating Costs 40,000.00$ 41,200.00$
Offsetting revenue if applicable
Net Operating Costs 40,000.00$ 41,200.00$

Priority
Tracking
Department
Priority 2
City Manager
Approved Y

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CITY OF SAN CARLOS FY2023-25 BUDGET

BASE BUDGET EXPENSE AMENDMENT

PROGRAM CHANGE FORM

PROGRAM: 01111000 City Manager
REQUEST TITLE: Change Existing Communication Coordinator Position to Management Analyst Position

Request Summary

The City Manager’s Office seeks to change the position scope and title for the existing Communications Coordinator to Management Analyst. The requested amount of $43,850 in Fiscal Year 2023-24 and $43,750 in FY 2024-25 represents the salary difference between the two positions.

Factors Driving the Request for Change

There has been increased demand for City communications, both in volume and scope.

Every one of the
City Council’s current strategic goals and objectives contains crucial communication and outreach elements. To meet this growing demand for City communications, an additional communications position, Communications Manager, was created in 2023 and the City Manager’s Office formed a Communications Division consisting of the Communications Manager and Communications Coordinator.

Since that time, it has become apparent that the position and title of Communications Coordinator doesn’t adequately represent the full scope of services currently provided by the Communications Coordinator.

The City’s current Communications Coordinator is a motivated self-starter who possesses a master’s degree and a keen understanding of government and politics. In addition to the regular duties of a Communications Coordinator, she performs duties similar to a Management Analyst. For example, in the first several months with the City she has:
• conducted a thorough, comparative communications study and social media audit and implemented changes based upon her findings and recommendations (this is a service for which many organizations would hire outside consultants)
• created an “Emergency Social Media and Communications Guide” • designed, implemented, and managed a Citywide communications calendar • conducted an employee survey in collaboration with Human Resources and presented findings and recommendations to the executive team
• d esigned and developed the content for a new, monthly Employee Newsletter • worked with the Communications Manager to develop a communications case study which will be presented at a CAPIO conference this year
• developed positive working relationships with Public Works, Parks and Recreation, and the Community Development Departments by attending and contributing to their regular monthly planning meetings
• led requirements gathering meetings and assisted with the creation of an information architecture for the City’s new website
• tracks social media accounts of neighboring cities and watches nearly every City Council meeting in order to anticipate potential communications issues or needs

Alternatives

• Keep the role and job requirements of the Communications Coordinator as-is.

Cost Summary

Priority
Tracking
Department
Priority 1
City Manager
Approved Y

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FY 2023-25 Base Budget Expense Amendment Page 2 of 2

Line Item Description Org Number Object Code FY23-24 Amt FY24-25 Amt Operating Expense (list detail description below)
Annual Salary of Management Analyst 01111000 511010-529999 194,750.00 202,050.00 Current Salary of Communications Coordinator (150,900.00) (156,500.00) Total Operating Costs 43,850.00$ 45,550.00$
Net Operating Costs 43,850.00$ 45,550.00$

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CITY OF SAN CARLOS FY2023-25 BUDGET

BASE BUDGET EXPENSE AMENDMENT

PROGRAM CHANGE FORM

PROGRAM: 01151000 City Attorney
REQUEST TITLE: Reclassify the Part-Time Contract City Attorney Position to a Full-time In-House City Attorney Position

Request Summary

Staff recommends that the part-time, contract City Attorney position be reclassified to a full-time, in-house City Attorney position. This request would have a net cost of $31,700 in Fiscal Year (FY) 2023-24 and $38,000 in FY 2024-25, since the costs of the new position would be offset by the existing retainer and other legal fees currently paid for this position.

Factors Driving the Request for Change

 The current contracted City Attorney is not a full-time position. Furthermore, the incumbent contracts with other cities and Joint Powers Authorities (JPAs).
 The need for legal services has increased since the contract City Attorney position was created and staff is frequently competing with other agencies and JPAs for the City Attorney’s time.  As a full-time, in-house position, the City Attorney would serve as a regular staff position and team member. This would provide staff with streamlined and timely access to legal services and advice.  As an in-house staff member, the full -time City Attorney would continue to oversee and liaise with specialized, outsourced legal services provided by multiple legal agencies , on an as needed basis.

The cost to convert the position would be offset by hourly rate savings for work performed outside of the retainer, which has been approximately $12,000 per month over the last year and a half.

Alternatives

The Council could continue with the contract model for legal services but forgo the benefits of having full-time legal staff, including oversight of outsourced legal services and streamlined, timely access to legal services and advice.

Cost Summary

 This request would be a net cost to the General Fund of $31,700 in FY 2023-24 and $38,000 in FY 2024-25.

Line Item Description Org Number Object Code FY23-24 Amt FY24-25 Amt Operating Expense (list detail description below)
Salary and Benefits - new position 01151000 511010 445,000.00 460,700.00 Retainer - existing position 01151000 520330 (214,200.00) (221,900.00) Legal costs outside of retainer 01151000 520302 (144,000.00) ( 144,000.00) Total Operating Costs 86,800.00$ 94,800.00$
Offsetting revenue if applicable
Net Operating Costs 86,800.00$ 94,800.00$

Priority
Tracking
Department
Priority 1
City Manager
Approved Y

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CITY OF SAN CARLOS FY2023-25 BUDGET

BASE BUDGET EXPENSE AMENDMENT

PROGRAM CHANGE FORM

PROGRAM: 01151000 City Attorney
REQUEST TITLE: Add Legal Secretary Position and Operating Budget

Request Summary

Staff recommends a new Legal Assistant position be created to support the City Attorney should that position be reclassified as a full-time employee. This request would have a net cost of $211,850 in Fiscal Year 2023-24 and $219,250 in Fiscal Year 2024-25.

Factors Driving the Request for Change

 If the contracted City Attorney be reclassified to a full -time position, the position will require administrative support.
 The new department will also need an operating budget for supplies and conferences.

Alternatives

 Do not add the position or postpone the addition to a future fiscal year.  Or add a part-time Administrative Assistant position.

Cost Summary

 This request would be a net cost to the General Fund of $157,450 in FY 2023-24 and $163,450 in FY 2024-25.

Line Item Description Org Number Object Code FY23-24 Amt FY24-25 Amt Operating Expense (list detail description below)
Salary and Benefits - new position 01151000 511010 167,850.00 174,250.00 Office Supplies 01151000 520201 6,000. 00 6,200.00 Conferences/Meetings 01151000 520503 10,000.00 10,000.00 Professional Dues 01151000 520501 3,000.00 3,000.00 Virtual Law library subscription 01151000 520501 25,000.00 25,800.00 Total Operating Costs 211,850.00$ 219,250.00$
Offsetting revenue if applicable
Net Operating Costs 211,850.00$ 219,250.00$

Priority
Tracking
Department
Priority 2
City Manager
Approved Y

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CITY OF SAN CARLOS FY2023-25 BUDGET

BASE BUDGET EXPENSE AMENDMENT

PROGRAM CHANGE FORM

PROGRAM: 01121000 City Clerk
REQUEST TITLE: Reclassify Administrative Assistant Position to Deputy City Clerk

Request Summary

The duties and responsibilities of the Administrative Assistant in the City Clerk’s office have evolved and expanded over time from basic clerical functions to providing the City Clerk with support requiring greater depth of skill and expertise.

Staff is requesting that the Administrative Assistant position in the City Clerk’s office be reclassified to Deputy City Clerk to accurately reflect the role.

Factors Driving the Request for Change

In order to properly support the City Clerk’s Office, the Administrative Assistant requires knowledge of pertinent government organizations, functions, policies, rules, and regulations. These include the Ralph M. Brown Act, the Maddy Act, the Fair Political Practices Act, and the California Public Records Act.

These skills are in line with a Deputy City Clerk position.

In addition to performing administrative tasks, the Administrative Assistant in the City Clerk’s Office also:
• Assists with overseeing the City’s Records Management Program, including the citywide scanning project, proper destruction of documents according to the records retention schedule, and managing of public records requests
• Assists with commission recruitments and provides general guidance and support to the public • Provides regular trainings to staff on systems the City Clerk’s office manages • Maintains the City’s Do Not Knock and Refusal of Consent Registries • Ensures a complete record of all contracts and agreements that are routed through the City Clerk’s Office, including adequate insurance certificates and appropriate attachments • Serves as the City’s back-up notary public
• M anage the operations of the City Clerk’s office in the Clerk’s absence

Additionally, as a Deputy City Clerk, the position would be able to attend Council meetings and serve in the absence of the City Clerk.

Reclassifying the position aligns with the City’s core value to support the well-being of employees, invest in their development, and align staffing and resources with the demand for City services.

Alternatives

Do not reclassify the position.

Cost Summary

Priority
Tracking
Department
Priority 1
City Manager
Approved Y

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FY 2023-25 Base Budget Expense Amendment Page 2 of 2

Line Item Description Org Number Object Code FY23-24 Amt FY24-25 Amt Operating Expense (list detail description below)
Deputy City Clerk 01121000 511010 165,950.00 172,250.00 Administrative Assistant 01121000 511010 (157,450.00) (163,450.00) Total Operating Costs 8,500.00$ 8,800.00$
Offsetting revenue if applicable
Net Operating Costs 8,500.00$ 8,800.00$

5.b
May 05, 2023

Packet Pg. 114

CITY OF SAN CARLOS FY2023-25 BUDGET

BASE BUDGET EXPENSE AMENDMENT

PROGRAM CHANGE FORM

PROGRAM: 01211000 Admin Services Finance Division
REQUEST TITLE: Add Full-Time Accounting Technician I/II Position

Request Summary

Staff recommends that the City Council authorize an appropriation for a new, full-time Accounting Technician I/II Position in the Finance Division to support the increased volume of processing for accounts payable, accounts receivable, payment handling, entry-level accounting, and other needs of the division.

Factors Driving the Request for Change

 Additional assistance is needed due to the re-opening of various City events and functions after the COVID-19 pandemic and the assumption of special events by the City , such as the Art and Wine Faire and Hometown Days.
 D ue to the closure of the San Carlos Chamber of Commerce, finance functions have increased. For example, City staff must now attend events to count payments during and after the events to maintain proper checks and balances and internal controls.
 T here has been an approximately 34% increase in the volume of payments sent to vendors (compared with two years ago), which need to be entered, processed, and reviewed before they can be posted into the City’s financial system.
 There has also been an approximately 15% increase in the volume of cash receipts (compared with two years ago), which need to be taken in, entered, and reviewed before they are posted into the City’s financial system.
 Recent turnover of entry-level positions has also made it difficult to provide coverage when there are vacancies in the division. Within the last 7 years, there have been 11 recruitments for this position, of which three were within the last two-year budget. The division has also had to hire countless temporary staff throughout the years to fill the vacancies, which has diminished morale.  An additional position within the division will also provide for more flexibility in balancing workload as well as provide additional learning and training opportunities for the staff to grow and advance within the division.

Alternatives

Do not approve the new position.

Cost Summary

The full cost for this position is $144,500 in Fiscal Year 2023-24 and $149,700 in Fiscal Year 2024-25.

Line Item Description Org Number Object Code FY23-24 Amt FY24-25 Amt Operating Expense (list detail description below)
Accounting Technician I/II salaries/benefits 01211000 511010-512999 144,500.00 149,700.00 Total Operating Costs 144,500.00$ 149,700. 00$
Offsetting revenue if applicable
Net Operating Costs 144,500.00$ 149,700.00$

Priority
Tracking
Department
Priority 1
City Manager
Approved Y

5.b
May 05, 2023

Packet Pg. 115

CITY OF SAN CARLOS FY2023-25 BUDGET

BASE BUDGET EXPENSE AMENDMENT

PROGRAM CHANGE FORM

PROGRAM: 01181000 Comm Development - Bldg Division
REQUEST TITLE: Upgrade Sr. Inspector to Asst Building Official

Request Summary

Staff recommends that the Senior Building Inspector position be reclassified to an Assistant Building Official position. The Assistant Building Official would assume a lead role with large scale development projects and electronic plan review . This role would also assist the Building Official with training and coordination of field inspections and mentoring of field inspectors and permit technician.

Factors Driving the Request for Change

 This change will support ongoing succession planning and staff retention within the Community Development Department.
 The Assistant Building Official position will focus on ensuring quality control of service counter operations, training, plan check review oversight, permit streamlining, and on-time field inspections.  This position would provide the Building Official with greater span of control to focus on supervision, oversight, leadership, and management of a larger number of Building Division staff than in years past.
 The complexity and volume of current and future projects requires a high degree of oversight and coordination for timely review from construction phase to project completion.  This position would further the core City value to provide high quality and timely customer service.  This position would further the core City value to support the well-being of employees, invest in their development, and align staff resources with the ongoing demand for high quality City services.

Alternatives

Do not upgrade the Senior Building Inspector to an Assistant Building Official position and / or provide staff with alternate direction.

Cost Summary

 Anticipated larger commercial and multi-residential development projects will generate fee revenue.  Please see spreadsheet below for specific line items impacted by this request in FY 2023-24 and FY 2024-25.

Line Item Description Org Number Object Code FY23-24 Amt FY24-25 Amt Operating Expense (list detail description below)
Assistant Building Official 01181000 511010 251,400.00$ 260,300.00$ Current Senior Inspector position costs 01181000 511010 (221,500.00) (229,700.00) Total Operating Costs 29,900.00$ 30,600.00$
Offsetting revenue if applicable
Net Operating Costs 29,900.00$ 30,600.00$

Priority
Tracking
Department
Priority 1
City Manager
Approved Y

5.b
May 05, 2023

Packet Pg. 116

CITY OF SAN CARLOS FY2023-25 BUDGET

BASE BUDGET EXPENSE AMENDMENT

PROGRAM CHANGE FORM

PROGRAM: 01491031 Fire Department
REQUEST TITLE: Convert Contracted Deputy Fire Chief to FT Fire Chief

Request Summary

Staff recommends that the Council approve the conversion of a contracted Deputy Fire Chief to a full - time Fire Chief position.

Factors Driving the Request for Change

 Although we currently contract for Fire and Emergency Services with Redwood City, there is an increased need for San Carlos to manage its own Emergency Management Program. Although we share borders with Redwood City, our jurisdiction has unique needs and would be better served with a full-time resource.
 With the expansion of development on the East Side, there is a greater need for Fire to be involved in the development process.
 Since it is anticipated that the full -time position will still share in the duties in Redwood City, there could be offsetting savings by negotiating with Redwood City to pay San Carlos for a portion of the position costs. In addition, the City would no longer need to pay those costs in the contract.

Alternatives

Do not convert the position and continue contracting through Redwood City.

Cost Summary

Line Item Description Org Number Object Code FY23-24 Amt FY24-25 Amt Operating Expense (list detail description below)
Salaries and benefits of new postion 01491031 511010 430,200.00 444,200.00 Offsetting contract savings by not outsourcin 01491031 520320 (315,000.00) (320,000.00) Vehicle expense 12,000.00 12,000.00
Total Operating Costs 127,200.00$ 136,200.00$
Potential negotiated RWC contract for 25% (105, 000.00) (106,700.00) Net Operating Costs 22,200.00$ 29,500.00$

Priority
Tracking
Department
Priority 1
City Manager
Approved Y

5.b
May 05, 2023

Packet Pg. 117

CITY OF SAN CARLOS FY2023-25 BUDGET

BASE BUDGET EXPENSE AMENDMENT

PROGRAM CHANGE FORM

PROGRAM: 01741000 Parks and Rec - Athletics
REQUEST TITLE: Requesting additional part-time salaries, contract instructor expenses, and field and program supplies with offsetting revenue.

Request Summary

This request is for additional funding in part-time salaries, contract instructor expenses, and field and program supplies for Parks and Recreation Athletics programs. This adjustment will accurately reflect the current expenditures and includes an increase in offsetting revenue.

Factors Driving the Request for Change

 Increases in Athletics program participation is requiring additional funding to pay for part-time salaries, contract instructors payments for classes and camps, and athletics field and program supplies.  Additional funding will accurately reflect the cost associated with providing the athletics programs at current registration numbers and will allow us to not limit number of registrations.  Impact of this change is reflected in the additional revenue projected in these program areas.

Alternatives

An alternative to this request would be to not provide the additional funding, requiring the department to limit registration numbers in our programs.

Cost Summary

 Total operating expenses for FY 2023-24 is $6 9,000. Total operating expenses for FY 2024-25 is $71,200.
 Total projected offsetting revenue for FY 2023-24 is $126,000 and $129,900 for FY 2024-25.

Line Item Description Org Number Object Code FY23-24 Amt FY24-25 Amt Operating Expense (list detail description below)
PT Salaries - Athletics 01741000 511020 25,000.00 25,800.00 Instructors - Youth Classes 01741005 520319 - CLS01 35,000.00 36,100.00 Supplies - Youth Basketball 01741005 520205 - BAS01 2,500.00 2,600.00 Supplies - Flag Football 01741005 520205 - FFBAL 2,500.00 2,600.00 Supplies - Bocce and Corn Hole 01741030 520205 - BOCC 4,000.00 4,100.00 Total Operating Costs 69,000.00$ 71,200.00$
Youth Basketball League Revenue 1741005 408200-BAS01 (25,000.00) (25,800.00) Youth Flag Football League Rev 1741005 408200-FFBAL (15,000.00) (15,500.00) Youth Sports Classes Revenue 1741005 408200 (60,000.00) (61,800.00) Adult Sports Classes Revenue 1741004 408200 (26,000.00) (26,800.00) Total Offsetting Revenues (126,000.00)$ (129,900.00)$ Net Operating Costs (revenue) (57,000.00)$ (58,700.00)$

Priority
Tracking
Department
Priority 1
City Manager
Approved Y

5.b
May 05, 2023

Packet Pg. 118

CITY OF SAN CARLOS FY2023-25 BUDGET

BASE BUDGET EXPENSE AMENDMENT

PROGRAM CHANGE FORM

PROGRAM: 01791000 Parks & Rec Community Events
REQUEST TITLE: Request for additional funding to support community events

Request Summary

Staff recommends increasing the operating budget for community events to reflect actual costs to coordinate events . Requested funding will be partially offset by additional projected revenues. E vent expenses include field and program supplies, professional services and licensing.

Factors Driving the Request for Change

 Costs to coordinate each event have increased substantially from prior years for items such as glassware, rentals (stage, tents, golf carts, generators, radios, ice truck, portable restrooms), stage entertainment, bands, signage, graphics, and supplies
 Some event expenses have doubled since prior to covid (golf carts, radios, shuttle services), while other costs have increased approximately 20%
o Rentals increased by 114% ($20,500 to $44,000)
o Encroachment and Health Department Permits increased by 62% o Bands increased by 33%
o Generators increased by 160% ($2,300 to $6,000)
o Ice Truck increased by 112% ($2,500 to $5,300)
o Golf Cart Rentals increased by 68%
o Shuttle Services and Parking Attendants increased by 116% ($6,0000 to $13,000)  Included in this request is staff’s recommendation to add night security for the Family Campout event.  Staff is also proposing to add one more downtown Block Party date each summer.  Should these increases be approved, staff will be able to coordinate the annual calendar of events to meet the high standards and expectations of the community.  Staff will continue to survey and evaluate community needs and expectations for community events.  Community events fosters an engaging community and attributes San Carlos in being a desirable, vibrant and inclusive community, admired by all as a great place to live, learn, work and play.

Alternatives

Alternatives to this request are to not approve the additional expenses, or approve part of the request.

The result of an alternate option would be reduced events and/or attractions at community events.

Cost Summary

 The additional appropriation of funds requested from the General Fund for Fiscal Year 2023-24 is $118,500.
 Additional offsetting revenues for community events is projected to be $8 1,000, resulting in a net impact of $37,500 to the General Fund. This includes revenue from sponsorships, donations from the Parks and Recreation Foundation and ticket sales for Hometown Days.  Funding is also requested in future fiscal years.

Priority
Tracking
Department
Priority 2
City Manager
Approved Y

5.b
May 05, 2023

Packet Pg. 119

FY 2023-25 Base Budget Expense Amendment Page 2 of 2

Line Item Description Org Number Object Code FY23-24 Amt FY24-25 Amt Operating Expense (list detail description below)
Art & Wine Faire Expenses 01791000 520205-ARTWN 40,000.00 44,800.00 Block Party Field & Program Supplies 01791000 520205-BLOCK 2,000.00 2,100.00 Family Campout Field & Program Supplies 01791000 520205-FCAMP 2,000.00 2,100.00 Special Event Licensing 01791000 520320 2,000.00 2,000.00 Art & Wine Faire Professional Services 01791000 520320-ARTWN 50,000.00 51,500.00 Rentals (generators/storage/restrooms/golf carts)
Rentals and Setup and Breakdown (Booths/Tables/Chairs/Stages) Shuttle Service
Bands//Entertainment
Event Security
Marketing (design/ads/posters/banners/design)
Hometown Days Prof Services 01791000 520320-HTD01 15,000.00 15,450.00 Summer Concerts Prof Services 01791000 520320-MUSIC 7,500.00 7,725.00 Total Operating Costs 118,500.00$ 125,675.00$
HTD Event Revenue (tickets, booths) 01791000 408101-HTD01 (65,000.00) (66,950.00) NHL Event Revenue (booth fees) 01791000 408101-NHLIT (1,000.00) (1,000.00) Concert Sponsorship Revenue 01791000 480100-MUSIC (15,000.00) (15,000.00) Total Offsetting Revenue (81,000.00)$ (82,950.00)$ Net Operating Costs 37,500.00$ 42,725.00$

5.b
May 05, 2023

Packet Pg. 120

CITY OF SAN CARLOS FY2023-25 BUDGET

BASE BUDGET EXPENSE AMENDMENT

PROGRAM CHANGE FORM

PROGRAM: 01791000 Parks and Rec – Special Events
REQUEST TITLE: Funding for City employee appreciation dinner

Request Summary

Staff recommends increasing the budget for the City employee appreciation dinner.

Factors Driving the Request for Change

 City Council recently approved funding for a volunteer recognition dinner.  Staff is recommending t hat internal City events be expanded to include an employee appreciation dinner for all City employees.
 Staff believes this will contribute to positive employee morale, building employee relationships , and employee retention.

Alternatives

The alternative to this request is to not increase the budget, and thereby, not include a City employee dinner.

Cost Summary

 The additional appropriation of funds requested from the General Fund for Fiscal Year 2023 -24 is $30,000.
 Funding is requested for Fiscal Year 2023-24 and in future fiscal years.  There is no offsetting revenue associated with this request.

Line Item Description Org Number Object Code FY23-24 Amt FY24-25 Amt Operating Expense (list detail description below)
Employee Recognition & Dinner 01791000 520601 30,000.00 30,900.00 Total Operating Costs 30,000.00$ 30, 900.00$
Offsetting revenue if applicable
Net Operating Costs 30,000.00$ 30,900.00$

Priority
Tracking
Department
Priority 3
City Manager
Approved Y

5.b
May 05, 2023

Packet Pg. 121

CITY OF SAN CARLOS FY2023-25 BUDGET

BASE BUDGET EXPENSE AMENDMENT

PROGRAM CHANGE FORM

PROGRAM: 01413000 Police Services
REQUEST TITLE: Increase to Police Services Contract offset by Prior Year Savings

Request Summary

Each year in conjunction with the budget, the City Council will consider for approval an amendment to Exhibit B (cost of services) of the San Mateo Sheriff’s Agreement. The total base budget for these services in FY 2023-24 estimated a 10% increase. However, the proposed Exhibit B received from the Sheriff’s Office reflected an 18.5% increase in the law enforcement services budget.

Factors Driving the Request for Change

The Investigative Services Detective Credit of $100,000 that we had received in prior years is no longer available since we have been utilizing more of this service. In addition to these changes, the major cost increases are related to operating costs or overhead allocations which are pass-through amounts from the County. In FY 2023-24, this amounts to a 41% operating increase from prior years.
Per Section 3.5 of the Agreement, the total contract value will be credited by the amount paid to CalPERS for retirement obligations from the former police department. The total amount of the credit from FY 2022-23 to FY 2023-24 dropped by 34% due to reductions in payments to CalPERS. This increased the total amount of payment to the Sheriff’s Office. Section 3.1.2 of the Agreement includes a provision if the actual costs of services are less than the calculated totals that the excess will be set aside to be used at the City’s discretion. In FY 2020-21, the City utilized $300,000 to offset the total contracted amount that year and in FY 2022-23, the City utilized $228,500 to offset the amount over anticipated budget. As of February 28, 2023, the balance held in the trust fund is $780,847.

Alternatives

Do not use prior year savings to offset the proposed contract increase and use unassigned fund balance.

Cost Summary

Additional costs to the budget for FY 2023-24 are anticipated to be $873,000, offset by $350,000 of prior year fund balance.
Estimated costs to the budget for FY 2024-45 are an increase of $1,011,170 assuming the same proposed increase as FY 2023-24.

Line Item Description Org Number Object Code FY23-24 Amt FY24-25 Amt Operating Expense (list detail description below)
Police Contracted Services 01413000 520320-PDOSR 873,000.00 1,011,170.00 Prior Year savings (350,000.00)
Total Operating Costs 523,000.00 $ 1,011,170.00$
Offsetting revenue if applicable
Net Operating Costs 523,000.00 $ 1,011,170.00$

Priority
Tracking
Department
Priority 1
City Manager
Approved Y
CITY OF SAN CARLOS FY2023-25 BUDGET

BASE BUDGET EXPENSE AMENDMENT

PROGRAM CHANGE FORM

PROGRAM: 01711000 Parks Maintenance
REQUEST TITLE: Additional funding to implement tree maintenance recommendations from Tree Assessment project

Request Summary

This request is for annual funding to implement recommended tree care following the completion of the tree assessment project with Davey Tree Resource Group.

Factors Driving the Request for Change

 Maintenance of trees have been done on a case-by-case basis.  This will restructure tree maintenance from a reactive to a proactive approach.  Davey Resource Group is providing City with a full analysis of over 5,000 City owned trees.  Assessment has concluded that over 250 trees are in poor, critical , or dead condition. These trees are recommended for removal (30 of which are in medians or developed parks; remainder are in open space).

Alternatives

An alternative to this request is to continue to provide tree care on a case-by-case basis.

Cost Summary

 Total requested funding for FY 2023-24 is $150,000.
 Funding is requested in future years as well.
 There are no offsetting revenues for this request.

Line Item Description Org Number Object Code FY23-24 Amt FY24-25 Amt Operating Expense (list detail description below)
Parks Maintenance Prof Services-Trees 01711000 520320-TREES 150,000.00 154,500.00 Total Operating Costs 150,000.00$ 154,500.00$
Net Operating Costs 150,000.00$ 154,500.00$

Priority
Tracking
Department
Priority 1
City Manager
Approved Y

5.b
May 05, 2023

Packet Pg. 123

CITY OF SAN CARLOS FY2023-25 BUDGET

BASE BUDGET EXPENSE AMENDMENT

PROGRAM CHANGE FORM

PROGRAM: 01413000 Crossing Guards
REQUEST TITLE: Add Funding to Support Crossing Guard Program

Request Summary

This request is to add funding to the budget to support the existing crossing guard program.

Factors Driving the Request for Change

 Since 2015 the City shared the cost of funding the program with the school district.  The City Council agreed to fully fund the program in FY 2021-22 due to the district’s anticipated funding shortfall due to the pandemic.
 Current program supports 11 different sites from 3 to 4 hours per day.  Hiring challenges have impacted the labor market and the crossing guard contractor has struggled to maintain a sufficient workforce.
 The City Council approved an 8% cost increase in FY 2022-23.  The billable rate has increased from $33.45 to $37.65, driving the costs over what was projected , resulting in an approximately 11% total cost increase for FY 2023-24.  The program fosters a safer community and meets the City Council’s strategic objectives and supports the City’s Safe Routes to School Program.

Alternatives

An alternative would be to reduce the number of intersections or return to sharing the cost of funding the program with the school district as had been done prior to FY 2021-22.

Cost Summary

Total cost increase is $20,000 in FY 2023-24 and $25,000 in FY 2024-25.

Line Item Description Org Number Object Code FY23-24 Amt FY24-25 Amt Operating Expense (list detail description below)
Crossing Guard Program 01413000 520351 20,000.00 25,000.00 Total Operating Costs 20,000.00$ 25,000.00$
Offsetting revenue if applicable
Net Operating Costs 20,000.00$ 25,000.00$

Priority
Tracking
Department
Priority 2
City Manager
Y

5.b
May 05, 2023

Packet Pg. 124

CITY OF SAN CARLOS FY2023-25 BUDGET

BASE BUDGET EXPENSE AMENDMENT

PROGRAM CHANGE FORM

PROGRAM: 01531000 Public Works - Fleet
REQUEST TITLE: Reclassify Mechanic to Senior Mechanic Position

Request Summary

The Maintenance Department requests funding to reclassify a Mechanic position to a Senior Mechanic position in Fiscal Year 2023-24.

Factors Driving the Request for Change

A Senior Mechanic is needed to manage the City’s mechanic and fleet programs , including fuel management, hazardous materials management, vehicle purchasing, surplus of City property, regulatory compliance, vehicle smog inspection, vehicle parts and supply management, and staff training. In addition, the Senior Mechanic will be responsible for transitioning the City fleet from internal combustion engines to an EV platform.

With the on-going transition to EV , the maintenance requirements will change to serve both internal combustion engines and EV. The Senior M echanic would be responsible for annual prev entative maintenance programs for all vehicles and EV charging stations.

This position would facilitate the work in the City garage and manage outside mechanics and specialty contractors. Contracts for the Senior Mechanic include electric vehicle charging, security systems, and fleet purchases. There has been a 20% increase in fleet and industrial equipment inventory over the last five years. Managing contracts, outside vendors, the City’s expanded fleet and equipment, and the transition to an EV platform requires a senior level skill set.

Alternatives

Do not upgrade the position.

Cost Summary

Line Item Description Org Number Object Code FY23-24 Amt FY24-25 Amt Operating Expense (list detail description below)
Senior Mechanic Position 01531000 511010 193,425.00 200,425.00 Mechanic Position 01531000 511010 (190,325.00) (197,625.00) Total Operating Costs 3,100.00$ 2,800.00$
Offsetting revenue if applicable
Net Operating Costs 3,100.00$ 2,800.00$

Priority
Tracking
Department
Priority 3
City Manager
Approved Y

5.b
May 05, 2023

Packet Pg. 125

CITY OF SAN CARLOS FY2023-24 BUDGET

BASE BUDGET EXPENSE AMENDMENT

PROGRAM CHANGE FORM

PROGRAM: 01511000 Public Works Engineering Division
REQUEST TITLE: Reclass Senior Engineer to Principal Engineer Position

Request Summary

Public Works requests to upgrade the Senior Engineer position to Principal Engineer p osition beginning in Fiscal Year 2023-24 in order to continue to manage and deliver Capital Improvement Program projects in a timely manner in the Engineering Division.

Factors Driving the Request for Change

With 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 one Senior Engineer managing one full -time Associate Engineer and two full -time Civil Engineering Assistants. With the number of projects expected to increase in complexity, reclassifying the Senior Engineer to a Principal Engineer is needed. This will provide staff more assistance on the more complex capital improvement projects, assist in public outreach efforts and provide guidance to the Associate Engineers and Civil Engineering Assistants.

The number of capital improvement projects in Parks and Recreation are also increasing, so project delivery will continue to be a challenge. The Principal Engineer 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.

Alternatives

An 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.

Cost Summary

Based on recent salary surveys, the Senior Engineer position is already well compensated so there will be no additional costs. This will be a title change only.

Line Item Description Org Number Object Code FY 23-24 Amt Operating Expense (list detail description below)
Salary and Benefits 01511000
Total Operating Costs -$
Offsetting revenue if applicable
Net Operating Costs -$

Priority
Tracking
Department
Priority 4
City Manager
Approved Y

5.b
May 05, 2023

Packet Pg. 126

CITY OF SAN CARLOS FY2023-25 BUDGET

BASE BUDGET EXPENSE AMENDMENT

PROGRAM CHANGE FORM

PROGRAM: 01000000 General Fund
REQUEST TITLE: Paydown of CalPERS Unfunded Liabilities

Request Summary

Staff recommends the transfer of $3 million from the Unfunded Liability Reserve to pay down the California Public Employees Retirement System (CALPERS) Unfunded Pension Liability.

The City can choose how CALPERS applies the $3 million to pay down the City’s Unfunded Pension Liability. Two options for the City’s consideration are described as follows:

 Option 1: Have CALPERS apply the $3 million to shorter amortization bases in order to generate savings over the next 16 years, when the City is projected to have its highest UAL payments.  Option 2: Have CALPERS apply the $3 million to a longer amortization base in order to generate savings over the next 21 years, which is roughly the term of the City’s projected UAL payments.

Factors Driving the Request for Change

 The City currently has an Assigned Reserve for Unfunded Liabilities in the amount of $3 million. This reserve was created from prior year savings. These prior year savings are typically generated from salary and benefit savings from vacant positions throughout the year.  The reserve balance is currently earning less than 2% interest.  The one-time payment would eliminate $4.7 million (Option 1) or $6.2 million (Option 2) in future pension payments.
 The return on this investment is estimated to be 6.8% (Option 1 and Option 2), which is the interest rate charged on the City’s Unfunded Pension Liability.
 The one-time payment would enhance budget predictability by lowering pension payments over the next 16 years (Option 1) or 21 years (Option 2).

Alternatives

Do not make the one-time payment and leave the reserve balance in the General Fund.

Cost Summary

Approval of this request will result in future gross savings (does not include the $3 million expense) of $4.7 million (Option 1) or $6.2 million (Option 2).

Line Item Description Org Number Object Code FY23-24 Amt FY24-25 Amt Operating Expense (list detail description below)
One-time Paydown 01000000 512000 3,000,000.00 -
Total Operating Costs 3,000,000.00$ -$
Offsetting revenue if applicable
Net Operating Costs 3,000,000.00$ -$

Priority
Tracking
Department
Priority 1
City Manager
Approved Y

5.b
May 05, 2023

Packet Pg. 127

CITY COUNCIL

STAFF REPORT
MEETING DATE: May 5, 2023
ITEM TITLE: Discussion of Recommended Capital Improvement Program for the Fiscal Years 2023-28.

RECOMMENDATION:

Staff recommends that the City Council review staff recommendations for the Fiscal Years (“FY”) 2023-28 Capital Improvement Program (“CIP”) Budget and provide policy direction with respect to the preparation of a capital budget document for consideration at the June 26, 2023 City Council meeting.

FISCAL IMPLICATIONS:

The proposed FY 2023-28 CIP is funded with capital project funds, as outlined in the CIP Fund Summary (Attachment 1). If approved by the City Council, the CIP will draw down on capital fund balances over the course of the projects. The total proposed CIP budget will fund the following project categories over the next five years.

Project Category
Wastewater
Fund Gas Tax Fund General Capital
Fund
Child Care
Fund Parks in Lieu Housing Funds
Sewage Improvements and
Replacements 54,630,000$
Street Improvements 41,145,000$ 8,025,000$
Storm Drainage System 7,750,000$
Traffic and Transit 2,850,000$
Parks and Recreation 6,770,000$ 1,800,000$
Planning 4,050,000$
Child Care 8,000,000$
Housing 48,200,000$
Facilities and Technology 2,997,100$
TOTAL 54,630,000$ 41,145,000$ 32,442,100$ 8,000,000$ 1,800,000$ 48,200,000$ PROJECTED SPENDING OVER NEXT FIVE YEARS (FY 2023 - FY 2028) In addition to the direct funding received into the capital funds, the recommended CIP Budget includes transfers from various funds as noted in Attachment 5. The transfers include the closure of the Parking in Lieu Fund and the closure of the Library Improvement Fund. The Parking In Lieu Fund has been combined with the General Capital Fund and any future revenue will be restricted for parking projects. The Library Improvement Fund will be closed following the payoff of the Library General Obligation Bonds in FY 2024-25 and any future revenue will be restricted for library building maintenance or improvement projects.

5.c
May 05, 2023

Packet Pg. 128

BACKGROUND:

A study session to review the City’s five-year capital budget recommendations, which are listed in the CIP Budget Detail schedule (Attachment 2), is typically held before final adoption of the budget.

Sections 65400, 65401, and 65403 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 and Transportation Commission will review the Capital Improvement Program Budget at its May meeting to see if the proposed capital projects are in conformance with the goals, policies, and actions contained within the General Plan.

ANALYSIS:

THE CAPITAL BUDGET
The proposed FY 2023-28 Capital Improvement Program Appropriations Budget is provided in Attachments 1 and 2. Below is a summary highlighting the status of current projects that include recommended changes since the FY 2022-23 adopted budget update, and background of newly proposed projects grouped by fund and by category.

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 the sewage treatment, transmission, major capital replacements and improvements to the sewer system. Over the next five years, staff is proposing an investment of $54.6 million in the City’s wastewater system.

Staff requests continued and additional funding where applicable for the following previously approved projects:
•Sewer System Rehabilitation Program (C9617). $5 million was appropriated in FY 2022-23. Staff proposes funding of $35 million over five years, or $7 million per year, for FY 2023-24 through FY 2027-28 to continue the rehabilitation work. The additional appropriation will repair, rehabilitate, and replace significant structural deficiencies. The annual rehabilitation project has steadily addressed grade 4 and 5 defects, as well as replaced additional lower laterals.

The following new and future General Fund capital projects are recommended. Detailed descriptions can be found in the attachments that follow:
•Sewer and Storm Pump Station Assessment. Staff proposes funding of $150,000 in FY 2023-24 to perform a sewer and storm pump station assessment. The assessment will assist in evaluating the storage of waste and stormwater, condition of the pumps, improvements to the electrical panels, and services to improve efficiency. The pump stations are crucial to collect, store, and lift waste and stormwater since failures can cause sewer overflows or flooding in the streets. Assessing the improvements will also reduce

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the cost of preventative maintenance and staff time to continually repair or improve efficiency.
•Sewer Model Update. Staff proposes funding of $300,000 in FY 2023-24 for a sewer model update. The model update will allow staff to plan for future infrastructure improvements and maintenance strategies, as well as identify any capacity issues in order to improve the overall safety of the sanitary sewer system and to reduce the potential for sanitary sewer overflows.
•Shoreway Road Sewer Main Relocation Project. Staff proposes funding of $605,000 in FY 2023-24. The existing sewer main can no longer be rehabilitated or repaired due to the severity of defects, which can cause sewer overflows and back-ups. Existing utilities and permanent structures along the alignment pose difficulties and challenges to performing repairs. Relocating the sewer main will also reduce on-going preventative maintenance and staff time.
•Tierra Linda Pump Station Improvements. Staff proposes funding of $1,000,000 in FY 2023-24. Relocating and replacing the sewer main will reduce the potential for overflows and backups. The existing pump station poses difficulties and challenges to staff because it cannot be fully utilized to lift, transport, and clear wastewater. The two pumps cannot be used simultaneously due to safety and concern of sewer overflows and back-ups within the force main along San Carlos Avenue.
•Sewer Capacity Assurance Improvements. Staff requests total funding of $9,500,000 in FY 2025-26 and FY 2027-28. Completing sewer capacity assurance improvements will reduce the number of sanitary sewer overflows, staff time in maintaining and addressing overflows, and retaining contractors to perform emergency repairs at higher costs.

Gas Tax Fund 16
The Gas Tax Fund is used to account for revenue received and expended under the State of California, Street and Highways Code Sections 2106, 2107 and 2107.5. The revenues received must be expended for maintenance and construction related to streets.

SB 1. In April 2017, the 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. The law provides approximately $500,000 for the City’s local streets and roads. This revenue has been incorporated into the five-year capital project proposal. Local Street Rehabilitation (LSR) revenues are projected at $1.64 million in FY 2023- 24 and $1.69 million in FY 2024-25.

Measure A/K. Measure A was passed originally in 1988 and then extended by voters in 2017 as Measure K (to 2043) to improve transit and relieve traffic congestion and 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 of 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;

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Regional Connections; and Public Transit.

The transfer from Fund 14 (Measure A/K) and Fund 18 (Measure W) into Fund 16 (Gas Tax Fund) is recommended to be $1.7 million in FY 2023-24 and $1.64 million in FY 2024-25.

To raise the streets’ Pavement Condition Index from 57 to 62 in the next five years, staff is recommending an investment in the street resurfacing project of $39 million over the next five years. This includes funding from the General Capital Fund in the amount of $8.55 million.

Staff proposes continued and additional funding where applicable for the following previously approved programs:
•Annual Street Resurfacing Project (C9416). $9.35 million was previously approved for this project in FY 2022-23. Over the next five years, staff is proposing an investment of $39 million which includes $8.55 million in funding from the Facility/Infrastructure Reserve.

Timely and regular maintenance and rehabilitation will prevent costly reconstruction, and spending at this level will raise the Pavement Condition Index from its current level of 57 “at risk” to a level of 62, or “fair” condition, over the next five years. •Annual Sidewalk Replacement/Reconstruction (C9465). $120,000 was requested in FY 2023-24 and FY 2024-25. Staff proposed additional funding of $180,000 in FY 2023-24 and $60,000 in FY 2024-25. The City performs sidewalk repair projects annually and then bills property owners for their cost of the work. The sidewalk program continues to grow as more property owners are participating. In addition, this project includes repairs along sidewalk, curb, gutter, and driveway approaches around City-owned buildings and parks. •Arroyo Avenue and Cherry Street Safe Routes to School Improvements and Paving (C2201). $375,000 was previously budgeted and is recommended to move this project to the General Fund Capital Projects Fund 25.
•Annual Traffic Markings & Striping (C9417). $300,000 was requested for FY 2023-24 and FY 2024-25. Staff proposes to continue the funding of $300,000 for FY 2025-26 through FY 2027-28. This work is done in conjunction with the annual resurfacing project and includes striping, signage, and/or marking changes initiated by staff, suggested by the public, or approved by the Planning and Transportation Committee. This funding is necessary to continue to maintain public safety, minimize liability, and improve pedestrian crossings. Additionally, the Safe Routes to School Plan has identified specific intersections and streets where traffic striping and pavement marking improvements can be made.

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.

Over the next five-year period, staff is proposing $32.4 million in infrastructure improvements and one-time projects.

The major sources of revenue for this fund are the franchise fee revenue received from the Shoreway Transfer Station, estimated at approximately $2.5 million in FY 2023-24 and $2.6 million in FY 2024-25 with increases of $50,000 per year in the next three fiscal years; and the Educational Revenue Augmentation Fund (ERAF) rebate, which reflects property taxes previously taken from the City by the State, estimated at $1.5 million per year.

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Staff is recommending a transfer of approximately $3 million from the General Fund “Assigned” Reserve balance in FY 2023-24, and another $2 million from the General Fund in FY 2023-24 and FY 2024-25, to fund infrastructure projects, including storm drain improvements and four landslide repair projects located at Big Canyon Park and Dartmouth Road.

Staff also proposed a transfer of approximately $3.3 million in FY 2023-24 and FY 2024-25 from the General Capital Fund to the Gas Tax Fund to help offset the increasing annual street resurfacing costs.

Completed projects in FY 2022-23:
•South Laurel Employee Parking Lot on El Camino Real (C1706) •Network Security and Monitoring (C1715)
•GIS Upgrade (C1727)
•Permit Management and Inspection Coordination Application (TrakIt) Upgrade (C1745) •Traffic Study -General Plan Environmental Impact Traffic Update (C1747) •City Hall EOC Furniture & Equipment Updates (C1749)
•Alameda de las Pulgas Landslide Repair (C1751)
•Bicycle and Pedestrian Master Plan (C1802)
•Burton Park Batting Cages (C2001)
•Crestview Track Replacement (C2002)
•Integrated Cashiering System (C2005)
•Replacement of Scoreboards at Burton Park (C2104)
•Fire Station 13 Upgrade (C2109)
•Installation of Downtown Compost Receptacles (C2112)
Project near completed in FY 2022-23:
•Roof Repairs at Various Buildings (C1721)
Storm Drainage System
Staff requests $7.75 million in funding over the next five years for the following previously approved projects:
•Annual Storm Drain Improvements (3017 Brittan Ave, 1000 Drake Ct., 1005 Drake Ct., Eaton Park, and Arguello Park) (C9531). $500,000 was requested in FY 2023-24 and FY 2024-25. However, staff is now recommending additional funding of $1.1 million for FY 2023-24, and an additional $500,000 for FY 2024-25. $1.0 million per year for FY 2025-26 through FY 2027-28 was also requested. During the 2022-23 winter storms, the storm drain facilities in these locations were overwhelmed, causing flood and property damage. Additional funding is needed to fund the recommended improvements, minimize impact and flooding, continue to address storm drain deficiencies, erosion, and improve the storm drain infrastructure throughout the city. After the recent storm, significant maintenance staff time was spent on clearing and repairing the damage. •Storm Channel Sediment Removal (C9828). $150,000 was previously requested for FY 2023-24 and FY 2024-25. Staff proposes an additional $350,000 in FY 2024-25 and $500,000 per year for FY 2025-26 through FY 2027-28. The Industrial Road area experiences frequent flooding, which has a detrimental effect on the economic viability of

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the area, and sediment removal imposes significant cleanup costs for the City and for private property owners.

Streets and Sidewalks
In addition to the street and sidewalk projects in the Gas Tax Fund, staff proposes $5 million over the next five years for the following previously approved projects:
•Brittan Avenue Sidewalk Improvements (Between Rogers Ave & Sunset Drive) (C2106). $2,025,000 was appropriated previously for this project and an additional $2 million is proposed to be offset by Traffic Mitigation Fee Reserve in FY 2023-24 to 2025-

26. This project improves safety and provides a safer path of travel for pedestrians between Milano Way and Alameda de las Pulgas along Brittan Avenue. •Arroyo Avenue and Chestnut Street Safe Routes to School Improvements and Paving (C2201). $375,000 was appropriated previously and Staff proposes $150,000 in additional funding for FY 2023-24 and to move the project from Fund 16 to Fund 25. The improvements at this intersection of Arroyo Avenue and Chestnut Street are identified in the City's Safe Routes to School Plan because of its proximity to the Central Middle and Arroyo Elementary schools. The improvements at this intersection will also provide connectivity for pedestrians going to Burton Park and for students going to the Youth Center.
•Safe Routes to School (SRTS) Intersection and Sidewalk Improvements (Tamarack, Belle, Elm, Arroyo, Belmont, Cedar, and St. Francis) (C2214). $500,000 was previously requested each year for FY 2023-24 to 2025-26. Staff is requesting an additional $1.5 million each year in FY 2026-27 and FY 2027-28 to focus on constructing sidewalks and pathways recommended in the SRTS.

The following new and future General Fund capital project is recommended. Detailed descriptions can be found in the attachments that follow:
•San Carlos Avenue Pedestrian Safety Improvement Phase IV. Staff recommends $300,000 in funding for FY 2023-24 and $1.2 million for FY 2024-25. Phase IV of the San Carlos Avenue Pedestrian Safety Improvements will include pavement rehabilitation as well as traffic striping and pavement markings to introduce a new buffered green bike lane from Beverly Drive to City of Belmont limits in accordance with the City's adopted Bicycle and Pedestrian Master Plan. The Traffic Mitigation Fee Reserve will cover $150,000 each year, respectively.

Traffic and Transit
Staff requests $850,000 for the next five years for the following previously approved project:
•Traffic Circle and Midblock Crossing (Alameda de las Pulgas (ADLP), Industrial, Crestview, and Morse) (C1807). $2,121,000 was appropriated previously. Staff recommends $850,000 in additional funds for FY 2023-24. This project funds various traffic calming improvements throughout the city to address community safety concerns.

The focus in FY 2023-24 will be along Alameda de las Pulgas, Industrial Road, Crestview Drive, and Morse Boulevard, and will include mid-block crossings and traffic circles.

Parks & Recreation

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The following new and future General Fund capital projects are recommended. Detailed descriptions can be found in the attachments that follow:
•Madsen Scorebooth at Burton Park. Staff proposes $450,000 of funding in FY 2023-24.

This project will include demolition of the existing scorebooth and design and construction of a new scorebooth at Burton Park at Madsen Field. $25,000 is expected to be covered by a donation from the San Carlos Parks and Recreation Foundation. The existing scorebooth roof leaks and without significant repairs or a new structure there will continue to be damage and potential mold issues.
•Replacement of Existing Fencing in Parks. Staff recommends $150,000 in funding each year in FY 2023-24 and 2024-25 to replace park and field fencing that are in need of replacement. The locations include Highlands, Burton, Cedar, Neighborhood, Laureola, and Arguello parks.
•Arguello Scoreboard. Staff proposes $20,000 in funding in FY 2023-24, which will be fully offset by community donations. This project is to replace the existing scoreboard at Arguello Park, which was installed in 2007, with an updated model similar to the new scoreboards installed at Burton Park.
•Big Canyon Park Landslide Repair (Behind 995 Crestview Drive). Staff proposes $1 million in funding for FY 2023-24. During the recent winter storms, the hillside above Big Canyon Trail and behind 995 Crestview Drive slipped and eroded due to oversaturated soil and caused soil and debris to mobilize down the slope. This failure needs repair with permanent mitigation measures that consists of grading, construction of a keyway, drainage improvements, and hydroseeding to secure and stabilize the slope. •Big Canyon Park Landslide Repair (Above 3144 Brittan Avenue). Staff proposes $1.5 million in funding for FY 2023-24. During the recent winter storms, the hillside below Big Canyon Trail and behind 3144 Brittan Avenue slipped and eroded due to oversaturated soil and caused soil and debris to mobilize down the slope and into the property owner's rear yard. This failure needs repair with permanent mitigation measures that consists of grading, construction of a keyway, drainage improvements, and hydroseeding to secure and stabilize the slope. To minimize impact to the residents, access will be required through Big Canyon Park and the trail.
•Big Canyon Park Landslide Repair (Behind 3141-3161 Melendy Drive). Staff proposes $1.5 million in funding for FY 2023-24. During the recent winter storms, the hillside above Big Canyon Trail, behind 3141-3161 Melendy Drive, slipped and eroded due to oversaturated soil and caused soil and debris to mobilize down the slope and through a portion of Big Canyon Trail. This failure needs repair with permanent mitigation measures that consists of grading, construction of a keyway, drainage improvements, and hydroseeding to secure and stabilize the slope. To minimize impact to the residents, access will be required through Big Canyon Park and the trail. •Dartmouth Road Landslide Repair (Between Garden Lane & Northam Ave). Staff proposes $1 million in funding for FY 2023-24. During the recent winter storms, the hillside below Dartmouth Avenue between Garden Lane and Northam Court slipped and eroded due to oversaturated soil and caused soil and debris to mobilize down the slope and walking path above Arguello Park. This failure needs repair with permanent mitigation

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measures that consists of grading, construction of a keyway, drainage improvements, and hydroseeding to secure and stabilize the slope.
•City of San Carlos Centennial Celebration. Staff recommends $250,000 in funding for FY 2023-24 and $750,000 in FY 2024-25. The City of San Carlos was incorporated in 1925 and will be turning 100 in 2025. The celebration includes expansion of community events to incorporate the centennial, downtown banners, City swag, apparel, and other programs.

Planning
The following new and future General Fund capital projects are recommended. Detailed descriptions can be found in the attachments that follow:
•2030 General Plan Amendment - Resetting Buildout to Allow Continued Improvements to 2030. Staff proposes $250,000 in funding for FY 2023-24, which will be covered by the General Plan Update Reserve. This project would reset the City of San Carlos' General Plan buildout numbers (for commercial, office, and industrial) to the year 2030. This work would involve a General Plan amendment and an accompanying environmental analysis pursuant to the California Environmental Quality Act (CEQA). •General Plan Open Space Element Update. Staff proposes $300,000 in funding for FY 2024-25 and $123,903, which will be covered by the General Plan Update Reserve. This work would involve a General Plan amendment and an accompanying environmental analysis pursuant to the California Environmental Quality Act (CEQA).

Facilities, Technology, and Equipment
Staff requests continued and additional funding where applicable for the following previously approved project:
•Wheeler Plaza Garage Extra Lighting, Painting and EV Stations (C1904). Funding in the amount of $295,000 was appropriated previously. Staff proposes $50,000 additional funds for FY 2023-24. Additional lighting will increase safety and security in the Wheeler Plaza garage.

The following new and future General Fund capital projects are recommended. Detailed descriptions can be found in the attachments that follow:
•Filing Cabinet System. Staff requests $200,000 in funding for FY 2025-26. This project is to replace the old filing cabinets in the Finance and Human Resources/City Clerk's offices with a new filing system.
•Backup & Disaster Recovery. Staff proposes $100,000 in funding in FY 2023-24 to upgrade the backup and disaster recovery environment. The existing backup and disaster recovery environment has been in service since 2013 and an updated system is recommended to better protect the City’s data.
•Door Access System Upgrade. Staff proposes $150,000 in funding for FY 2024-25 to upgrade the physical card readers and hardware to support a newer, secured door system

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and to add Corporation Yard doors that are still controlled by physical keys. •OnBase Upgrade (SaaS). Funding in the amount of $180,000 is recommended in FY 2023-24. This project is to upgrade the Enterprise Content Management (ECM), OnBase to the latest Cloud (SaaS) version.
•Phone System Replacement. Funding in the amount of $90,000 is recommended in FY 2023-24 to replace the ShoreTel Voice over Internet Protocol (VoIP) phone system and eliminate the majority of desktop phones.
•Plan Design for Phase II of the 2nd Floor Library Remodel and City Hall 2nd Floor Remodel. Staff recommends $100,000 in funding for FY 2023-24. This project is to provide a more efficient layout and employee work areas for Parks & Recreation Services, the City Manager's Office, Emergency Operations, Public Works, and Information Systems.
•2nd Floor Library Remodel (Phase II). Staff proposes $1.5 million in funding in FY 2024-

25. City Hall continues to have limited space and capacity for growth, and it has become necessary to expand into this soon-to-be-vacant space at the second-floor library. The space, as it is currently configured, is inadequate and will need new offices, work cubicles, network connections and electrical, mechanical and plumbing upgrades. •Citywide Pole Banners. Staff proposes $205,000 in funding for FY 2023-24. This project will include the design and purchase of a full new set of pole banners, located on El Camino Real and Laurel Street. Banners will include promotion for events and the general community. There will be a total of 27 poles, double-sided. Additionally, this project will include replacement of all hardware on the El Camino Real poles. •Industrial Equipment and New Vehicle Purchases for Corp Yard. Staff proposes $347,100 in funding for FY 2023-24 and $75,000 for FY 2024-25. This appropriation includes the purchase of new industrial equipment, specifically a floor scrubber, mini excavator, skid steer, portable light plant, and electric lawn equipment, in addition to a new Ford F600 dump truck to assist in better maintaining the City's streets, parks, and creeks.

Child Care Development Fund 26
The Child Care Fund accounts for development fees collected and used to finance the new childcare facility development and childcare space.

The following new and future General Fund capital project is recommended. Detailed descriptions can be found in the attachments that follow:
•New Child Care Facility Development. Staff requests $5 million in funding in FY 2025-

26. The City may use impact fee revenue to develop new childcare space in the City.

This may include acquiring, adapting, rehabilitating, renovating, etc. existing space and converting to childcare or developing new child care space. •Child Care Space Reimbursement. Staff proposes $1 million in funding for FY 2024-25 and requests $1 million each year for FY 2025-26 and FY 2026-27. This project may

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help to expedite the development of child care facilities in San Carlos as it allows projects to move forward at larger scales than initially feasible.

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.

Completed projects in FY 2022-23:
•North Crestview Passive Park Improvement (C1716)
•Highlands Park Tennis Court Resurfacing (C2113)
Staff requests continued and moved to a different fund for the following previously approved project:
•Burton and Harrington Park Maintenance (C2204). Staff recommends moving Burton and Harrington Park Maintenance project from Fund 25 General Capital Fund to Fund 27 Park-in-Lieu Fund as development fees collected within Fund 27 and will be used to fund this project. The proposed funding is $350,000 for FY 2023-24.

The following new and future General Fund capital project is recommended. Detailed descriptions can be found in the attachments that follow:
•Arguello Shade Structure. Staff proposes $50,000 in funding for FY 2023-24 to add new shade canopies over the sunny picnic site at Arguello Park. $10,000 is expected to be contributed by San Carlos Parks and Recreation Foundation. •Parks Master Plan. Staff recommends $400,000 in funding for FY 2023-24. This project will include a new assessment of all City-developed parks, open space parks and recreational facilities, engage the community to better understand current needs in recreational opportunities and needs, and provide recommendation of improvements to all parks and facilities.
•Trail Improvements, Expansion and Connections. Staff proposes $250,000 in funding for FY 2023-24 and $300,000 for FY 2024-25 and $250,000 for FY 2025-26 to cover the cost of any identified trail improvements, connections, and land acquisitions. San Carlos Park and Recreation Foundation will contribute $20,000 per year for the three fiscal years. •Conceptual Design of Community Center. Staff proposes $200,000 in funding for FY 2024-25. This project will include a community input process to identify the needs and wants of a community center for residents.

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. No amendments and new projects are recommended at this time.

Housing Funds 29 and 31

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The Housing-in-Lieu Fund (Fund 29) accounts for development fees and the Low and Moderate Incoming (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 low-income households.

Monies may also be used to cover reasonable administrative or related expenses associated with the administration of this function. No amendments and new projects are recommended.

Staff requests continued and additional funding where applicable for the following previously approved projects:
•Cherry Street Below Market Rate Housing Acquisition (C9754). $6,625,000 was previously adopted. 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. $5.5 of additional funding is proposed to fund the redevelopment of a site on Cherry Street to create new affordable housing.

The following new and future General Fund capital project is recommended. Detailed descriptions can be found in the attachments that follow:
•Affordable Housing Site Acquisition/Construction. Staff proposes $10 million each year in funding for FY 2023-24 and FY 2024-25 and requests $10 million, $7.5 million and $5 million for FY 2025-26 and FY 2027-28, respectively. This project will explore the acquisition, conversion, and future development of properties for the expansion of affordable housing in the City.
•817 Walnut Oven Installation. Staff proposes $170,000 in funding for FY 2023-24 and $20,000 for FY 2024-25 and requests $10,000 for FY 2025-26. This project will cover the cost of installing full-sized ovens with four burner stovetops at the 817 Walnut Street affordable housing project.

Library Improvement Fund 95
The Library Improvement Fund accounts for rents and other tenant activities at the San Carlos Library. Revenues are used to offset building maintenance, improvements and/or large maintenance projects in the library building. No amendments and new projects are recommended at this time.

Project near completion in FY 2022-23:
•City Library Foundation Study and Stair Repair (C2114) Unfunded List
The unfunded list (Attachment 4) represents projects totaling approximately $204 million that have been requested but have not been recommended for funding at this time. After the audit has been completed, if there are savings from FY 2022-23, the City Manager may bring forward a recommendation to possibly fund some of these projects.

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ALTERNATIVES:

The alternatives available to the City Council include:

1. Review staff recommendations for the Fiscal Years (“FY”) 2023-28 Capital Improvement Program (“CIP”) Budget and provide policy direction with respect to the preparation of a capital budget document for consideration at the June 26, 2023 City Council meeting; or

2. Do not review staff recommendations; 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. FY 2023-28 CIP Fund Summary

2. FY 2023-28 CIP Program Detail

3. Capital Project Detail Forms

4. Unfunded List

5.Fund Transfer Summary

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Wastewater Fund - Fund 0006 Restricted
Restricted Fund Balance 26,438,991$ 33,858,624 $ 33,858,624 $ 34,990,372 $ 36,978,072 $ 39,639,672 $ 39,357,072 $ 33,633,872 $ SVCW Investment 8,848,015 8,625,973 8,625,973 7,467,296 7,467,296 7,467,296 7,467,296 7,467,296 Total Restricted Fund Balance 35,287,006 42,484,597 42,484,597 42,457,668 44,445,368 47,106,968 46,824,368 41,101,168

4.5% 4.5% 0.0% 3.0% 3.0% 3.0% 4.0%
Operating Revenues * 21,372,382 22,266,800 22,559,800 27,866,500 27,746,000 32,936,700 24,665,400 25,522,800 General Operating Expenses (2,679,277) (3,389,328) (2,978,328) (3,594,000) (3,574,200) (4,112,000) (3,877,200) (4,381,500) Capital Projects (1,852,449) (7,279,934) (7,221,728) (10,830,000) (8,375,000) (13,275,000) (11,875,000) (10,275,000) SVCW Operating Expenses (3,471,000) (3,821,700) (3,656,296) (3,660,000) (3,960,000) (4,170,000) (4,330,000) (4,480,000) Existing SVCW Bonds (2,963,137) (2,983,300) (2,983,300) (2,987,700) (2,989,100) (2,975,900) (2,973,500) (2,976,800) SCVW Future Bonds - - - - - - - (1,700,000) SCVW Future SRF Loans - - - - (1,050,000) (1,050,000) (1,050,000) (1,050,000) State Revolving Loan & Reserve Requirement (285,858) (517,000) (517,000) (320,000) (300,000) (300,000) (300,000) (300,000) SVCW Capital Contributions (529,524) (609,200) (609,200) (559,000) (783,000) (3,002,000) (1,500,000) (1,500,000) Net Transfers & Allocations to other funds (3,260,500) (3,462,200) (3,462,200) (3,928,100) (4,053,100) (4,334,400) (4,482,900) (4,637,900) Investment in SVCW (222,042) - (1,158,677) - - - - - Net change in current year 6,108,594 204,138 (26,929) 1,987,700 2,661,600 (282,600) (5,723,200) (5,778,400) SVCW Investment 8,625,973 8,625,973 7,467,296 7,467,296 7,467,296 7,467,296 7,467,296 7,467,296 Wastewater Fund - Est. Restricted Ending Balance 33,858,624 $ 34,062,761 $ 34,990,372 $ 36,978,072 $ 39,639,672 $ 39,357,072 $ 33,633,872 $ 27,855,472 $ * Note: Sewer Projected Revenues include Fee Increases that will need to be approved by Council and will be subject to Prop 218 hearings Gas Tax Fund - Fund 0016
Beginning Fund Balance 4,828,207$ 8,973,354 $ 8,973,354 $ 5,049,804 $ 5,863,304 $ 6,403,604 $ 7,029,304 $ 3,889,404 $ Other Operating Revenues (103,749) 57,000 317,800 149,000 166,900 186,800 128,800 37,900 Gas Tax Revenues 1,315,327 1,555,000 1,555,000 1,644,300 1,693,600 1,744,200 1,796,300 1,849,900 Measure M 66,550 76,700 66,000 66,000 68,000 70,000 72,100 74,300 Outside Funding for Capital Projects 168,128 40,000 40,000 40,000 40,000 40,000 40,000 40,000 Capital Projects (342,009) (10,163,750) (10,163,750) (7,725,000) (7,980,000) (7,980,000) (8,480,000) (8,980,000) Transfer from GF - Facility/Infrastructure Reserve - 400,000 400,000 2,850,000 2,850,000 2,850,000 - - Transfer from GF - PG&E Settlement - - - - - - Transfer from General Capital Fund 25 2,975,000 3,125,000 3,125,000 3,275,000 3,275,000 3,275,000 2,850,000 2,850,000 Transfer from Measure A/K (F14) and Measure W (F18) Funds 1,050,000 1,750,000 1,750,000 1,695,000 1,642,900 1,692,100 1,742,700 1,794,700 Net Transfers & Allocations from/(to) other funds* (984,100) (1,013,600) (1,013,600) (1,180,800) (1,216,100) (1,252,400) (1,289,800) (1,328,500) Net Change in Fund Balance 4,145,147 (4,173,650) (3,923,550) 813,500 540,300 625,700 (3,139,900) (3,661,700) Gas Tax Fund - Estimated Ending Balance 8,973,354 $ 4,799,704 $ 5,049,804 $ 5,863,304 $ 6,403,604 $ 7,029,304 $ 3,889,404 $ 227,704 $ Capital Projects Fund - Fund 0025
Unrestricted Fund Balance 26,324,068$ 30,685,441 $ 30,685,441 $ 7,119,408 $ 3,887,508 $ 1,366,147 $ 2,775,947 $ 3,372,047 $ Restricted 3,992,089 4,965,907 4,965,907 3,299,935 4,431,835 4,947,432 9,935,532 10,240,832 Total Beginning Fund Balance 30,316,157 35,651,348 35,651,348 10,419,343 8,319,343 6,313,579 12,711,479 13,612,879 Operating Revenues 5,090,830 3,674,200 5,706,401 4,115,200 4,228,300 4,384,800 4,446,100 4,507,800 Restricted Revenues 995,764 873,900 399,100 3,031,900 1,289,500 5,988,100 305,300 313,500 Outside Funding for Capital Projects 3,440,212 3,610,447 3,610,447 45,000 3,500,000 - - - Capital Projects (2,416,614) (36,505,177) (35,722,952) (11,267,100) (10,475,000) (2,700,000) (3,000,000) (5,000,000) Net Transfers & Allocations from/(to) other funds (1,775,000) 775,000 775,000 1,975,000 (548,564) (1,275,000) (850,000) (850,000) Net Change in Fund Balance 5,335,192 (27,571,630) (25,232,005) (2,100,000) (2,005,764) 6,397,900 901,400 (1,028,700) Restricted Fund (Bldg. Maintenance/Imp) 79,500 79,500 79,500 79,500 79,500 79,500 79,500 79,500 222,657 347,657 347,657 476,457 609,157 745,857 886,657 1,031,657 Technology Fee Reserve 567,159 599,559 107,159 140,859 175,559 211,259 248,059 285,959 Traffic Mitigation Fee Reserve 2,728,811 3,082,911 1,317,839 2,473,539 2,880,939 7,630,939 7,691,839 7,754,539 General Plan Update Reserve 290,203 322,603 340,203 123,903 34,700 70,400 107,200 145,100 Levee Assessment Reserve 121,450 151,450 151,450 181,450 211,450 241,450 271,450 301,450 PEG Fund Reserve 166,059 166,059 166,059 166,059 166,059 166,059 166,059 166,059 Parks and Recreation Reserve 790,068 790,068 790,068 790,068 790,068 790,068 790,068 790,068 Total Restricted Fund 4,965,907 5,539,807 3,299,935 4,431,835 4,947,432 9,935,532 10,240,832 10,554,332 Capital Fund - Est Unrestricted Ending Balance 30,685,441 $ 2,539,911 $ 7,119,408 $ 3,887,508 $ 1,366,147 $ 2,775,947 $ 3,372,047 $ 2,029,847 $ Child Care Fund - Fund 26
Beginning Fund Balance - - - - 3,671,700 4,000,100 2,293,800 1,061,800 Operating Revenues - - - 3,671,700 1,578,400 4,543,700 18,000.00 13,000.00 Operating Expenses - private grant program - - - - (250,000) (250,000) (250,000) (250,000) Outside Funding for Capital Projects - - - - - - - - Capital Projects - - - - (1,000,000) (6,000,000) (1,000,000) - Net Transfers & Allocations to other funds - - - - - - - - Net Change in Fund Balance - $ - $ - $ 3,671,700$ 328,400 $ (1,706,300)$ (1,232,000) $ (237,000) $ Child Care Fund - Est Ending Balance - $ - $ - $ 3,671,700$ 4,000,100 $ 2,293,800 $ 1,061,800 $ 824,800 $ Park In Lieu Fund - Fund 27
Beginning Fund Balance 2,277,643$ 2,539,633 $ 2,539,633 $ 786,891 $ 33,991 $ 692,891 $ 762,091 $ 1,935,591$ Operating Revenues 671,972 297,800 269,900 267,100 1,138,900 299,200 1,173,500 349,600 Operating Expenses - - - - - - - - Outside Funding for Capital Projects - 178,000 178,000 30,000 20,000 20,000.00 - - Capital Projects (209,982) (800,642) (800,642) (1,050,000) (500,000) (250,000) - - Net Transfers & Allocations to other funds (200,000) (1,400,000) (1,400,000) - - - - - Net Change in Fund Balance 261,990 (1,724,842) (1,752,742) (752,900) 658,900 69,200 1,173,500 349,600 Park In Lieu Fund - Est Ending Balance 2,539,633 $ 814,791 $ 786,891 $ 33,991 $ 692,891 $ 762,091 $ 1,935,591$ 2,285,191 $ Parking In Lieu Fund - Fund 0028
Beginning Fund Balance 402,491$ 385,966 $ 385,966 $ 278,972 $ 29,672 $ 0 $ 0 $ 0 $ Operating Revenues (2,381) 7,500 8,600 $ 700 - - - - Operating Expenses - - - - - - - - Capital Projects (14,144) (115,594) (115,594) - - - - - Net Transfers & Allocations to other funds - - - (250,000) (29,672) - - - Net Change in Fund Balance (16,525) (108,094) (106,994) (249,300) (29,672) - - - Parking In Lieu Est Ending Balance 385,966 $ 277,872 $ 278,972 $ 29,672 $ 0 $ 0 $ 0 $ 0 $ Housing Fund - Fund 0029 and 0031
Beginning Fund Balance 20,125,582$ 23,149,252 $ 23,149,252 $ 15,542,538 $ 13,957,438 $ 10,441,838 $ 17,856,038 $ 9,765,638 $ Operating Revenues 4,072,740 5,527,400 724,300 15,201,300 7,653,900 18,608,100 629,100 477,100 Operating Expenses (211,167) (668,400) (668,400) (695,000) (715,400) (736,800) (758,900) (781,500) Capital Projects (633,903) (7,115,239) (7,257,414) (15,670,000) (10,020,000) (10,010,000) (7,500,000) (5,000,000) Net Transfers & Allocations to other funds (204,000) (405,200) (405,200) (421,400) (434,100) (447,100) (460,600) (474,500) Net Change in Fund Balance 3,023,670 (2,661,439) (7,606,714) (1,585,100) (3,515,600) 7,414,200 (8,090,400) (5,778,900) Housing in Lieu Est Ending Balance 23,149,252 $ 20,487,813 $ 15,542,538 $ 13,957,438 $ 10,441,838 $ 17,856,038 $ 9,765,638 $ 3,986,738 $ Library Improvements Fund 0095
Beginning Fund Balance 2,811,931$ 2,538,919 $ 2,538,919 $ 1,166,934 $ 1,134,534 $ 0 $ 0 $ 0 $ Operating Revenues 11,235 282,800 284,400 283,800 - - - - Operating Expenses (284,247) (303,900) (303,900) (316,200) - - - - Outside Funding for Capital Projects - - - - - - Capital Projects - (1,352,485) (1,352,485) - - - Net Transfers & Allocations to other funds - - - - (1,134,534) - - - Net Change in Fund Balance (273,012) (1,373,585) (1,371,985) (32,400) (1,134,534) - - - Library Improvements Est Ending Balance 2,538,919 $ 1,165,334 $ 1,166,934 $ 1,134,534 $ 0 $ 0 $ 0 $ 0 $ Turf Replacement Reserve
FY 25-26
Requested
FY 21-22
Audited
FY 22-23
Revised
FY 23-24
Proposed
Projected Sewer Rate Increase
FY 24-25
Proposed
FY 22-23
Projected
FY 26-27
Requested
FY 27-28
Requested

CAPITAL IMPROVEMENT PROGRAM

FUND SUMMARY

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CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/10/2023
Completed Projects
C9610 On going Project Shelford Drive Landslide Investi gation 273,000 214,793 - - - - - - 273,000 C9609 On going Project Wastewater Financial Plan & Rate Stud y 120,000 - 120,000 - - - - - 120,000 C9617 On going Project Annual Sewer System Rehabilitation Program 5,000,000 1,698,032 5,000,000 7,000,000 7,000,000 7,000,000 7,000,000 7,000,000 40,000,000 C1702 On going Project Annual On-Call Sewer Contracts 1, 200,000 512,771 1,200,000 900,000 900,000 900,000 900,000 900,000 5,700,000 C1736 On going Project Sewer S ystem CCTV Inspection 982,701 935,364 - 400,000 - 400,000 - 400,000 2,182,701 C1737 On going Project Annual Sewer Lateral Replacement 300,000 196,280 300,000 300,000 300,000 300,000 300,000 300,000 1,800,000 C1752 On going Project Annual Sewer System Root Foaming 205,793 142,481 205,793 175,000 175,000 175,000 175,000 175,000 1,080,793 C2101 On going Project 250,000 - - - - - - - 250,000 NEW1 New Pro ject Sewer and Storm Pump Station Assessment 150,000 - - - - 150,000 NEW2 New Pro ject Sewer Model Update 300,000 - - - - 300,000 NEW3 New Pro ject Shorewa y Road Sewer Main Relocation Project 605,000 - - - - 605,000 NEW4 New Pro ject Tierra Linda Pump Station Improvements 1,000,000 - - - - 1,000,000 NEW5 New Pro ject Capacit y Improvements 4,500,000 3,500,000 1,500,000 9,500,000 Total Outside Funding - - - - - - - - - Total Capital 8,058,494 3,484,928 6,825,793 10,830,000 8,375,000 13,275,000 11,875,000 10,275,000 62,688,494 Total Transfers (Inter-project) - - - - - - - - - Total Wastewater Fund 0006 8,058,494 3,484,928 6,825,793 10,830,000 8,375,000 13,275,000 11,875,000 10,275,000 62,688,494 Ending Fund Balance Wastewater Fund 0006 34,990,372 36,978,072 39,639,672 39,357,072 33,633,872 27,855,472 FY 26-27
Requested
FY 27-28
Requested
Total Project
Funding
0006
FY 22-23
Adopted Update
FY 23-24
Proposed
FY 24-25
Proposed
FY 25-26
Requested
Fund/
Project Project Name
Previously Approved/ongoing Projects
Generator Installation for Sewer Pump Stations
New Proposing Projects

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CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/10/2023
FY 26-27
Requested
FY 27-28
Requested
Total Project
Funding
FY 22-23
Adopted Update
FY 23-24
Proposed
FY 24-25
Proposed
FY 25-26
Requested
Fund/
Project Project Name
Completed Projects
C1706 Completed Pro ject 764,953 764,953 - - - - - - 764,953 C1715 Completed Pro ject 100,000 19,893 - - - - - - 100,000 C1727 Completed Pro ject 100,000 29,088 - - - - - - 100,000 C1745 Completed Pro ject 60,000 60,000 - - - - - - 60,000 C1745 Completed Pro ject Technolo gy Fee Reserve (60,000) (60,000) - - - - - - (60,000) C1747 Completed Pro ject 110,100 47,278 - - - - - - 110,100 C1749 Completed Pro ject Cit y Hall EOC Furniture & Equipment Updates 90,000 79,481 - - - - - - 90,000 C1749 Completed Pro ject Sheriff Trust Account (40,000) (40,000) - - - - - - (40,000) C1749 Completed Pro ject SLEF Fund (50,000) (50,000) - - - - - - (50,000) C1751 Completed Pro ject Alameda de las Pulgas Landslide Repair 412,847 412,847 - - - - - - 412,847 C1751 Completed Pro ject FEMA Pro gram - - - - - - - - - C1802 Completed Pro ject 200,000 200,000 - - - - - - 200,000 C1802 Completed Pro ject TDA Article 3 Grant (100,000) (100,000) - - - - - - (100,000) C1814 Completed Pro ject 196,516 196,516 - - - - - - 196,516 C2001 Completed Pro ject 440,944 440,944 - - - - - - 440,944 C2001 Completed Pro ject Parks & Recreation Foundation (215,000) (215,000) - - - - - - (215,000) C2002 Completed Pro ject 125,000 119,817 - - - - - - 125,000 C2005 Completed Pro ject 150,000 35,828 - - - - - - 150,000 C2005 Completed Pro ject Technolo gy Fee Reserve (75,000) (75,000) - - - - - - (75,000) C2104 Completed Pro ject 30,745 30,745 - - - - - - 30,745 C2104 Completed Pro ject Youth Sports Or gs (15,000) - - - - - - - (15,000) C2104 Completed Pro ject PR Foundation (25,000) (20,000) - - - - - - (25,000) C2109 Completed Pro ject 56,200 - - - - - - - 56,200 C2112 Completed Project 35,000 - - - - - - - 35,000 Projects Nearing Completion
C1721 Nearin g Completion 250,000 204,154 - - - - - - 250,000 Previously Approved/Ongoing/New Proposing Projects
Storm Drainage System
C9531 On going Project 962,123 626,343 500,000 1,600,000 1,000,000 1,000,000 1,000,000 1,000,000 6,562,123 C9806 On going Project Belmont Creek Watershed Improvement 500,000 231,516 - - - - - - 500,000 C9828 On going Project Storm Channel Sediment Removal 868,982 1,018 150,000 150,000 500,000 500,000 500,000 500,000 3,018,982 C2108 Ongoing Project 500,000 - - - - - - - 500,000 Streets and Sidewalks
C1712 On going Project 205,000 1,596 100,000 - - - - - 205,000 C1722 On going Project 1,309,644 922,706 - - - - - - 1,309,644 C1725 On going Project 200,000 - - - - - - - 200,000 C1728 On going Project 335,000 - 335,000 - - - - - 335,000 C1746 On going Project 610,000 25,829 350,000 - - - - - 610,000 C1746 On going Project Transit Villa ge (150,000) (150,000) - - - - - - (150,000) C1808 On going Project 125,000 47,500 - - - - - - 125,000 0025
South Laurel Employee Parking Lot on El Camino
Real
Network Security and Monitoring
GIS Upgrade
Permit Management and Inspection Coordination
Application (TrakIt) Upgrade
Traffic Study -General Plan Environmental Impact
Traffic Update
Bicycle and Pedestrian Master Plan
Climate Mitigation and Adaptation Plan
Burton Park Batting Cages
Crestview Track Replacement
Integrated Cashiering System
Replacement of Scoreboards at Burton Park
Installation of Downtown Compost Receptacles
Roof Repairs at Various Buildings
Annual Storm Drain Improvements (3017 Brittan
Ave, 1000 Drake Ct., 1005 Drake Ct., Eaton Park
& Arguello Park
Storm Water Motor Control Center and Pump
Replacements (Holly Street/Old County and
Brittan/Old County)
Illuminated St Name Sign Replacement
San Carlos Avenue Asphalt Pathway
Replacement (ADLP to Cordilleras Ave)
Upgrade Pedestrian Signal Heads to Countdown
Pedestrian Signals
5KV Streetlight Conversion
ECR/Rail Corridor Tree Planting and Irrigation
Installation
GIS Sign Inventory
Fire Station 13 Upgrade

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CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/10/2023
FY 26-27
Requested
FY 27-28
Requested
Total Project
Funding
FY 22-23
Adopted Update
FY 23-24
Proposed
FY 24-25
Proposed
FY 25-26
Requested
Fund/
Project Project Name
C1811 On going Project 150,000 12,034 - - - - - - 150,000 C2201 On going Project - - - 525,000 - - - - 525,000 C2203 Ongoing Project 631,980 347,489 631,980 - - - - - 631,980 C2212 Ongoing Project 400,000 - 400,000 - - - - - 400,000 C2213 Ongoing Project - - - 500,000 500,000 500,000 - - 1,500,000 C2214 Ongoing Project - - - 500,000 500,000 500,000 1,500,000 1,500,000 4,500,000 C1806 On going Project 5,300,000 4,065,796 - - - - - - 5,300,000 C1806 On going Project Developer Donation (8,000) (8,000) - - - - - - (8,000) C1806 On going Project Measure A Bike/Ped (1,400,000) (1,000,000) (400,000) - - - - - (1,400,000) C1806 On going Project Traffic Miti gation Fee Reserve - - (1,000,000) - - - - (1,000,000) C2106 Ongoing Project 2,025,000 25,255 1,800,000 - - - - - 2,025,000 C2106 Ongoing Project Traffic Mitigation Fee Reserve - - (500,000) (500,000) (1,000,000) - - (2,000,000) NEW25 New Pro ject 300,000 1,200,000 - - - 1,500,000 NEW25 New Pro ject Traffic Miti gation Fee Reserve (150,000) (150,000) - - - (300,000) Traffic and Transit
C9461 On going Project Brittan Ave Widenin g at Industrial Road 846,000 349,083 - - - - - - 846,000 C9461 On going Project Traffic Miti gation Fee Reserve (300,000) - - - - - - - (300,000) C9838 On going Project Four Corners Traffic Improvements 250,000 128,603 - - - - - 2,000,000 2,250,000 C2007 Ongoing Project 350,000 28,449 - - - - - - 350,000 C2210 Ongoing Project 80,000 - 80,000 - - - - - 80,000 C1719 On going Project 555,000 71,579 - - - - - - 555,000 C1744 On going Project 123,500 22,288 30,000 - - - - - 123,500 C1803 On going Project 1,100,000 - - - - - - - 1,100,000 C1803 On going Project Traffic Miti gation Fee Reserve (1,100,000) (1,100,000) - - - - - - (1,100,000) C1807 On going Project 2,121,000 1,260,621 371,000 850,000 - - - - 2,971,000 C2219 Ongoing Project 35,000 35,000 - - - - - 35,000 Parks & Recreation
C1815 On going Project 100,000 32,187 - - - - - - 100,000 C1818 On going Project 2,337,565 1,605,254 2,137,565 - - - - - 2,337,565 C2102 Ongoing Project 350,000 - 300,000 - - - - - 350,000 C2204 On going Project 350,000 - 350,000 (350,000) - - - - - NEW6 New Project 450,000 - - - - 450,000 NEW6 New Project Parks & Recreation Foundation (25,000) - - - - (25,000) NEW7 New Project 150,000 150,000 - - - 300,000 NEW8 New Project 20,000 - - - - 20,000 NEW8 New Project Community Donation (20,000) (20,000) NEW18 New Project 1,000,000 - - - - 1,000,000 NEW19 New Project 1,500,000 - - - - 1,500,000 NEW20 New Project 1,500,000 - - - - 1,500,000 NEW21 New Project 1,000,000 - - - - 1,000,000 NEW9 New Project 250,000 750,000 - - - 1,000,000 Planning
Replacement of Existing Fencing in Parks
Arguello Scoreboard
Big Canyon Park Landslide Repair (Behind 995
Crestview Drive)
Big Canyon Park Landslide Repair (Above 3144
Brittan Avenue)
Big Canyon Park Landslide Repair (Behind 3141-
3161 Melendy Drive)
Dartmouth Road Landslide Repair (Between
Garden Lane & Northam Ave)
City of San Carlos Centennial Celebration
447 Hillcrest Wall Replacement
Tree Well Replacement on Industrial Road
Intersection Pedestrian Improvements
(Arroyo/Woodland, Olive/Elm)
SRTS Intersection and Sidewalk Improvements
(Tamarack, Belle, Elm, Arroyo, Belmont, Cedar,
and St. Francis)
San Carlos Ave Pedestrian Safety Improvements
Phase III
Brittan Avenue Sidewalk Improvements (Between
Rogers Ave & Sunset Drive)
San Carlos Avenue Pedestrian Safety
Improvement Phase IV
Installation of New Sports Field Lighting at
Flanagan and Stadium Fields
Upgrade of Existing Tennis & Basketball Court
Lighting
City Tree Consultant
Traffic Signal System Analysis/Study
Madsen Scorebooth @ Burton Park
East Side Innovation District Zoning Code:

Transportation Demand Management Ordinance
Amendment
Greater East San Carlos Neighborhood Slow
Street
Citywide Way-finding Program
Guardrail Installation at Torino/Winding Way
Intersection
Brittan Ave & Alameda de las Pulgas Widening
Traffic Circle and Midblock Crossing (ADLP,
Industrial, Crestview, and Morse)
Repave Asphalt Walking Path at Highlands Park
Arroyo Avenue and Chestnut Street Safe Routes
to School Improvements and Paving
Burton and Harrington Park Maintenance

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CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/10/2023
FY 26-27
Requested
FY 27-28
Requested
Total Project
Funding
FY 22-23
Adopted Update
FY 23-24
Proposed
FY 24-25
Proposed
FY 25-26
Requested
Fund/
Project Project Name
C1903 On going Project 83,340 5,581 - - - - - - 83,340 C1903 On going Project Developer Contributions (83,340) (83,340) - - - - - - (83,340) C2105 Ongoing Project 1,000,000 218,701 - - - - - - 1,000,000 C2206 Ongoing Project 100,000 - 100,000 - - - - - 100,000 C2207 Ongoing Project 200,000 - 200,000 - - - - - 200,000 C2208 Ongoing Project 500,000 - 500,000 - - - - - 500,000 C2209 Ongoing Project 30,000 - 30,000 - - - - - 30,000 C2211 Ongoing Project 1,500,000 103,787 1,500,000 - - - - - 1,500,000 C2215 Ongoing Project - - - - 3,500,000 - - - 3,500,000 C2215 Ongoing Project Developer Contributions - - - - (3,500,000) - - - (3,500,000) NEW11 New Project 250,000 - - - - 250,000 NEW11 New Project General Plan Update Reserve (250,000) (250,000) NEW24 New Pro ject General Plan Open Space Element Update - 300,000 - - - 300,000 NEW24 New Pro ject General Plan Update Reserve - (123,903) - - - (123,903) Facilities, Technology and Equipment
C9823 On going Project Fire Station 16 Replacement 12,400,000 1,076,102 - - - - - - 12,400,000 C9823 On going Project American Rescue Plan Act (ARPA) (7,050,659) (7,050,659) (3,610,447) - - - - - (7,050,659) C1711 On going Project 130,775 44,278 - - - - - - 130,775 C1711 On going Project
Tsf Fm Facility Infrastructure Improvement
Reserve (158,500) (158,500) - - - - - - (158,500) C1753 On going Project 184,728 - - - - - - - 184,728 C1813 On going Project 250,000 - - - - - - - 250,000 C1904 On going Project 295,000 266,993 100,000 50,000 - - - - 345,000 C1904 On going Project Parkin g In-Lieu Fund - - (250,000) - - - - (250,000) C1904 On going Project Contributions - (18,000) - - - - - - - C1908 On going Project 500,000 - - - - - - - 500,000 C2003 On going Project 50,000 - - - - - - - 50,000 C2111 Ongoing Project 10,000 9,998 - - - - - - 10,000 C2202 Ongoing Project 1,350,000 739,753 1,350,000 - - - - - 1,350,000 C2205 Ongoing Project 550,000 265,625 550,000 - - - - - 550,000 C2217 Ongoing Project 100,000 12,500 100,000 - - - - - 100,000 C2218 Ongoing Project 500,000 - 500,000 - - - - - 500,000 C2218 Ongoing Project Technology Fee Reserve (500,000) - (500,000) - - - - - (500,000) NEW10 New Project - - 200,000 - - 200,000 NEW12 New Project 100,000 - - - - 100,000 NEW13 New Project - 150,000 - - - 150,000 NEW14 New Project 180,000 - - - - 180,000 NEW15 New Project 90,000 - - - - 90,000 NEW17 New Project 100,000 - - - - 100,000 NEW16 New Project - 1,500,000 - - 1,500,000 NEW22 New Project 205,000 - - - - 205,000 NEW23 New Pro ject 347,100 75,000 - - - 422,100 Others
C2110 Ongoing Project 40,000 - 40,000 - - - - - 40,000 C2115 Ongoing Project 305,095 54,412 - - - - - - 305,095 C2220 New Project 50,000 50,000 - - - - - 50,000 2nd Floor Library Remodel (Phase II)
GESC Tree/Neighborhood Improvement
Downtown Planning Initiative
East Side Innovation District Parking Strategy
East Side Innovation District Master Streetscape
Plan
East Side Innovation District Pulgas Creek
Watershed Study
East Side Innovation District Zoning Code:

Stream Development and Maintenance Overlay
District Amendment
Northeast Area Specific Plan
Downtown Renovation Plan
Design/Implementation
2030 General Plan Amendment - Resetting
Buildout to Allow Continued Improvements to
2030
Wheeler Plaza Garage Wayfinding Signage
Installation
Wheeler Plaza Garage Parking Management
System Expansion & Extension
Permitting Software
2nd Floor Library Remodel (Old Chamber Area
Suite 206)
City Facility Cameras
Website and Intranet Refreshment
Filing Cabinet System
Backup & Disaster Recovery
2nd Floor City Hall Remodel Design
Greenhouse Gas In-Lieu Fee Study
Drone Unmanned Aerial Vehicle (UAV) Program
Transfer Switches for Portable Generators
Wheeler Plaza Garage Extra Lighting, Painting
and EV Stations
1201 San Carlos Ave Property Acquisition
Fire Stations Repair
Citywide Pole Banners
Industrial Equipment and new vehicle Purchases
for Corp Yard
Standards of Cover Study
Objective Design and Development Standards for
Single-Family, Multi-Family and Mixed-Use
Residential Projects
Door Access System Upgrade
OnBase Upgrade (SaaS)
Phone System Replacement

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May 05, 2023

Packet Pg. 151

Sewer Fund - 0006 Citywide
Public Works Yes
Grace Le
Sewer 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-28
Total Project
Funding
Expenses 5,000,000 $ 1,698,032 $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 30,000,000 $ New request - - 2,000,000$ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 10,000,000 $ Total 5,000,000$ 1,698,032 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 40,000,000 $ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
5,000,000$ 1,698,032 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 40,000,000 $ X Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.

C9617: Annual Sewer System Rehabilitation Program - REVISED Description
The Sewer Master Plan was approved by the Council in March 2013. The estimated cost of repair, rehab ilitation, or replacement cited in the Sewer Master Plan will range between $60 and $72 m illion for a compr ehensive repair approach that would include manhole-to-manhole pipe rehab ilitation and replacement targeted at restoring the sewers to a better overall condition to maximize their remaining service lives. Additionally, the project replaces or installs the lower portion of the sanitary sewer laterals and property line clean-outs to prevent or reduce sanitary sewer overflows. The upgrades are funded by sewer rate fee increases over the next few years as approved by the Council in 2019. A new rate study is going to be completed in 2023.

Justification
Sewer System rehabilitation is necessary to maintain the City's aging sewer collection system. Based on the c ondition assessment from the Sewer Master Plan, it was estimated that over 40 percent of the pipes in the collection system are in need of repair, rehabilitation, or replacement to address significant structural deficiencies. The annual rehabilitation project has steadily addressed grade 4 and 5 defects to reduce the estimate provided in the Sewer Master Plan. Replacing the programmed funding is based on the San Carlos Wastewater Cash Flow projections of the Sewer Financial Plan & Rate Studies prepared by Bartle Wells Associates in 2019 and HF&H Consultants in 2023. The additional appropriations will address more grade 4 and 5 defects as well as replace additional lower laterals. Overall, the Project aims to reduce sanitary sewer overflows, additional staff time neededt o address and maintain the sewer system, and retaining contractors to perform emergency repairs at higher costs.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

Master Plan; Safety; Legal mandate and
requirement; and Council's Strategic Plan
Duration
Status
Programmed Funding
Continuous.

On-going.

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May 05, 2023

Packet Pg. 152

Wastewater Fund - 0006 Citywide
Public Works Yes
Vatsal Patel and Lou Duran
Sewer 2
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses -$
-$
-$
-$
-$
-$
-$
-$

New request - - 150,000 - - - - 150,000 Total -$
-$
150,000$ -$
-$
-$
-$
150,000$
Fund Financing Sources
- $
-$
-$
-$
-$
-$
-$
-$

Total -$
-$
-$
-$
-$
-$
-$
-$

Total Capital Project
-$
-$
150,000$ -$
-$
-$
-$
150,000$
Child Care
X Climate Change Mitigation, Adaptation & Resilience Which strategic objectives apply Downtown to this project? (check boxes to left)
Housing
Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
Recreation Services
Sewer and Storm Pump Station Assessment - NEW
Description
The existing sewer and storm pump stations across the city need to be inspected and assessed to improve capacity and discharge. Staff performs yearly preventative maintenance; however, staff is no longer able to maintain efficiency through preventative maintenance due to the age of the pumps and electrical equipment. The assessment will assist in evaluating the storage of waste and stormwater, the condition of the pumps, improvements to the electrical panels, and services to improve efficiency.

Justification
Assessing the sewer and storm pump stations will address City Council's priorities of safety and the cost of deferred maintenance. The pump stations are crucial to collect, store, and lift waste and stormwater and failures can cause sewer overflows at manholes or flooding within the streets.

Assessing the improvements will also reduce the cost of preventative maintenance and staff time to constantly repair or improve efficiency.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

Master Plan; Safety; & Council's Strategic
Plan
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.

Duration
Status
Programmed Funding
July 2023 - June 2024
New request

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May 05, 2023

Packet Pg. 153

Wastewater Fund - 0006 Citywide
Public Works Yes
Vatsal Patel Safety
Sewer 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses -$
-$
-$
-$
-$
-$
-$
-$

New request - - 300,000 - - - - 300,000 Total -$
-$
300,000$ -$
-$
-$
-$
300,000$
Fund Financing Sources
- $
-$
-$
-$
-$
-$
-$
-$

Total -$
-$
-$
-$
-$
-$
-$
-$

Total Capital Project
-$
-$
300,000$ -$
-$
-$
-$
300,000$
Child Care
Climate Change Mitigation, Adaptation & Resilience Which strategic objectives apply X Downtown to this project? (check boxes to left)
Housing
Mobility, Traffic & Transportation Infrastructure Insert photo here X Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.

Duration
Status
Programmed Funding
July 2023 - June 2024.

New request
Sewer Model Update - NEW
Description
The original hydraulic model of the sanitary sewer model was done in 2013, which needs to be updated to reflect aging infrastructure, population growth, and future/proposed development. The model will assist to plan for future infrastructure improvements, maintenance strategies, and identify any capacity issues. Justification
The model update will allow staff plan for future infrastructure improvements, maintenance strategies, and identify any capacity issues improving the overall safety of the sanitary sewer system and reducing the potential for sanitary sewer overflows.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

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May 05, 2023

Packet Pg. 154

Wastewater Fund - 0006 Shoreway Road
Public Works Yes
Vatsal Patel
Facilities 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses -$
-$
-$
-$
-$
-$
-$
-$

New request - - 605,000 - - - 605,000 Total -$
-$
605,000$ -$
-$
-$
-$
605,000$
Fund Financing Sources
- $
-$
-$
-$
-$
-$
-$
-$

Total -$
-$
-$
-$
-$
-$
-$
-$

Total Capital Project
-$
-$
605,000$ -$
-$
-$
-$
605,000$
Child Care
X Climate Change Mitigation, Adaptation & Resilience Which strategic objectives apply Downtown to this project? (check boxes to left)
Housing
Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
Recreation Services
Shoreway Road Sewer Main Relocation Project - NEW
Description
The existing sewer main along Shoreway Road is currently located behind the sidewalk, which was previously rehabilitated; however, it no longer can be rehabilitated and needs to be replaced. The previous rehabilitation included relining the sewer main to fill defects and voids, which cannot be lined any further because it will reduce flow and staff will not be able to maintain the main. Additionally, replacing it in the same alignment cannot be accomplished with the existing structures, utilities, and other conflicts. Lastly, there are sags within the main that cause issues with flow, which cannot be repaired unless it is fully exposed and replaced with a new main, which in turn, could cause other utility conflicts. Therefore, it is recommended that the existing sewer main be abandoned. A new alignment is proposed within the street to improve access and maintenance. Staff will be seeking funding for engineering services for the planning, design, and permitting for the project in FY 2023-24 and funding for construction will be requested in the following budget cycle after an engineer's estimate has been prepared. The amount below is for design only.

Justification
The existing sewer main can no longer be rehabilitated or repaired due to the severity of defects, which can cause sewer overflows and back-ups.

Existing utilities and permanent structures along the alignment pose difficulty and challenges to perform repairs. Additionally, relocating the sewer main will reduce on-going preventative maintenance and staff time needed. Safety has been identified as a priority by City Council and relocating and replacing the sewer main will reduce the potential for overflows and back-ups.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

Master Plan; Safety; & Council's Strategic
Plan
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.

Duration
Status
Programmed Funding
July 2023 - June 2024
New project

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May 05, 2023

Packet Pg. 155

Wastewater Fund - 0006 Tierra Linda Pump Station
Public Works Yes
Vatsal Patel
Sewer 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses -$
-$
-$
-$
-$
-$
-$
-$

New request - - 1,000,000 - - - - 1,000,000 Total -$
-$
1,000,000$ -$
-$
-$
-$
1,000,000$
Fund Financing Sources
- $
-$
-$
-$
-$
-$
-$
-$

Total -$
-$
-$
-$
-$
-$
-$
-$

Total Capital Project
-$
-$
1,000,000$ -$
-$
-$
-$
1,000,000$
Child Care
X Climate Change Mitigation, Adaptation & Resilience Which strategic objectives apply Downtown to this project? (check boxes to left)
Housing
Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.

Duration
Status
Programmed Funding
July 2023 - June 2024
New request
Tierra Linda Pump Station Improvements - NEW
Description
Staff engaged Mott MacDonald, Inc. to assess and evaluate the Tierra Linda Pump Station to provide recommendations for improvements. The pump station currently houses two pumps that lift and carry wastewater from the pump station through a force main down San Carlos Avenue. Only one pump can be utilized at a time because of overflow issues as it exits the station and travels through the force main. Staff frequently will have to lift and carry wastewater through alternate means when the station is at capacity. The assessment concluded that electrical improvements or replacement pumps may not improve efficiency or allow staff to utilize both pumps, instead it may be a combination of replacing the pumps and upsizing the sewer main downstream of the force main to improve storage and capacity within the mains.

Justification
Safety has been identified as a priority by City Council and relocating and replacing the sewer main will reduce the potential for overflows and back- ups. The existing pump station poses difficulty and challenges to staff because it cannot be fully utilized to lift, transport, and clear wastewater. The two pumps cannot be used simultaneously for safety and concern of sewer overflows and back-ups within the force main along San Carlos Avenue.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

Master Plan; Safety; & Council's Strategic
Plan

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May 05, 2023

Packet Pg. 156

Wastewater Fund - 0006 Citywide
Public Works Yes
Vatsal Patel
Sewer 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses -$
-$
-$
-$
-$
-$
-$
-$

New request - - - - 4,500,000 3,500,000 1,500,000 9,500,000 Total -$
-$
-$
-$
4,500,000$ 3,500,000$ 1,500,000$ 9,500,000$
Fund Financing Sources
- $
-$
-$
-$
-$
-$
-$
-$

Total -$
-$
-$
-$
-$
-$
-$
-$

Total Capital Project
-$
-$
-$
-$
4,500,000$ 3,500,000$ 1,500,000$ 9,500,000$
X Climate Change Resiliency Which strategic objectives apply Downtown to this project? (check boxes to left)
Housing
Mobility, Traffic and Transportation Infrastructure Insert photo here X Northeast Specific Plan
Recreation Opportunities
Sewer Capacity Assurance Improvements - NEW
Description
The original hydraulic model of the sanitary sewer model was done in 2013, which will be updated in FY 2023-24 to address aging infrastructure, population growth, and future/proposed development. This model will also identify capacity assurance improvements that are needed such as, adding or upsizing sewer mains.

Justification
Capacity assurance improvements are needed improvements needed to address capacity deficiencies, accommodate and convey peak wet weather flows without causing a sanitary sewer overflow during a "design storm," identify and remove major sources of infiltration and inflow, and ensure there is sufficient capacity, or divert flows to other existing sanitary sewers with available capacity. Completing these improvements will reduce the number of sanitary sewer overflows, staff time in maintaining and addressing overflows, and retaining contractors to perform emergency re
pairs at higher costs.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

Master Plan; Legal Requirement and
Mandate; Safety; and Council's Strategic
Plan
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.

Duration
Status
Programmed Funding
On-going
New request

5.c
May 05, 2023

Packet Pg. 157

Gas Tax Fund - 0016 Citywide
Public Works Yes
Vatsal Patel Council's Strategic Plan, Safety
Streets 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Expenses 9,350,000 $ 2,783,004 $ 7,500,000 $ 7,500,000 $ 7,500,000 $ 7,500,000 $ 7,500,000 $ 46,850,000 $ New request - - - - - 500,000 1,000,000 1,500,000 Total 9,350,000$ 2,783,004 $ 7,500,000 $ 7,500,000$ 7,500,000$ 8,000,000 $ 8,500,000 $ 48,350,000 $ Fund Financing Sources
Facility/Infrastructure Reserve 2,250,000$ 2,250,000 $ 2,850,000 $ 2,850,000 $ 2,850,000 $ - $ - $ 10,800,000$ PG&E Settlement - - - - - - - - TLC Grant 374,278 522,368 - - - - - 522,368 Total 2,624,278$ 2,250,000 $ 2,850,000 $ 2,850,000 $ 2,850,000 $ - $ - $ 11,322,368$ Total Capital Project
6,725,722$ 533,004 $ 4,650,000 $ 4,650,000 $ 4,650,000 $ 8,000,000 $ 8,500,000 $ 37,027,632 $ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Status
Programmed Funding
Continuous.

On-going.

Future Impact on Operating Budget
Current Strategic Plan Objective
Negligible impact.

C9416: Annual Street Resurfacing - REVISED
Description
Pavement resurfacing and rehabilitation work will be performed to improve the condition of City streets. The work to be performed will be based on the Pavement Management Program decision tree, which includes optional strategi es including: dig out and patch; crack seal; micro surfacing; cape seal ; slurry seal; thin grind and overlay; thick grind and overlay; or, reconstruction. Funding from federal grant funds, gas tax funds, and other grant fun ding 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 th e County standard "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's streets are in need of rehabilitation. The Pavement Management Program's most recent Budget Operations Report indicated that there is a deferred maint enance backlog of $42 million. The current Pavement Condition Index (PCI) for the entire street network is 57 out of 100 or "at risk" and if funding for street repairs remains at current levels, the current PCI will continue to decrease, which puts the street network into the “very poor” or “failed” c onditions. It would cost approximatel y $70 million to raise the PCI to 83, or "excellent" level. The recommended five-year funding level will increase t he PCI to 62 or “fair” condition. To achieve this, approximately 30% of Cit y streets will be under construction per fiscal year.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

Duration

5.c
May 05, 2023

Packet Pg. 158

Gas Tax Fund - 0016 Citywide
Public Works Yes
Vatsal Patel
Traffic & Transportation 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses 138,750$                 232,508$         120,000$         120,000$         120,000$            120,000$         120,000$         738,750$ New request ‐ ‐ 180,000           60,000             60,000                60,000             60,000             420,000 Total 138,750$                 232,508$         300,000$         180,000$         180,000$            180,000$         180,000$         1,158,750$ Fund F
inancing Sources
Property Owner
Contribution 40,000$ 168,128$         40,000$           40,000$           40,000$              40,000$           40,000$           240,000$ Total 40,000$ 168,128$         40,000$           40,000$           40,000$              40,000$           40,000$           240,000$ Total Capital Project
98,750$ 64,380$           260,000$         140,000$         140,000$            140,000$         140,000$         918,750$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.

Duration
Status
Programmed Funding
Continuous.

On-going.

C9465: Annual Sidewalk Replacement/Reconstruction - REVISED Description
In San Carlos, property owners are responsible for the maintenance and repair of the curb, gutter, and sidewalk across the frontage of their properties. The City's Sidewalk Maintenance Program is intended to reduce t ripping hazards and improve pedestrian circulation. The City performs sidewalk repair projects annually, and then bills property owners for their c ost of the repair work. There continues to be a need for sidewalk repair.

The project also includes repairs along sidewalk, curb, gutter, and dr iveway approaches around City-owned buildings and parks, as well as other areas maintained by the City. In addition to sidewalk repair, staff also seeks to complete concrete shaving to eliminate areas that are below the Maintenance Program threshold, but still require mitigation. These areas were identified through an assessment completed by an outside vendor of the existing sidewalks throughout the City.

Justification
On March 13, 2017, the City Council adopted a resolution to share 50% of th e sidewalk repair cost with proper ty owners. The Sidewalk Repair Program continues to grow as more property owners are participating. Ther e has always been a need to repair sidewalk, curb, gutter, and driveway approaches throughout the City for damage caused by trees and other factors. Similary, sidwalk along City-owned facilties and parks also require repair. This project would address these major tripping hazards, increase pedestrian safety, and reduce the potential for claims. Furthermore, concrete shaving will further reduce tripping hazards that are below the Sidewalk Maintenance Program threshold. Concrete shaving will not be included as part of the shared with the property owners as they are minor, don't require full repair, increase pedestrian safety, and reduce the potential for claims.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

Legal requirement or mandate; Safety; and
Council's Strategic Plan

5.c
May 05, 2023

Packet Pg. 159

Gas Tax Fund - 0016 Citywide
Public Works Yes
Vatsal Patel
Traffic & Transportation 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-28
Total Project
Funding
Expenses 300,000 $ 50 $ 175,000$ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 775,000 $ New request - - 125,000 225,000 225,000 $ 225,000 $ 225,000 $ 1,025,000 Total 300,000$ 50 $ 300,000$ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 1,800,000 $ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
300,000$ 50 $ 300,000$ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 1,800,000 $ Child Care
Climate Change Mitigation, Adaptation & Resilience Insert photo here Downtown
Housin
g
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.

Duration
Status
Programmed Funding
Continuous.

On-going.

C9417: Annual Traffic Markings & Striping - REVISED
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/oras 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 Planning and Transportation Commission. Traffic striping and markings improvements are also identified in the Bicycle and Pedestrian Master and Safe Routes to School Plan. They include high-visib ility crosswalks, green bike l anes, painting red curbs, and signage.

Additionally, traffic striping and markings for City-owned parking lots, garages, and facilities also need refreshing.

Justification
The City continues to receive an increased number of 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 in order to maintain public safety, minimize liability, and improve pedestrian crossings. Additionally, the Safe Routes to School Plan has identified specific intersections and streets where traffic striping and pavement marking improvements can be made. Lastly, 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 five years.

Category:

Location:

Strate
gic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

Master Plan; Legal Requirement or
Mandate; Safety; and Council's Strategic
Plan

5.c
May 05, 2023

Packet Pg. 160

General Fund Capital Project - 0025 Various
Public Works Yes
Vatsal Patel
Storm 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-28
Total Project
Funding
Expenses 962,123$ 626,343$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 3,462,123$ New request - - 1,100,000 500,000 500,000 500,000 500,000 3,100,000 Total 962,123$ 626,343$ 1,600,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 6,562,123$ Fund Financing Sources
-$ -$ -$ -$ -$ -$ -$ -$
Total -$ -$ -$ -$ -$ -$ -$ -$
Total Capital Project
962,123$ 626,343$ 1,600,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 6,562,123$ X Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
Future mpact on the operating budget is negligible.

C9531: Storm Drain Improvements (3017 Brittan Ave, 1000 Drake Ct., 1005 Drake Ct., Eaton Park & Arguello Park) - REVISED Description
During major storm events, many areas of the city experience flooding. Per the 2016 Citywide Storm Drain System Master Plan, the cost to fully address drainage issues in San Carlos would be $53 million. This Annual Storm Drain Improvements project will fund recommended improvements as well as address any new deficiencies within the storm drain infrastructure throughout the city. During the 2022-23 winter storms, the storm drain facilities in the rear yard easements for 3017 Brittan Avenue and 1000 Drake Court were overwhelmed from the stormwater runoff, dirt, and debris off the hillsides and open space, causing flood and other damage to the properties. Improvements to the storm drain facilities were already identified under this project, but additional improvements are needed after assesing the damage from the 2022-23 storms. In addition, staff is proposing similar storm drain improvements to 1005 Drake Court, which has similar conditions and should have similar improvements as 1000 Drake Court. Staff has also identified storm drain improvements in parks and open space areas including, Eaton Park and Arguello Park, where there are constant blockages, overflows, and erosion. Both the trail within Eaton Park and the emergency access road within Arguello Park were washed out in the recent storms.

Justification
In January 2016, the City completed a Citywide Storm Drain System Master Plan that identifies storm drainage deficiencies throughout the city.

The Master Plan identified $53 million in improvement work to upsize existing storm infrastructure. Additional funding is needed to fund the recommended improvements, minimize impact and flooding, continue address storm drain deficiencies, erosion, and improve storm drain infrastructure throughout the city. After the recent 2022-23 storm, significant maintenance staff time was spent on clearing and repairing the damage. This project will reduce staff time and preventative maintenance cost.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

Master Plan; Safety; & Council's Strategic
Plan
Duration
Status
Programmed Funding
Continuous.

Funding needs to be accumulated to implement and complete the prioritized improvement projects and continue to address deficiencies within the storm drain infrastructure throughout the city.

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General Fund Capital Project - 0025 Industrial Road Area Public Works Yes
Vatsal Patel/Lou Duran
Storm 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses 868,982$                1,018$              150,000$         150,000$         150,000$           150,000$         150,000$         1,618,982$ New request ‐ ‐ ‐ 350,000            350,000             350,000            350,000            1,400,000 Total 868,982$                1,018$              150,000$         500,000$         500,000$           500,000$         500,000$         3,018,982$ Fund Financing Sources
‐ $ ‐$                  ‐$                  ‐$                  ‐$ ‐$                  ‐$                  ‐$ Total ‐$ ‐$                  ‐$                  ‐$                  ‐$ ‐$                  ‐$                  ‐$ Total Capital Project
868,982$                1,018$              150,000$         500,000$         500,000$           500,000$         500,000$         3,018,982$ Child Care
X Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.

C9828: Storm Channel Sediment Removal - REVISED
Description
The purpose of this project is to remove accumulated sediment in channels under and adjacent to Industrial Road. Channel dredging requires various federal and state permits. The first phase is to obtain all necessary permits for annual maintenance dredging.

Justification
The Industrial Road area experiences frequent flooding, which has a detrimental effect on the economic viability of the area. Furthermore, sediment removal imposes significant cleanup costs for the City and for private property owners.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

Master Plan; Safety; Council's Strategic
Plan
Duration
Status
Programmed Funding
Permitting efforts in FY 2023-24, with annual dredging in the following years.

On-going.

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May 05, 2023

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General Fund Capital Project - 0025 Brittan Avenue
Public Works Yes
Vatsal Patel
Street; Traffic & Transportation 2
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-28
Total Project
Funding
Expenses 2,025,000 $ 25,255 $ - $ - $ - $ - $ - $ 2,025,000$ New Request - - - - - - - - Total 2,025,000$ 25,255 $ - $ - $ - $ - $ - $ 2,025,000$ Fund Financing Sources
Traffic Mitigation Fee Reserve - $ - $ 500,000$ 500,000 $ 1,000,000 $ - $ - $ 2,000,000$ Total -$ - $ 500,000$ 500,000 $ 1,000,000 $ - $ - $ 2,000,000$ Total Capital Project
2,025,000$ 25,255 $ (500,000) $ (500,000) $ (1,000,000) $ - $ - $ 25,000$ Child Care Which strategic objectives apply
Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
X Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.

Duration
Status
Programmed Funding
July 2023 - June 2025
On-going
C2106: Brittan Avenue Sidewalk Improvements (Between Rogers Ave & Sunset Drive) - REVISED Description
Brittan Avenue, between Milano Way and Alameda de las Pulgas, is unimproved and does not have a safe path of travel for pedestrians on either side.

This segment of Brittan Avenue has been identified in the City's Bicycle and Pedestrian Master Plan, which seeks to improve pedestrian safety and connectivity to the downtown and the transit center. This project would improve this segment of Brittan Avenue with the following: sidewalk, curb, and gutter construction; reconstruction/construction of curb ramps; roadway resurfacing; and drainage and utility improvements. The project will also include green bike lanes, with a buffer to improve safety for bicyclists. The buffer will reduce the level of stress and the green paint will improve visibility for bicyclists.

Justification
The project improves safety and provides a safer path of travel for pedestrians between Milano Way and Alameda de las Pulgas along Brittan Avenue, which aligns with Council's Strategic Plan and priorities. The improvements are also consistent with the City's Bicycle and Pedestrian Master Plan which prioritizes bicycle and pedestrian safety improvements for the intersection of Brittan Avenue and Alameda de las Pulgas. $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:

Master Plan; Safety; and Council's
Strategic Plan

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May 05, 2023

Packet Pg. 163

Capital Fund - 0025
Public Works
Vatsal Patel
Street; Traffic & Transportation
1 Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-28
Total Project
Funding
Expenses 375,000 $ - $ - $ - $ - $ - $ - $ 375,000$ New request - - 150,000 - - - - 150,000 Total 375,000$ - $ 150,000$ - $ - $ - $ - $ 525,000$ Fund Financing Sources
Revenue - $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
375,000$ - $ 150,000$ - $ - $ - $ - $ 525,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience Insert photo here Downtown
Housin
g
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Programmed Funding
July 2023 - June 2024
On-going
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.

Master Plan; Safety; Council's Strategic
Plan
Duration
Status
C2201: Arroyo Ave and Chestnut St Safe Routes to School Improvements and Paving - REVISED Description
This project will construct Safe Routes to School improvements at the intersection of Arroyo Avenue and Chestnut Street. Improvements will include:
upgrades to existing crosswalks; construction and reconstruction of curb ramps; and installation of a rectangular rapid flashing beacon system, thermoplastic traffic striping, pavement markings, and signage. In addition, the exposed aggregate concrete sidewalk on Arroyo Avenue, between Cedar and Chestnut Streets, and on Chestnut Street, between Arroyo Avenue and Baytree Road, will be reconstructed to match the area surrounding Burton Park. Lastly, the existing roadway along Chestnut Street and valley gutter on Chestnut Street will be rehabilitated. This budget request includes costs for design and construction.

Justification
The improvements at intersection of Arroyo Avenue and Chestnut Street are identified in the City's Safe Routes to School Plan because of their proximity to the Central Middle and Arroyo Elementary Schools. The improvements at this intersection will also provide connectivity for pedestrian st o Burton Park and students to the Youth Center. The project also includes replacing the exposed aggregate sidewalk and replacing it with standard sidewalk surrounding the Burton Park perimeter along Arroyo Avenue and Chestnut Street, which has been failing and are in need of replacement, poses a safety risk, and removes potential trip hazards.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

Arroyo Ave and Chestnut Street; Burton
Park
Yes

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Packet Pg. 164

General Fund Capital Project - 0025 Citywide
Public Works Yes
Grace Le
Street; & Traffic & Transportation 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses ‐ $ ‐$                  500,000$         500,000$         500,000$          ‐$                  ‐$                  1,500,000$ New request ‐ ‐ ‐ ‐ ‐ 1,500,000        1,500,000        3,000,000 Total ‐$ ‐$                  500,000$         500,000$         500,000$          1,500,000$      1,500,000$      4,500,000$ Fund Financing Sources
‐ $ ‐$                  ‐$                  ‐$                  ‐$ ‐$                  ‐$                  ‐$ Total ‐$ ‐$                  ‐$                  ‐$                  ‐$ ‐$                  ‐$                  ‐$ Total Capital Project
‐$ ‐$                  500,000$         500,000$         500,000$          1,500,000$      1,500,000$      4,500,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Insert photo here
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.

C2214: SRTS Intersection and Sidewalk Improvements (Tamarack, Belle, Elm, Arroyo, Belmont, Cedar, & St. Francis) - REVISED Description
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. Improvement will include high-visibility thermoplastic traffic striping and pavement markings, ladder crosswalks, curb ramps, and signage. This budget request includes costs for design and construction. The focus for FY 2023-24 will be the intersections of Tamarack and Belle Avenues, Elm Street and Arroyo Avenue, Belmont Avenue and Cedar Street, and St. Francis Way and Cedar Street. In FY 2026-27 and FY 2027-28, the focus will be to construct sidewalks and pathways recommended in the SRTS.

Justification
Walk audits were conducted at six school sites: Arundel, Heather, White Oaks, Arroyo/Central, Brittan Acres, and Tierra Linda/Mariposa/Charter.

Recommended improvements and safe-routes-to-school maps were created from walk audit inputs and observations. These priority improvements align with the City Council's strategic goal to improve mobility, traffic, parking, transportation infrastructure, and street 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:

Master Plan; Safety; Council's Strategic
Plan
Duration
Status
Programmed Funding
July 2023 - July 2026
On-going

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May 05, 2023

Packet Pg. 165

Fund 25 San Carlos Avenue
Public Works Yes
Vatsal Patel
Traffic & Transportation 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 300,000 1,200,000 - - - 1,500,000 Total -$ - $ 300,000$ 1,200,000 $ - $ - $ - $ 1,500,000$ Fund Financing Sources
Traffic Mitigation Impact Fee - $ - $ 150,000 150,000 - $ - $ - $ 300,000$ Total -$ - $ 150,000$ 150,000 $ - $ - $ - $ 300,000$ Total Capital Project
-$ - $ 150,000$ 1,050,000 $ - $ - $ - $ 1,200,000$ Child Care Which strategic objectives apply
Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
X Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
After implementation, the annual maintenance costs will increase from what was originally budgeted. The cost cannot be estimated at this time as it depends on the type of improvement.

Duration
Status
Programmed Funding
July 2023 - June 2025
New request
San Carlos Avenue Pedestrian Safety Improvements Phase IV - NEW Description
Phase IV of the San Carlos Avenue Pedestrian Safety Improvements Project will include pavement rehabilitation, as well as traffic striping and pavement markings, to introduce a new buffered green bike lane from Beverly Drive to City of Belmont limits in accordance with the City's adopted Bicycle and Pedestrian Master Plan. Staff completed Phases I and II of the project in FY 2019-20, which included similar improvements along San Carlos Avenue, between Wellington Drive and Sycamore Street. Phase III will improve the remaining section of San Carlos Avenue between Beverly Drive and Wellington Drive that currently does not have sidewalk along the northside. The Project will also require extensive outreach with the residents directly impacted, community meetings, Commission meetings, and City Council meetings.

Justification
The project aligns with the Council's strategic goal of improving public safety as well as mobility, transportation, and traffic by improving bicycl e and pedestrian safety along one of the City's major arterial road. These improvements are also consistent with the City's adopted Bicycle and Pedestrian Master Plan. Additionally, it would provide complete connectivity along the northside of San Carlos Avenue for pedestrians to get from Dartmouth Avenue to the downtown areas and transit center, thereby encouraging and increasing other modes of transportation and reducing carbon emissions.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

Master Plan; Safety; & Council's Strategic
Plan

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May 05, 2023

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General Fund Capital Project - 0025 Various
Public Works Yes
Vatsal Patel
Traffic & Transportation 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses 2,121,000$            1,260,621$      ‐$                 ‐$                  ‐$ ‐$                  ‐$                  2,121,000$ New request ‐ ‐ 850,000           ‐ ‐ ‐ 850,000 Total 2,121,000$            1,260,621$      850,000$        ‐$                  ‐$ ‐$                  ‐$                  2,971,000$ Fund Financing Sources
‐ $ ‐$                  ‐$                 ‐$                  ‐$ ‐$                  ‐$                  ‐$ Total ‐$ ‐$                  ‐$                 ‐$                  ‐$ ‐$                  ‐$                  ‐$ Total Capital Project
2,121,000$            1,260,621$      850,000$        ‐$                  ‐$ ‐$                  ‐$                  2,971,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Insert photo here
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Master Plan; Safety; & Council's Strategic
Plan
Duration
Status
Programmed Funding
July 2023 - June 2024
On-going
Current Strategic Plan Objective
Future Impact on Operating Budget
After implementation, the annual maintenance costs will increase from what was originally budgeted. The cost can not be estimated at this time as it depends on the type of improvement.

C1807: Traffic Circle and Midblock Crossings (ADLP, Industrial, Crestview, and Morse)- REVISED Description
This project will fund various traffic calming improvements throughout the city to address community safety concerns. The focus in Fiscal Year 2023-24 will be along Alameda de las Pulgas, Industrial Road, Crestview Drive, and Morse Boulevard, and will include mid-block crossings and traffic circles. The project includes constructing mid-block crossings, along with a rectangular rapid flashing beacon system, at the intersectio n of Alameda de las Pulgas near Hilltop Drive and Industrial Road between Bing and Commerical Streets. The project also includes constructing traffic cirlces at the intersections of Crestview Drive and Edmunds Road and Morse Boulevard and Rosewood Avenue. The project will also include reconstructing or constructing curb ramps for ADA accessibility, high-visibility thermoplastic traffic striping and pavement markings, high- visibility crosswalks, and signage.

Justification
In 2018, the Council approved a Neighborhood Traffic Management Program (NTMP) to help meet the needs of San Carlos community members. The NTMP was based on past efforts by the City, guidance provided by the City’s General Plan, policies and lessons learned from other jurisdictions, practices published by the transportation industry, and community input regarding traffic concerns and ideas for improvement.

The traffic calming measures were categorized as Level 1 or Level 2. Level 1 measures focus on easily implementable and relatively low cost features such as enhancing the visibility of crosswalks, striping narrow l anes, providing speed limit signs, installing high visibility crosswalk s, providing additional informational signs and installing new regulatory si gns, which is mainly funded by our striping and marking project. Level 2 measures focus on a combination of Level 1 measures, plus vertical or horizontal deflections such as speed humps, speed bumps, speed cushions, speed tables, pedestrian refuges or islands, median diverters, chicanes, or barriers. Since Level 2 measures impact many people in a neighborhood and the measures tend to be more costly, it is necessary to dedicate a separate funding source to fund the Level 2 traffic calming improvements.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

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May 05, 2023

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25 Burton Park
Parks and Recreation No
Amy Newby No
Parks 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 450,000 - - - - 450,000 Total -$ - $ 450,000$ - $ - $ - $ - $ 450,000$ Fund Financing Sources
P&R Foundation - $ - $ 25,000$ - $ - $ - $ - $ 25,000$ Total -$ - $ 25,000$ - $ - $ - $ - $ 25,000$ Total Capital Project
-$ - $ 425,000$ - $ - $ - $ - $ 425,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Insert photo here
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
X Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
There are no future additional impacts on the operating budget for this request. Ongoing maintenance will be covered under current budget.

Duration
Status
Programmed Funding
July 1, 2023 - June 30, 2024
New, one-time project
Madsen Scorebooth - NEW
Description
This project will include demolition of the existing scorebooth and design and construction of a new scorebooth at Burton Park at Madsen Field (corner of Brittan Avenue and Cedar Street). Currently, this scorebooth serves as a storage space for Parks and Recreation league and field supplies, and is the primary location for the part-time employee scorekeeper/field monitor for adult leagues. More recently, the electrical panel f or the field lights was installed at this site during Phase I of the field lighting project. The current structure is approximately 200 square feet.

Justification
The existing scorebooth roof leaks, which recently resulted in a mold issue that was remedied this past year. However, without significant repairs or a new structure, excess moisture and mold will continue to be an issue until it is resolved. Additionally, there is not adequate ventilation for the elec trical panel in the scorebooth nor is there enough storage space for the sports leagues' and field supplies. The majority of the costs in the proposed budget are costs related to construction.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

5.c
May 05, 2023

Packet Pg. 168

25 All Parks
Parks and Recreation Yes
Lou Duran Safet
y, Necessary Upgrade
Parks 3
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 150,000 150,000 - - - 300,000 Total -$ - $ 150,000$ 150,000 $ - $ - $ - $ 300,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 150,000$ 150,000 $ - $ - $ - $ 300,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Insert photo here
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
X Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
There are no future additional impacts on the operating budget for this request.

Duration
Status
Programmed Funding
July 1, 2023 - June 30, 2025
New, one-time project covered over two fiscal years.

Replacement of Existing Fencing in Parks - NEW
Description
This project will include replacement of all park and ball field fencing. Locations include Highlands, Burton, Cedar, Neighborhood, Laureola, and Arguello Parks. Staff will assess the integrity of the existing poles and reuse all that are deemed safe.

Justification
This project is consistent with City Council's priorities of safety and neccessary upgrades. The safety fencing around all the parks and ball fields i s intended to protect cars, homes, and the public. The current fencing around City parks is more than 20 years old, and the protective coating is failing in some locations. There are many areas where the fencing has been stretched and can no longer be repaired. New fencing will be added to all locations providing a City standard for appearance and replacement parts moving forward, and will match existing upgrades at ball fields (lights, poles, walkways, synthetic field, etc.). New fencing will also include new maintenance gates making it safer and easier for staff to access.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

5.c
May 05, 2023

Packet Pg. 169

27 Arguello Park
Parks and Recreation No
Tyler Muela No
Parks 3
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 20,000 - - - - 20,000 Total -$ - $ 20,000$ - $ - $ - $ - $ 20,000$ Fund Financing Sources
Community Donation - $ - $ 20,000$ - $ - $ - $ - $ 20,000$ Total -$ - $ 20,000$ - $ - $ - $ - $ 20,000$ Total Capital Project
-$ - $ - $ - $ - $ - $ - $ - $ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Insert photo here
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
X Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
There are no future, additional impacts on the operating budget for this request.

Duration
Status
Programmed Funding
July 1, 2023 - June 30, 2024
New, one-time project
Arguello Park Scoreboard - NEW
Description
This project will replace the existing scoreboard at Arguello Park, which was installed in 2007, with an updated model, similar to the new scoreboards installed at Burton Park. The new scoreboard will not require new poles, and will be installed on the existing scoreboard poles in the outfield.

Justification
San Carlos Little League approached the City and requested replacement of the existing scoreboard. The League committed to reimbursing the City for the full cost of the scoreboard purchase and installation. The new scoreboard will have the functionality and ability to keep score via an app on a phone, making it much easier for multiple user groups to use.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

5.c
May 05, 2023

Packet Pg. 170

General Capital Fund - 0025 Big Canyon Park
Public Works Yes
Vatsal Patel Safety; & Council's Strategic Plan
Storm Drainage 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 1,000,000 - - - - 1,000,000 Total -$ - $ 1,000,000$ - $ - $ - $ - $ 1,000,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 1,000,000$ - $ - $ - $ - $ 1,000,000$ Child Care Which strategic objectives apply
X Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
Mobility, Traffic & Transportation Infrastructure
Insert photo here
Northeast Area Specific Plan
Recreation Services
Big Canyon Park Landslide Repair (Behind 995 Crestview Dr) - NEW Description
During the 2022-2023 winter storms, the hillside above Big Canyon Trail and behind 995 Crestview Drive slipped and eroded due to oversaturated soil and caused soil and debris to mobilize down the slope. The failure was temporarily protected and secured to prevent further erosion of the soil during the remainder of the wet season. This failure needs permanent repair and miti gation measures including grading, construction of a keyway, drainage improvements, and hydroseeding to secure and stabilize the slope.

Mitigation measures will also reduce annual preventative maintenance costs and staff time needed to secure the hillside during every winter season with tarpaulin, sandbags, and other protective measures.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.

Duration
Status
Programmed Funding
July 2023 - June 2024
New request

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May 05, 2023

Packet Pg. 171

Response to Nature or Emergency - 0095 Big Canyon Park
Public Works Yes
Vatsal Patel Safety; & Council's Strategic Plan
Storm Drainage 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved 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$ Child Care Which strategic objectives apply
X Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
Mobility, Traffic & Transportation Infrastructure
Insert photo here
Northeast Area Specific Plan
Recreation Services
Big Canyon Park (Above 3144 Brittan Avenue) Landslide Repair - NEW Description
Due to the 2022-2023 winter storms, the hillside below Big Canyon Trail and behind 3144 Brittan Avenue slipped and eroded due to oversaturated soil, causing soil and debris to mobilize down the slope and into a property owner's rear yard. The area was temporarily protected and secured to prevent further erosion of the soil during the remainder of the wet season. Perm anent repair and mitigation measures including grading, construction of a keyway, drainage improvements, and hydroseeding are required to secure and stabilize the slope. To minimize impact to the residents, access will be required through Big Canyon Park and trail.

Justification
This project is consistent with Council's priorities to ensure public safety and storm drainage. Mitigation measures are needed to: prevent further or future erosion of the hillside; eliminate or reduce any impact and damage to the residences adjacent to the hillside; provide a safe path of travel for pedestrians using Big Canyon Trail above the hillside; and improve drainage to reduce the amount of runoff, dirt, and debris that enters adjacent properties. Mitigation measures will also reduce annual preventative maintenance costs and staff time needed to secure the hillside with tarpaulin , sandbags, and other protective measures during every winter season. Pr oject costs include additional work such as, grading, demolition, and reconstruction of pathways needed to bring equipment and materials through Big Canyon Park and to avoid further impact to the residents.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.

Duration
Status
Programmed Funding
July 2023 - June 2024
New request

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Duration
Status
Programmed Funding
July 2023 - June 2024
New request
Big Canyon Park Landslide Repair (Behind 3141-61 Melendy Drive) - NEW Description
During the recent winter storms, the hillside above Big Canyon Trail, behind 3141-3161 Melendy Drive, slipped and eroded due to oversaturated soil and caused soil and debris to mobilize down the slope and through a portion of Big Canyon Trail. The area was temporarily protected and secured to prevent further erosion of the soil during the remainder of the wet season. This area now needs to be repaired with permanent mitigation measures including grading, construction of a keyway, drainage improvements, and hydroseeding to secure and stabilize the slope. To minimize the impact to the residents, access will be required through Big Canyon Park and trail.

Justification
This project is consistent with the Council's priorities of safety and storm drainage. Mitigation measures are needed to: prevent further or future erosion of the hillside; eliminate or reduce the impact and damage to the residences adjacent to the hillside; provide a safe path of travel for pedestrians using Big Canyon Trail above the hillside; restabilize the trail; and improve drainage to reduce the amount of runoff, dirt, and debris th at enters adjacent properties. Mitigation measures will reduce annual preventative maintenance costs and staff time needed to secure the hillside wit h tarpaulin, sandbags, and other protective measures during every winter seas on . Project costs include additional work such as, grading, demolition , and reconstruction of pathways needed to bring equipment and materials through Big Canyon Park and to avoid further impact to the residents.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

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Response to Nature or Emergency - 0095 Dartmouth Road
Public Works Yes
Vatsal Patel Safety; & Council's Strategic Plan
Storm Drainage 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 1,000,000 - - - - 1,000,000 Total -$ - $ 1,000,000$ - $ - $ - $ - $ 1,000,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 1,000,000$ - $ - $ - $ - $ 1,000,000$ Child Care Which strategic objectives apply
X Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
Mobility, Traffic & Transportation Infrastructure
Insert photo here
Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.

Duration
Status
Programmed Funding
July 2023 - June 2024
New request
Dartmouth Road Landslide Repair (Between Garden Ln and Northam Ave) - NEW Description
During the 2022-2023 winter storms, the hillside below Dartmouth Avenue, between Garden Lane and Northam Court, slipped and eroded due to oversaturated soil and caused soil and debris to mobilize down the slope and walking path above Arguello Park. The slip has also caused the sidewalk and portions of the roadway to erode and become unsafe for vehicles and pedestrians. The area was temporarily protected and secured to prevent further erosion of the soil during the remainder of the wet season. This failure needs repair with permanent mitigation measures including grading, construction of a keyway, drainage improvements, and hydroseeding to secure and stabilize the slope.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

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May 05, 2023

Packet Pg. 174

25 Citywide
Parks and Recreation No
Amy Newby No
Citywide 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ New request - - 250,000 750,000 - - - 1,000,000 Total -$ - $ 250,000$ 750,000 $ - $ - $ - $ 1,000,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 250,000$ 750,000 $ - $ - $ - $ 1,000,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Insert photo here
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
City of San Carlos Centennial Celebration - NEW
Description
Staff seeks funding to prepare for the celebration and commemoration of the City's centennial in 2025. Funds will be applied towards developing community festivities and pride for the City's 100th anniversary. Ideas include expansion of community events to incorporate the centennial celebration, downtown banners, City swag, apparel, etc., and other programs.

Justification
The City of San Carlos was incorporated in 1925 and will be turning 100 in 2025. The community and Council have expressed interest in celebrating this milestone for the City.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

Current Strategic Plan Objective
Future Impact on Operating Budget
There are no future additional impacts on the operating budget for this request.

Duration
Status
Programmed Funding
July 1, 2023 - June 30, 2025
New, one-time project

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Packet Pg. 175

25 Citywide
Community Development Department Indirectly
Lisa Porras Legal Mandate
General Plan Implementation 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 250,000 - - - - 250,000 Total -$ - $ 250,000$ - $ - $ - $ - $ 250,000$ Fund Financing Sources
General Plan Update Reserve - $ - $ 250,000$ - $ - $ - $ - $ 250,000$ Total -$ - $ 250,000$ - $ - $ - $ - $ 250,000$ Total Capital Project
-$ - $ - $ - $ - $ - $ - $ - $ Child Care Which strategic objectives apply
Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
Mobility, Traffic & Transportation Infrastructure
Insert photo here
Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
There are no ongoing maintenance or other costs associated with this project following completion.

Duration
Status
Programmed Funding
One Year (12 months)
New Project.
2030 General Plan Amendment - Resetting Buildout to Allow Continued Improvements to 2030 - NEW Description
This project would reset the City of San Carlos' General Plan buildout numbers (for commercial, office, and industrial) to the year 2030. This work wou ld involve a General Plan amendment and an accompanying environmental analysis pursuant to the California Environmental Quality Act (CEQA). The scope of work would also require thoughtful civic engagement to determine the appropriate level of growth through the year 2030. The estimated cost for this project is $250,000, which could go up or down depending on proposals received.

Justification
California state law requires each city and county to adopt a general plan to guide land use planning decisions. General Plans identify how much growth is expected to occur over a certain period of time; this planned growth is then analyzed pursuant to CEQA. In 2009, San Carlos' current General Plan was adopted with an identified amount of residential and non-residential growth anticipated to the year 2030. In 2022, the expected amount of growth f or office, commercial and industrial was reached 7 years sooner than anticipated due to the influx of new growth in the life science and biotechnology sectors. This CIP project would reset the buildout numbers to the year 2030. Under state law, subdivisions, capital improvements, development agreements, and many other land use actions must be consistent with the adopted general plan. In counties and general law cities, like San Carlos, zoning and specific plans are required to conform to the general plan. In order to allow for continued improvements that arise when new development is permitted and constructed, resetting the buildout numbers is a necessity. Without it, future projects, including the buildout to be identified in th e Northeast Area Specific Plan, would not be consistent with the General Plan.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

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May 05, 2023

Packet Pg. 176

25 Citywide
Community Development Yes
Lisa Porras Legal Mandate
Open Space 2
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - - 300,000 - - - 300,000 Total -$ - $ - $ 300,000$ - $ - $ - $ 300,000$ Fund Financing Sources
General Plan Surcharge Fees - $ - $ - $ 123,903$ - $ - $ - $ 123,903$ Total -$ - $ - $ 123,903$ - $ - $ - $ 123,903$ Total Capital Project
-$ - $ - $ 176,097$ - $ - $ - $ 176,097$ Child Care Which strategic objectives apply
X Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
Mobility, Traffic & Transportation Infrastructure
Insert photo here
Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
Undetermined at this time.

Duration
Status
Programmed Funding

1.5 years.

New Project.

General Plan Open Space Element Update - NEW
Description
This project responds to a State mandate to update the City of San Carlos' General Plan's Environmental Management (Open Space and Conservation) Element by January 1, 2026. This work would involve a General Plan amendment and an accompanying environmental analysis pursuant to the California Environmental Quality Act (CEQA). The scope of work would also require community engagement. The estimated costs for this project are $300,000, which could go up or down depending on proposals received.

Justification
Existing law requires cities and counties to prepare, adopt, and amend general plans and elements of those plans, as specified. Existing law requires the general plan to include an open-space element. New legislation requires every city and county to review and update its local open-space plan by January 1, 2026. The update must address climate resilience and other co-benefits of open space, correlated with the safety element. Specifically it would address: (1) Access to open space for all residents in a manner that considers social, economic, and racial equity, correlated with any environmental justice policies in the general plan, if applicable; (2) Climate resilience and other co-benefits of open space, correlated with the s afety element; and (3) "Rewilding" opportunities, correlated with the land use element. "Rewilding" means: (1) Opportunities to preserve, enhance, and expand an integrated network of open space to support beneficial uses, such as habitat, recreation, natural resources, historic and tribal resource s, water management, and aesthetics and, (2) Establishing a natural communities conservation plan to provide for coordinated mitigation of the impact so f new development.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

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Fund Number: Location: Wheeler Plaza Parking Garage
Department: Public Works Strategic Plan: Yes
Project Manager: Lou Duran Priorities: Safet y; and Transportation and Mobility Category: Facilities Priority Rating: 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-28
Total Project
Funding
Expenses 295,000$ 266,993$ -$ $ - -$ -$ -$ 295,000$ New request - - 50,000 - - - - 50,000 Total 295,000$ 266,993$ 50,000$ -$ -$ -$ -$ 345,000$ Fund Financing Sources
Contribution - $ 18,000$ -$ $ - -$ -$ $ - -$ Transfer from Parking-in-Lieu - - 250,000 250,000
Total -$ 18,000$ 250,000$ -$ -$ -$ -$ 250,000$ Total Capital Project
295,000$ 248,993$ (200,000)$ -$ -$ -$ -$ 95,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
X Downtown Insert Photo here
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Duration
C1904: Wheeler Plaza Garage Extra Lighting, Painting and EV Stations - REVISED Description
The Wheeler Plaza Parking Garage is accessible 24-hours a day. The project to install of EV charging stations and paint anti-graffiti coating to brighten up the parking levels and reduce vandalism has been completed. This new project would install additional lighting in dark corners for the purposes of reducing vandalism and increasing public safety and security during the evening hours and overnight.

Justification
Wheeler Plaza Parking Garage use has increased, especially during the evening and overnight hours. The garage was recently painted to brighten up the parking levels but there are still some dark areas that need additional lighting to increase safety and security, which can be achieved by installing additional lighting. Lighting will also reduce the areas and amount of vandalism.

Future Impact on Operating Budget
Future impact on the operating budget is negligible.

July 2021 through June 2022.

On-going.

Status
Programmed Funding
General Fund Capital Project - 0025
and Parking-In-Lieu - 0027

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May 05, 2023

Packet Pg. 178

25 City Hall
ASD
Cheryl Hong Necessary upgrade
Facilities 2
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - - - 200,000 - - 200,000 Total -$ - $ - $ - $ 200,000$ - $ - $ 200,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ - $ - $ 200,000$ - $ - $ 200,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructur
e
Northeast Area Specific Plan
Recreation Services
Filing Cabinet System - NEW
Description
This project will replace the old filing system in the Finance and City Clerk's offices with a new filing system. This will include removal, purchase of new cabinet system, and installation. The current tracks cannot be reused and everything will have to be removed. A new carpet will also need to be installed under the location where the current filing cabinets are. Justification The filing cabinets in the Finance and City Clerk's offices have been in use for more than ten years. They are faulty and a hazard for staff. The company that installed and made the exisiting cabinets no longer exists. This project would be to replace these cabinets for a new filing system.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

Current Strategic Plan Objective
Future Impact on Operating Budget
No.

Duration
Status
Programmed Funding
Estimated to start July 2023 and complete by June 2025.

New request

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May 05, 2023

Packet Pg. 179

25 City Hall
ASD
William Hoch Necessary upgrade
Information Technology 2
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 100,000 - - 100,000 Total -$ - $ 100,000$ - $ - $ - $ - $ 100,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 100,000$ - $ - $ - $ - $ 100,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructur
e
Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
The backup environment costs are currently covered by the IT budget. Cloud storage cost are variable based on the amount of data and retention periods.

Duration
Status
Programmed Funding
Estimated to start in July 2023 and be completed by June 2024.

New request
IT Backup & Disaster Recovery - NEW
Description
This project seeks to upgrade the City's IT backup and disaster recovery environment.

Justification
The existing backup and disaster recovery environment has been in service since 2013. Hardware and software have been upgraded over the years.

Backup technology has changed to better protect against ransomware. Immutable backup will allow the City to transition to a paperless environment.

On premise storage appliance is expected to cost between $30,000 to $50,000. The cost will depend on the amount of data that needs to be backed up and the type of storage selected. Software and licensing cost are expected cost between $10,000 to $20,000. The remaining budget will be used for cloud storage.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

5.c
May 05, 2023

Packet Pg. 180

25 City Hall
ASD
William Hoch Necessary upgrade
Information Technology 2
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 150,000 - - Total -$ - $ - $ 150,000$ - $ - $ - $ - $ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ - $ 150,000$ - $ - $ - $ - $ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructur
e
Northeast Area Specific Plan
Recreation Services
Door Access System Upgrade - NEW
Description
This project will upgrade the physical card readers located in City Hall, the Adult Community Center, the Library, the Youth Center, and the Corp Yard, as well as the hardware to support a newer, secured door system.

Justification
The original door readers were installed approximately 20 years ago. About 50% are more than 10 years old. Security on door systems have improved but our current readers are not compatible with the new technology. The system has approximately 140 readers. Several doors at the Corp Yard still use physical keys and need to be added to system. The system will require many hardware controllers to be updated as well. This upgrade will not address issues related to scheduling or card access permissions.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

Current Strategic Plan Objective
Future Impact on Operating Budget
The system does have annual maintenance for the software which is covered by rue IT budget.

Duration
Status
Programmed Funding
Estimated to start in July 2024 and be completed by June 2025.

New request

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May 05, 2023

Packet Pg. 181

25 City Hall
ASD
William Hoch Necessary upgrade
Information Technology 2
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 180,000 - - 180,000 Total -$ - $ 180,000$ - $ - $ - $ - $ 180,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 180,000$ - $ - $ - $ - $ 180,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
Cloud version would be a subscription cost which is estimated to be between $80,000 - $120,000 annually.

Duration
Status
Programmed Funding
Estimated to start in July 2023 and be completed by June 2024.

New request
OnBase Upgrade (SaaS) - NEW
Description
This project will upgrade the Enterprise Content Management (ECM), OnBase, to the latest Cloud (SaaS) version.

Justification
The existing OnBase application has not been upgraded since 2018 and is several versions behind. With staff working remotely, the cloud option provides ease of access of files. The total cost for migration services is $60,000.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

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May 05, 2023

Packet Pg. 182

25 City Hall
ASD
William Hoch Necessary upgrade
Information Technology 2
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 90,000 - - - - Total -$ - $ 90,000$ - $ - $ - $ - $ - $ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 90,000$ - $ - $ - $ - $ - $ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructur
e
Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
Annual subscription cost is estimated to be $50,000. This is based on the number of users.

Duration
Status
Programmed Funding
Estimated to start in July 2023 and be completed by June 2024.

New request
Phone System Replacement - NEW
Description
This project will replace the City's ShoreTel VoIP phone system and eliminate the majority desktop phones.

Justification
The City's current, on-premise Mitel phone system was installed in 2017 and the current contract is set to expire in 2023. Advancements in technology and staff working from home has necessitated that staff use multiple forms of voice communications. Building on or integrating with the Teams platform, will simplify communications. Mitel will stop selling the on-premise phone system in late 2023 and cease support on December 31, 2029.

Our current vendor, Packet fusion, has recommended moving to a cloud solution.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

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May 05, 2023

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General Fund Capital Project - 0025 2nd Floor City Hall Public Works / Facilities No
Chris Valley and Vatsal Patel Infrastructure
Facilities & Technology
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 100,000 - - - - 100,000 Total -$ - $ 100,000$ - $ - $ - $ - $ 100,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 100,000$ - $ - $ - $ 100,000$ Child Care Which strategic objectives apply
Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
Annual facility costs will be absorbed into the existing operating budget.

Duration
Status
Programmed Funding
The plans would cover work spanning FY 2023-24 for the requested Phase II 2nd Floor Library Remodel Project and conceptual floor plan for a future 2nd Floor City Hall (South End) Remodel Project.

New project.

Plan Design for Phase 2 2nd Floor Library Remodel and City Hall 2nd Floor Remodel - NEW Description
This project would consist of two separate architectural plan designs for FY 2024-25: Phase II Second Floor Library Remodel Project and Conceptual 2nd Floor City Hall (South End) Remodel Project to provide a more efficient layout and employee work area for Parks & Recreation Services, the City Manager's Office, Emergency Operations, Public Works, and Information Systems. Justification During the last 10 years, City Hall has had sizeable tenant improvement work completed in the Community Development Department and Council Chambers. There has been minor tenant improvement work in other areas of the structure; however, as staffing grows and the demand for City services increases, there is a need to provide a more efficient use of City Hall at the south end of the 2nd floor office area.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

5.c
May 05, 2023

Packet Pg. 184

General Fund Capital Project - 0025 Librar y 2nd Floor Suite 202 Public Works / Facilities No
Chris Valley and Vatsal Patel Infrastructure
Facilities & Technology
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved 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$ Child Care Which strategic objectives apply
Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
Annual facility costs will be absorbed into the existing operating budget.

Duration
Status
Programmed Funding
Tentative construction timeline July 2024 through March 2025.

New project.
2nd Floor Library Remodel (Suite 202) Phase II - NEW
Description
This project will remodel and update Suite 202, on the 2nd floor of the library, to provide additional office space for staff and expansion of City Hall services. The space as it is currently configured is inadequate and will need new offices, work cubicles, network / data cabling, electrical, mechanical, and plumbing. Justification
City Hall continues to have limited space and capacity for growth and it has become necessary to expand into this soon to be vacated space at the second floor library. The space will require tenant improvement work including new offices, cubicles, and a customer service counter. The goal is to maximize the space for future growth and to consolidate the office and service areas of the current City Hall.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

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May 05, 2023

Packet Pg. 185

25 Citywide
Parks and Recreation No
Amy Newby No
Citywide 3
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ New request - - 205,000 - - - - 205,000 Total -$ - $ 205,000$ - $ - $ - $ - $ 205,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 205,000$ - $ - $ - $ - $ 205,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Insert photo here
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
There are no future additional impacts on the operating budget for this request.

Duration
Status
Programmed Funding
July 1, 2023 - June 30, 2024
New, one-time project
Citywide Pole Banners - NEW
Description
This project will include the design and purchase of a full new set of pole banners, for street poles located on El Camino Real and Laurel Street. 10- 12 banners styles will be rotated and used to promote community events including Hometown Days, Farmers' Market, Summer Concerts, Art & Wine Faire, as well as community building themes such as "Shop Local", "Happy Holidays", "City of Good Living", etc. The purchase will include 54 double- sided banners for El Camino Real and 47 single-sided banners for Laurel Street. Additionally, the project will include replacement of all hardware on the El Camino Real poles, which is a one-time cost. Banners are budgeted at $190,000 and the hardware replacement is budgeted at $15,000.

Justification
Existing pole banners have been in rotation for at least 15 years, some for over 20 years. The banners are torn and faded, and some included outdated logos, such as the San Carlos Chamber logo. San Carlos community and event branded banners creates a sense of place for the San Carlos community and visitors. The colorful banners add to the vibrancy of downtown for those shopping and dining on Laurel Street.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

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May 05, 2023

Packet Pg. 186

Citywide
Public Works Yes
Lou Duran Safety; Legal Mandate
Sewer, Streets, Parks, Storm, & Facilities 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 347,100 75,000 - - - 422,100 Total -$ - $ 347,100$ 75,000 $ - $ - $ - $ 422,100$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 347,100$ 75,000 $ - $ - $ - $ 422,100$ Child Care
X Climate Change Mitigation, Adaptation & Resilience
X Downtown Which strategic objectives apply
Housing to this project? (check boxes to left)
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan Insert photo here
Recreation Services
Industrial Equipment and Vehicle Purchases for Corp Yard - NEW Description
The Maintenance Department requests the purchase of new industrial equipment: specifically, a floor scrubber, mini excavator, skid steer, portabl e light plant, and electric lawn equipment in addition to a new Ford F600 dump truck to assist in better maintaining the City's streets , parks, and creeks.

Justification
A floor scrubber would be used to clean the parking lots at Wheeler Plaza Garage, the Library, and City Hall and would net an annual cost savings of $28,000 by having staff complete the work in lieu of outside contractors. A mini excavator is needed to clean storm drain inlets, channels, and easements, before, during, and after storms. An in-house mini excavator would reduce the cost of contractor-provided services during emergencies. A skid steer will assist staff in completing short-term smaller pavement repairs such as base failures and larger potholes prior to their scheduled rep airs as part of the pavement management plan. The ability to perform smaller pavement repairs also reduces the City's liability and risk on future claims and provides a future cost savings by relying less on outside contractors. A portable light plant is essential in completing emergency repairs at night an dc a n also provide temporary lighting during power outages. The City currently relies on handheld flashlights, mini light stands, or rental lighting plan ts at higher costs. California is the first state to implement a statewide ban on gas-powered lawn equipment beginning in the 2024 calendar year. The purchase of electric lawn equipment will keep the City in compliance with this new law. Staff has determined that purchasing an additional dump truck will increase staff’s productivity when removing road debris, transporting barricades/barriers for street closures, transporting mulch and base rock to City parks and medians, and assist in the removal of mud and silt from the streets and creeks especially during emergency weather co nditions.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

General Fund Capital Project - 0025
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.

Duration
Status
Programmed Funding
July 2023 - June 2024 and July 2024 - June 2025
New request

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May 05, 2023

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Child Care Fund - 0026 TBD
Community Development Yes
Adam Aronson
Child Care 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-28
Total Project
Funding
Expenses -$ -$ -$ -$ 5,000,000$ -$ -$ 5,000,000$ New request - - - - - - - - Total -$ -$ -$ -$ 5,000,000$ -$ -$ 5,000,000$ Fund Financing Sources
-$ -$ -$ -$ -$ -$ -$ -$ Total -$ -$ -$ -$ -$ -$ -$ -$ Total Capital Project
-$ -$ -$ -$ 5,000,000$ -$ -$ 5,000,000$ X Child Care
Climate Change
Downtown
Housing
Mobility, Traffic, and Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
These funds would be drawn from the Child Care Impact Fee, Fund 26. The impact on the operating budget is unknown at this time.

Duration
Status
Programmed Funding
July 2023 to June 2028.

In 2022, the City established a child care impact fee on new commercial development. Over the coming years funding will be collected through the impact fee as new projects obtain building permits. During this time, staff will explore site acquisition and development opportunites and will pursue a project once revenue has reached a sufficient level.

New Child Care Facility Development - NEW
Description
The City may use impact fee revenue to develop new child care space in the City. This may include acquiring, adapting, rehabilitating, renovating, etc. existing space and converting it to child care or developing new child care space. The space would then be available to be operated by a licensed, child care operator/provider. The amount invested may vary depending on the availability of revenue and opportunities.

Justification
The project falls under a strategic goal of the City and could help to jumpstart creation of a new child care facility in the City.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager: Child Care, Own Funding Source

5.c
May 05, 2023

Packet Pg. 188

Child Care Fund - 0026 TBD
Community Development Yes
Adam Aronson
Child Care 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-28
Total Project
Funding
Expenses -$ -$ -$ 1,000,000$ 1,000,000$ 1,000,000$ -$ 3,000,000$ New request - - - - - - - - Total -$ -$ -$ 1,000,000$ 1,000,000$ 1,000,000$ -$ 3,000,000$ Fund Financing Sources
-$ -$ -$ -$ -$ -$ -$ -$ Total -$ -$ -$ -$ -$ -$ -$ -$ Total Capital Project
-$ -$ -$ 1,000,000$ 1,000,000$ 1,000,000$ -$ 3,000,000$ X Child Care
Climate Change
Downtown
Housing
Mobility, Traffic, and Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
These funds would be drawn from the Child Care Impact Fee, Fund 26. The impact on the operating budget is unknown at this time.

Duration
Status
Programmed Funding
July 2023 to June 2028.

In 2022, the City established a Child Care impact fee on new commercial development. Over the coming years funding will be collected through the impact fee as new projects obtain building permits. Some projects may elect to build child care on site and could go beyond the amount required for their project by accessing this additional funding from the City.

Child Care Space Reimbursement - NEW
Description
This project would make available impact fee revenue to reimburse applicants who choose to meet the child care impact fee requirement by building child care onsite, rather than by paying the fee, and who oversize the child care space provided relative to the value of the impact fee requirement. The amount of the reimbursement will not reduce the value of the applicant's child care obligation; rather, it can partially or fully subsidize the cost incurred by the applicant in excess of what the fee obligation would have been.

Justification
This project may help to expedite the development of child care in San Carlos as it allows projects to move forward at larger scales than initially feasible.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager: Child Care, Own Funding Source

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Park-in-Lieu Fund - 0027 Burton and Harrin gton Parks
Parks and Recreation Yes
Amy Newby
Parks, Maintenance, Sustainability 2
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses 350,000$               ‐ $                ‐ $                ‐ $                ‐ $                      ‐ $                ‐ $                350,000$ New request ‐                          ‐                   ‐                   ‐                   ‐                         ‐                   ‐                   ‐ Total 350,000$               ‐ $                ‐ $                ‐ $                ‐ $                      ‐ $                ‐ $                350,000$ Fund Financing Sources
‐ $                      ‐ $                ‐ $                ‐ $                ‐ $                      ‐ $                ‐ $                ‐ $ Total ‐$                      ‐ $                ‐ $                ‐ $                ‐ $                      ‐ $                ‐ $                ‐ $ Total Capital Project
350,000$               ‐ $                ‐ $                ‐ $                ‐ $                      ‐ $                ‐ $                350,000$ Child Care
X Climate Change Mitigation, Adaptation & Resilience
Downtown Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
C2204: Burton and Harrington Park Maintenance - REVISED 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 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 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
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

5.c
May 05, 2023

Packet Pg. 190

27 Arguello Park
Parks and Recreation No
Amy Newby No
Parks 2
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 50,000 - - - - 50,000 Total -$ - $ 50,000$ - $ - $ - $ - $ 50,000$ Fund Financing Sources
P&R Foundation - $ - $ 10,000$ - $ - $ - $ - $ 10,000$ Total -$ - $ 10,000$ - $ - $ - $ - $ 10,000$ Total Capital Project
-$ - $ 40,000$ - $ - $ - $ - $ 40,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Insert photo here
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
X Recreation Services
Arguello Shade Structure - NEW
Description
This project will add new shade canopies over the sunny picnic site at Arguello Park. Two picnic tables at this site are in direct sunlight, with little t o no shade from trees.

Picnic reservations have increased and reservable outdoor space is very desireable in the community, especially since the easing of COVID restrictions. But Arguello Park's sunny site continues to be the least reserved site. Comments from the community state there is too much direct sunlight and risk of being hit by fly balls from the nearby the field. A shade canopy will help with both of these issues and should increase the interest in this picnic site.

Justification
This site is part of our reservable picnic program. Additionally, this site gets very little to no natural shade.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

Current Strategic Plan Objective
Future Impact on Operating Budget
There are no future additional impacts on the operating budget for this request.

Duration
Status
Programmed Funding
July 1, 2023 - June 30, 2024
New, one-time project

5.c
May 05, 2023

Packet Pg. 191

27 All parks and facilities
Parks and Recreation Yes
Amy Newby Yes
Parks and Facilities 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 400,000 - - - - 400,000 Total -$ - $ 400,000$ - $ - $ - $ - $ 400,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 400,000$ - $ - $ - $ - $ 400,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Insert photo here
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
X Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
Future one-time and ongoing costs shall vary should City Council decide to implement recommended improvements to parks and/or facilities.

Duration
Status
Programmed Funding
July 1, 2023 - June 30, 2024
New, one-time project
Parks Master Plan - NEW
Description
This project will include a new assessment of all City developed parks, open space parks, and recreational facilities, engage the community to better understand current needs in recreational opportunities, and provide recommendations for improvements to all parks and facilities.

Justification
The City Council identified this as a new Strategic Plan goal and objective.

Category:

Location:

Strategic Plan:

Priorities:

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5.c
May 05, 2023

Packet Pg. 192

27 Open Space and Private Open Space
Parks and Recreation Yes
Amy Newby Yes
Parks 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 250,000 300,000 250,000 - 800,000 Total -$ - $ 250,000$ 300,000 $ 250,000 $ - $ - $ 800,000$ Fund Financing Sources
P&R Foundation - $ - $ 20,000$ 20,000 $ 20,000 $ - $ - $ 60,000$ Total -$ - $ 20,000$ 20,000 $ 20,000 $ - $ - $ 60,000$ Total Capital Project
-$ - $ 230,000$ 280,000 $ 230,000 $ - $ - $ 740,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Insert photo here
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
X Recreation Services
Trail Improvements - NEW
Description
Project funding will cover the cost of identified trail improvements in Eaton and Big Canyon parks, implement trail connections into adjacent open space parks in neighboring jurisdictions, and private open space land acquisition. Project funding may also be used to implement trail enhancements identified by City Council or the Trails Subcommittee in next three years. Justification In recent years, open space parks and City-maintained trails are being used more than in previous years. In January 2023, the City Council identified a new Strategic Plan goal, Recreation Services. This goal has three stated objectives. One of these objectives is to assess new trail opportunities to implement a Trails Connection Plan. New connections will allow for regional connections to the north, west, and south of San Carlos.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

Current Strategic Plan Objective
Future Impact on Operating Budget
Future ongoing costs will vary depending on scale of trail improvements.

Duration
Status
Programmed Funding
July 1, 2023 - June 30, 2025
New, potentially ongoing project

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27 N/A
Parks and Recreation Yes
Amy Newby Yes
Facilities 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-18
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - - 200,000 - - - 200,000 Total -$ - $ - $ 200,000$ - $ - $ - $ 200,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ - $ 200,000$ - $ - $ - $ 200,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Insert photo here
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
X Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
Future one-time and ongoing costs shall vary should City Council approve to build new community center.

Duration
Status
Programmed Funding
July 1, 2023 - June 30, 2025
New, one-time project
Conceptual Design of Community Center - NEW
Description
This project will include a community input process to identify residents expectations, needs, and wants for a potential community center. The proje ct will identify possible locations, estimated costs, and funding mechanisms.

Justification
The City Council identified this as a Strategic Plan objective as part of the new Recreation Opportunities goal for FY 2023-24.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager:

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May 05, 2023

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Housing-in-Lieu Fund - 0029 Cherry Street between Walnut and Laurel Community Development Yes
Adam Aronson
Housing 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023-24
Proposed
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-28
Total Project
Funding
Expenses 6,625,000 $ 3,251,285 $ - $ $ - $ -
$ -
-$
6,625,000$
New request -
-
5,500,000 -
-
-
- 5,500,000
Total 6,625,000$ 3,251,285$ 5,500,000$ -$ $ - $ -
-$
12,125,000$
Fund Financing Sources
- $
$ -
$ -
$ -
$ -
$ -
$ -
$ -
Tot
al -$
$ -
$ -
$ -
$ -
$ -
$ -
$ -
Tot
al Capital Project
6,625,000$ 3,251,285$ 5,500,000$ -$ $ - $ -
-$
12,125,000$
Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
X Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Current Strategic Plan Objective
Future Impact on Operating Budget
$6,625,000 has previously been allocated for the project. The City expended $3,075,000 to acquire the property at 1232 Cherry Street and intends to enter into a development agreement with Cherry Street Commons to redevelop th e site and provide additional affordable housing units. It is estimated that the City will need to contribute approximately $9,000,000 as a loan to the Developer to make the project feasible, requiring an additional alloca tion of $5,500,000.

Duration
Status
Programmed Funding
July 2011 to June 2027.

In 2022 the City acquired 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. In February of 2023, the City Council approved a Disposition, Development, and Loan Agreement for the project. It is anticipated that in May of this year the project's entitlement will be brought to the Planning Commission for approval. Shortly thereafter the project will be brought back to the City Council along with a request for gap financing to assist with development of the project.

C9754: Cherry Street Below Market Rate Housing Acquisition - REVISED 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 adjacent 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 l east 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

5.c
May 05, 2023

Packet Pg. 195

TBD
Yes
Fund 29 / 31
Community Development
Adam Aronson
Housing 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses ‐ $ ‐$                 10,000,000$   10,000,000$    10,000,000$     7,500,000$     5,000,000$     42,500,000$ New request ‐   ‐   ‐   ‐   ‐   ‐   ‐   ‐
Total ‐$    ‐$                 10,000,000$   10,000,000$    10,000,000$     7,500,000$     5,000,000$     42,500,000$ Fund Financing Sources
‐ $ ‐$                 ‐$                 ‐$                 ‐$ ‐$                 ‐$                 ‐$ Total ‐$ ‐$                 ‐$                 ‐$                 ‐$ ‐$                 ‐$                 ‐$ Total Capital Project
‐$    ‐$                 10,000,000$   10,000,000$    10,000,000$     7,500,000$     5,000,000$     42,500,000$ Child Care
Climate Change
Downtown
X Housing
Mobility, Traffic, and Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Affordable Housing Site Acquistion/Construction - NEW
Description
This project will explore the acquistion, conversion, and future development of properties for the expansion of affordable housing in the City.

Justification
This project will add severely needed affordable housing to the community, which is identified as a strategic goal of the City Council. Costs are split between two funding sources, Fund 29 and Fund 31.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager: Housing, Own Funding Source
Current Strategic Plan Objective
Future Impact on Operating Budget
The City intends to acquire real property utlizing funding from the Affordable Housing In Lieu Fund (Fund 29) and the LMI Housing Asset Fund (Fund 31). The impact on the operating budget is unknown at this time.

Duration
Status
Programmed Funding
July 2023 to June 2028.

The City anticipates collecting significant revenue through its Commerical Linkage Fee over the coming years. This funding can be utilized to acquire property and construct affordable housing or convert existing market rate housing to affordable housing. As the City is in the midst of developing its second affordable housing project at 1232 Cherry Street, now is an appropriate time to explore the acquistion of sites for the next project in the community. Possible projects could include ground up development or conversion of existing market rate mulitfamily units to below market rate units.

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May 05, 2023

Packet Pg. 196

Fund 29 TBD
Community Development Yes
Adam Aronson
Housing 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses ‐ $
‐$ 170,000$ 20,000$ 10,000$ ‐$ ‐$ 200,000$ New request ‐
‐
‐
‐
‐
‐
‐
‐

Total ‐$
‐$                 170,000$         20,000$            10,000$             ‐$                 ‐$                 200,000$ Fund Financing Sources
‐ $ ‐$                 ‐$                 ‐$                 ‐$ ‐$                 ‐$                 ‐$ Total ‐$
‐$                 ‐$                 ‐$                 ‐$ ‐$                 ‐$                 ‐$

Total Capital Project
‐$
‐$ 170,000$ 20,000$ 10,000$ ‐$ ‐$ 200,000$ Child Care
Climate Change
Downtown
X Housing
Mobility, Traffic, and Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
817 Walnut Oven Installation - NEW
Description
This project will cover the cost to install full-sized ovens with four burner stovetops at the 817 Walnut Street affordable housing project.

Justification
The studio units at 817 Walnut Street come with convection ovens and two stovetop burners. The Council has heard that some tenants of the project would like to install full-sized ovens with four burners and the City has offered to cover the cost of installation. This cost was not included in the project's orginal budget. Tenants are not required to install a full-sized oven if they do not wish to receive one and future tenants may also request a full-sized oven if their unit does not already have one.

Category:

Location:

Strategic Plan:

Priorities:

Priority Rating:

Department:

Fund Number:

Project Manager: Housing, Own Funding Source
Current Strategic Plan Objective
Future Impact on Operating Budget
$200,000 would be appropriated from Fund 29 to cover the total costs currently estimated for the project.

Duration
Status
Programmed Funding
July 2023 to June 2026.

Charities Housing, the manager of 817 Walnut Street, is currently undertaking architecture and engineering studies to determine the process and cost for installing the ovens. Once that is complete residents will be notified and asked to inform Charities whether they wish to install a full-sized oven. Charities will then submit invoices to the City for reimbursement as costs are incurred.

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May 05, 2023

Packet Pg. 197

CITY OF SAN CARLOS
FISCAL YEAR 2023-28 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 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
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 New Industrial Arts Plan 1,000,000
C1810 Infrastructure Park Water Feature Modifications 225,000 Total Unfunded General Fund Capital Projects 98,789,237 Total Unfunded list 203,789,237

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CIP Budget FY23‐25 Fund Transfers
Transfer From
General Fund (0001)
General Fund (0001)
Sewer Fund (0006)
FY2023‐24 FY2024‐25 Transfer to
$2.85 million $2.85 million Gas Tax Fund (0016)
$5.0 million $2.0 million General Capital Fund (0025)
$0.7 million $0.7 million General Fund (0001)
Purpose
Annual Street Resurfacing (C9416)
General Capital Projects
Sewer Right of Way
Measure A/K (0014) and Measure W (0018) $1.7 million $1.64 million Gas Tax Fund (0016) Gas Tax Fund Projects General Capital Fund (0025) $3.28 million $3.28 million Gas Tax Fund (0016) Gas Tax Fund Projects Parking In Lieu Fund (0028) $0.25 million $0.29 million General Capital Fund (0025) Parking In Lieu Fund Close in FY2024‐25 Library Improvement Fund Close in FY2024‐25
Library Improvement Fund Close in FY2024‐25
Library Improvement Fund (0095)
Library Improvement Fund (0095)
Library Improvement Fund (0095)
$
$
$
‐
‐
‐
$0.11 million General Fund (0001)
$0.7 million General Capital Fund (0025)
$0.32 million Library Bond Service Fund (0093) Library Improvement Fund Close in FY2024‐25

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San Carlos City CouncilMay 5, 2023

San Carlos City Council
May 5, 2023