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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES 2,193,700 1,979,242 3,118,000 2,606,200 3,352,900 3,459,600 BENEFITS 1,141,300 944,577 1,734,100 1,521,700 1,819,400 1,908,800 PERSONNEL TOTAL ----> 3,335,000 2,923,818 4,852,100 4,127,900 5,172,300 5,368,400
UTILITIES - - - - - - OFFICE ADMINISTRATIVE 132,600 84,981 136,700 136,700 150,900 155,500 PROFESSIONAL SERVICES 3,682,700 3,269,134 3,285,100 3,285,100 3,302,800 3,401,800
UNIFORMS & SAFETY EQUIPMENT - - - - - - PROFESSIONAL DEVELOPMENT 69,400 28,561 71,300 71,300 88,700 91,300 COMMUNITY RELATIONS 10,000 9,296 10,300 10,300 10,700 11,000
INSURANCE - - - - - - VEHICLE USAGE 800 - 800 800 800 800 EQUIPMENT MAINTENANCE 3,700 2,812 3,800 3,800 4,000 4,100
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 3,899,200 3,394,78 3 3,508,000 3,508,000 3,557,900 3,664,500 CAPITAL OUTLAY 2,200 1,240 2,300 2,300 2,400 2,500
CAPITAL PROJECTS - - - - - - CAPITAL OUTLAY TOTAL ----> 2,200 1,240 2,300 2,300 2,400 2,500 EXPENDITURES TOTAL ----> 7,236,400 6,319,841 8,362,400 7,638,200 8,732,600 9,035,400
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT TO GENERAL FUND - - - - - - ALLOCATIONS OUT FOR WORKERS COMP 34,600 34,600 35,600 35,600 55,200 56,900 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 38,400 38,400 39,600 39,600 47,200 48,700 TRANSFER OUT TOTAL ----> 73,000 73,000 75,200 75,200 102,400 105,600 EXPENDITURES & TRANSFERS TOTAL ----> 7,309,400 6,392,841 8,437,60 0 7,713,40 0 8,835,00 0 9,141,00 0 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - - CHARGES FOR CURRENT SERVICES 2,940,600 3,000,510 2,330,200 5,321,500 2,346,300 2,107,700 FINES & FORFEITURES 2,000 13,900 2,000 2,000 2,100 2,200
FROM OTHER AGENCIES - - - - - - LICENSES & PERMITS 1,541,800 2,973,764 2,122,700 2,185,500 2,207,600 2,273,800 OTHER REVENUE 23,600 28,848 24,300 24,300 25,200 25,900
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 4,508,000 6,017,022 4,479,200 7,533,300 4,581,200 4,409,600
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - - ALLOCATIONS IN FROM LMI TO GF 102,000 102,000 100,100 100,100 104,100 107,200 ALLOCATIONS IN FROM HOUSING 102,000 102,000 305,100 305,100 317,300 326,900 TRANSFER AND ALLOCATIONS IN TOTAL ----> 204,000 204,000 405,200 405,200 421,400 434,100 REVENUE & TRANSFERS TOTAL ----> 4,712,000 6,221,02 2 4,884,40 0 7,938,50 0 5,002,60 0 4,843,70 0 GENERAL FUND NET EXPENSE (REVENUE) ----> 2,597,40 0 171,81 9 3,553,20 0 (225,100 ) 3,832,40 0 4,297,30 0
COMMUNITY DEVELOPMENT DEPARTMENT
BUDGET SUMMARY (General Fund only)
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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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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES 439,750 435,404 651,850 558,000 704,250 726,950 BENEFITS 224,200 223,436 339,700 331,750 360,800 378,200 PERSONNEL TOTAL ----> 663,950 658,840 991,550 889,750 1,065,050 1,105,150
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 94,900 46,864 97,900 97,900 101,800 104,800 PROFESSIONAL SERVICES 34,100 18,543 35,100 35,100 36,500 37,600
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 13,400 5,639 13,800 13,800 14,400 14,800
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE 200 - 200 200 200 200
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 142,600 71,046 147,000 147,000 152,900 157,400
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 806,550 729,886 1,138,550 1,036,750 1,217,950 1,262,550
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 6,500 6,500 6,700 6,700 9,600 9,900 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 29,000 29,000 29,900 29,900 33,200 34,200 TRANSFER OUT TOTAL ----> 35,500 35,500 36,600 36,600 42,800 44,100 EXPENDITURES & TRANSFERS TOTAL ----> 842,050 765,386 1,175,150 1,073,350 1,260,750 1,306,650 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> - - - - - -
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> - - - - - -
GENERAL FUND NET EXPENSE (REVENUE) ----> 842,050 765,386 1,175,150 1,073,350 1,260,750 1,306,650 COMMUNITY DEVELOPMENT LEADERSHIP AND MANAGEMENT (01640000)
BUDGET SUMMARY
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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 Office
r
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 • Adopted the 2022 California Building Code Series
• Onboarded new City Arborist to review tree removal applications and tree protection plans per guidelines in newly adopted ordinance. • Adopted Housing Element and amended zoning to meet the Regional Housing Need Allocation (“RHNA”)
• 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 • Initiated Downtown Specific Plan
• Initiated Northeast Specific Plan
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• Entitled large life science/research and development projects FY 2023-25 Goals • Continue to facilitate timely pre-application project review • Provide responsive building and fire review of projects • Provide quick response and resolution of Code Enforcement complaints • Provide responsive and thorough inspections
• 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
• Implement Housing Element
• Update General Plan Open Space Element
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
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# 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%
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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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES 1,451,050 1,288,519 2,154,250 1,768,400 2,318,850 2,392,550 BENEFITS 762,500 596,956 1,228,300 1,035,650 1,281,900 1,345,800 PERSONNEL TOTAL ----> 2,213,550 1,885,475 3,382,550 2,804,050 3,600,750 3,738,350
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 32,800 33,961 33,800 33,800 43,900 45,300 PROFESSIONAL SERVICES 3,159,000 2,994,547 2,745,800 2,745,800 2,741,900 2,824,100
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 21,700 13,123 22,300 22,300 37,800 38,900 COMMUNITY RELATIONS 10,000 9,296 10,300 10,300 10,700 11,000
INSURANCE - - - - - -
VEHICLE USAGE 100 - 100 100 100 100
EQUIPMENT MAINTENANCE 3,700 2,812 3,800 3,800 4,000 4,100
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 3,227,300 3,053,738 2,816,100 2,816,100 2,838,400 2,923,500 CAPITAL OUTLAY 2,200
1,240 2,300 2,300 2,400 2,500
CAPITAL OUTLAY TOTAL ----> 2,200 1,240 2,300 2,300 2,400 2,500 EXPENDITURES TOTAL ----> 5,443,050 4,940,453 6,200,950 5,622,450 6,441,550 6,664,350
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 23,800 23,800 24,500 24,500 40,800 42,100 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 7,700 7,700 7,900 7,900 12,300 12,700 TRANSFER OUT TOTAL ----> 31,500 31,500 32,400 32,400 53,100 54,800 EXPENDITURES & TRANSFERS TOTAL ----> 5,474,550 4,971,953 6,233,350 5,654,850 6,494,650 6,719,150 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 2,940,600 3,000,510 2,330,200 5,321,500 2,346,300 2,107,700 FINES & FORFEITURES 2,000 13,900 2,000 2,000 2,100 2,200
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS 1,541,800 2,973,764 2,122,700 2,185,500 2,207,600 2,273,800 OTHER REVENUE 23,600 28,848 24,300 24,300 25,200 25,900
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 4,508,000 6,017,022 4,479,200 7,533,300 4,581,200 4,409,600
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
ALLOCATIONS IN FROM HOUSING 25,700 25,700 46,500 46,500 48,400 49,900 TRANSFER AND ALLOCATIONS IN TOTAL ----> 25,700 25,700 46,500 46,500 48,400 49,900 REVENUE & TRANSFERS TOTAL ----> 4,533,700 6,042,722 4,525,700 7,579,800 4,629,600 4,459,500 GENERAL FUND NET EXPENSE (REVENUE) ----> 940,85 0 (1,070,769) 1,707,650 (1,924,950) 1,865,050 2,259,650
DEVELOPMENT AND PERMITTING SERVICES, KEY DEVELOPMENT PROJECT FACILITATION, CODE ENFORCEMENT AND LONG RANGE PLANNING (01181000 & 01191000 & 01191001)
BUDGET SUMMARY
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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
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
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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 propert
y owners 14 15 15 15
# of business group meetings attended (includes
Chamber, HIA, EDP and EDAC) 23 20 20 20
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
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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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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES 302,900 255,318 311,900 279,800 329,800 340,100 BENEFITS 154,600 124,186 166,100 154,300 176,700 184,800 PERSONNEL TOTAL ----> 457,500 379,503 478,000 434,100 506,500 524,900
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 4,900 4,156 5,000 5,000 5,200 5,400 PROFESSIONAL SERVICES 489,600 256,044 504,200 504,200 524,400 540,100
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 34,300 9,799 35,200 35,200 36,500 37,600
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE 500 - 500 500 500 500
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 529,300 269,999 544,900 544,900 566,600 583,600
CAPITAL OUTLAY -
- - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 986,800 649,502 1,022,900 979,000 1,073,100 1,108,500
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 4,300 4,300 4,400 4,400 4,800 4,900 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 1,700 1,700 1,800 1,800 1,700 1,800 TRANSFER OUT TOTAL ----> 6,000 6,000 6,200 6,200 6,500 6,700 EXPENDITURES & TRANSFERS TOTAL ----> 992,800 655,502 1,029,100 985,200 1,079,600 1,115,200 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> - - - - - -
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
ALLOCATIONS IN FROM LMI TO GF 102,000 102,000 100,100 100,100 104,100 107,200 ALLOCATIONS IN FROM HOUSING 76,300 76,300 258,600 258,600 268,900 277,000 TRANSFER AND ALLOCATIONS IN TOTAL ----> 178,300 178,300 358,700 358,700 373,000 384,200 REVENUE & TRANSFERS TOTAL ----> 178,300 178,300 358,700 358,700 373,000 384,200 GENERAL FUND NET EXPENSE (REVENUE) ---->
814,500 477,202 670,400 626,500 706,600 731,000
ECONOMIC DEVELOPMENT (01640033)
BUDGET SUMMARY
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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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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES - - - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 500 - 500 500 500 500
PROFESSIONAL SERVICES 4,887,266 630,969 4,049,363 4,049,363 5,849,600 359,900
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 14,900 9,344 15,300 15,300 15,900 16,300 COMMUNITY RELATIONS 157,600 157,600 162,300 162,300 168,800 173,900
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - 10,000 10,000 10,400 10,600
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 5,060,266 797,913 4,237,463 4,237,463 6,045,200 561,200
CAPITAL OUTLAY - - - - - -
CAPITAL PROJECTS 540,000 - 450,000 450,000 10,000,000 10,000,000 CAPITAL OUTLAY TOTAL ----> 540,000 - 450,000 450,000 10,000,000 10,000,000 EXPENDITURES TOTAL ----> 5,600,26 6 797,913 4,687,463 4,687,463 16,045,200 10,561,200 TRANSFERS OUT - - - 310,000 - -
ALLOCATIONS OUT TO GENERAL FUND 102,000 102,000 305,100 305,100 317,300 326,900
ALLOCATIONS OUT FOR WORKERS COMP - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - - TRANSFER OUT TOTAL ----> 102,000 102,000 305,100 615,100 317,300 326,900 EXPENDITURES & TRANSFERS TOTAL ----> 5,702,266 899,913 4,992,563 5,302,563 16,362,500 10,888,100 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - 39,000 - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE 361,800 4,310,269 5,266,700 466,700 14,879,400 7,390,800
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 104,600 (267,372) 119,600 185,800 287,600 227,800
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 466,400 4,042,897 5,386,300 691,500 15,167,000 7,618,600
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> 466,400 4,042,897 5,386,300 691,500 15,167,000 7,618,600 HOUSING IN LIEU FUND NET EXPENSE (REVENUE) ----> 5,235,86 6 (3,142,984) (393,737) 4,611,063 1,195,500 3,269,500 HOUSING IN LIEU (29291000)
BUDGET SUMMARY
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES - - - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES 71,000 22,682 73,200 73,200 76,100 78,300
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS 46,800 - 48,200 48,200 50,100 51,600
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE 22,000 3,375 22,700 22,700 23,600 24,300
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 139,800 26,057 144,100 144,100 149,800 154,200
CAPITAL OUTLAY - - - - - -
CAPITAL PROJECTS 3,173,176 21,100 3,152,076 3,294,251 - - CAPITAL OUTLAY TOTAL ----> 3,173,176 21,100 3,152,076 3,294,251 - - EXPENDITURES TOTAL ----> 3,312,976 47,157 3,296,176 3,438,351 149,800 154,200
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT TO GENERAL FUND 102,000 102,000 100,100 100,100 104,100 107,200
ALLOCATIONS OUT FOR WORKERS COMP - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - - TRANSFER OUT TOTAL ----> 102,000 102,000 100,100 100,100 104,100 107,200 EXPENDITURES & TRANSFERS TOTAL ----> 3,414,976 149,157 3,396,276 3,538,451 253,900 261,400 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 126,500 29,843 141,100 32,800 34,300 35,300
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 126,500 29,843 141,100 32,800 34,300 35,300 TRANSFERS IN - - - 310,000 - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - 310,000 - - REVENUE & TRANSFERS TOTAL ----> 126,500 29,843 141,100 342,800 34,300 35,300 LOW MOD HOUSING ASSET FUND NET EXP (REV) ---->
3,288,476 119,315 3,255,176 3,195,651 219,600 226,100 HOUSING COMPLIANCE AND ASSISTANCE (31313000)
BUDGET SUMMARY
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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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EXPENDITURES SUMMARY Revised Audite d Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES 1,671,550 1,513,51 2 1,870,45 0 1,766,60 0 2,043,45 0 2,103,00 0 BENEFITS 711,100 601,02 4 862,00 0 776,22 0 907,00 0 949,90 0 PERSONNEL TOTAL ----> 2,382,65 0 2,114,53 6 2,732,45 0 2,542,82 0 2,950,45 0 3,052,90 0 UTILITIES 40,800 31,69 8 42,00 0 42,00 0 43,60 0 44,90 0 OFFICE ADMINISTRATIVE 467,000 459,091 626,35 0 626,35 0 710,40 0 745,90 0 PROFESSIONAL SERVICES 781,600 890,01 3 1,070,85 0 1,070,85 0 1,158,80 0 1,188,51 5 UNIFORMS & SAFETY EQUIPMENT 3,700 3,13 3 3,80 0 3,80 0 3,90 0 4,00 0 PROFESSIONAL DEVELOPMENT 23,400 21,62 2 27,90 0 27,90 0 28,80 0 29,60 0 COMMUNITY RELATIONS 11,300 3,711 75,70 0 75,70 0 108,70 0 111,90 0 INSURANCE 38,600 45,27 2 41,00 0 41,00 0 48,60 0 50,10 0 VEHICLE USAGE 2,500 - 2,50 0 2,50 0 2,50 0 2,50 0 EQUIPMENT MAINTENANCE 13,600 3,352 14,00 0 14,00 0 14,60 0 15,00 0
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 1,382,500 1,457,89 2 1,904,10 0 1,904,10 0 2,119,90 0 2,192,41 5 CAPITAL OUTLAY 17,900 2,36 8 18,50 0 18,50 0 19,20 0 19,80 0
CAPITAL PROJECTS - - - - - - CAPITAL OUTLAY TOTAL ----> 17,900 2,36 8 18,50 0 18,50 0 19,20 0 19,80 0 EXPENDITURES TOTAL ----> 3,783,05 0 3,574,79 7 4,655,05 0 4,465,42 0 5,089,55 0 5,265,11 5
TRANSFERS OUT - - - - - - ALLOCATIONS OUT FOR WORKERS COMP 54,200 54,20 0 55,80 0 55,80 0 69,50 0 71,50 0 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 13,200 13,20 0 13,50 0 13,50 0 15,20 0 15,70 0 TRANSFER OUT TOTAL ----> 67,40 0 67,40 0 69,30 0 69,30 0 84,70 0 87,20 0 EXPENDITURES & TRANSFERS TOTAL ----> 3,850,450 3,642,197 4,724,350 4,534,720 5,174,250 5,352,315 REVENUE SUMMARY Revised Audite d Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - - CHARGES FOR CURRENT SERVICES 1,167,800 1,746,86 3 1,876,20 0 1,886,20 0 2,190,40 0 2,283,15 0
FINES & FORFEITURES - - - - - - FROM OTHER AGENCIES - 30,00 0 30,00 0 30,00 0 - -
LICENSES & PERMITS - - - - - - OTHER REVENUE 60,00 0 34,88 0 160,00 0 160,00 0 165,80 0 170,40 0
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - - USE OF MONEY & PROPERTY 247,600 236,14 3 261,30 0 261,30 0 271,20 0 279,90 0
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 1,475,40 0 2,047,88 7 2,327,50 0 2,337,50 0 2,627,40 0 2,733,45 0
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - - TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> 1,475,400 2,047,887 2,327,500 2,337,500 2,627,400 2,733,450 TOTAL PARKS & RECREATION NET EXP (REV) ----> 2,375,050 1,594,310 2,396,850 2,197,220 2,546,850 2,618,865
PARKS & RECREATION DEPARTMENT
BUDGET SUMMARY (General Fund only)
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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 satisfaction of
recreation programs for adults and seniors as good or
excellent * N/ A 89.6% N/ A 90%
* These metrics are taken from the Citizen Opinion Survey that is conducted biennially. The latest survey was conducted in 2023 and the next survey will be conducted in 2025. As such, there are no metrics provided for 2022 and 2024. The latest community surveys can be found at https://www.cityofsancarlos.org/residents/community-surveys.
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES 315,650 316,772 486,950 458,000 513,650 529,350 BENEFITS 155,300 141,756 253,100 231,500 266,000 278,600 PERSONNEL TOTAL ---->
470,950 458,528 740,050 689,500 779,650 807,950
UTILITIES 800 - 800 800 800 800
OFFICE ADMINISTRATIVE 58,000 38,706 63,800 63,800 66,400 68,300 PROFESSIONAL SERVICES 9,600 - 39,900 39,900 41,500 42,700 UNIFORMS & SAFETY EQUIPMENT 100 - 100 100 100 100 PROFESSIONAL DEVELOPMENT 13,200 11,691 17,700 17,700 18,400 19,000 COMMUNITY RELATIONS 8,100 764 22,400 22,400 23,300 24,000
INSURANCE -
- - - - -
VEHICLE USAGE 400 - 400 400 400 400
EQUIPMENT MAINTENANCE 300 - 300 300 300 300
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 90,500 51,162 145,400 145,400 151,200 155,600 CAPITAL OUTLAY 11,900 - 12,300 12,300 12,800 13,200
CAPITAL OUTLAY TOTAL ----> 11,900 - 12,300 12,300 12,800 13,200 EXPENDITURES TOTAL ---->
573,350 509,690 897,750 847,200 943,650 976,750
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 4,500 4,500 4,600 4,600 7,500 7,700 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 1,300 1,300 1,300 1,300 2,000 2,100 TRANSFER OUT TOTAL ---->
5,800 5,800 5,900 5,900 9,500 9,800
EXPENDITURES & TRANSFERS TOTAL ----> 579,150 515,490 903,650 853,100 953,150 986,550 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 2,100 7,559 5,100 5,100 5,300 5,500
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - 1,135 - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 247,600 236,143 261,300 261,300 271,200 279,900
VEHICLE IN LIEU -
- - - - -
REVENUE TOTAL ----> 249,700 244,837 266,400 266,400 276,500 285,400
GENERAL TRANSFERS IN
- - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> 249,700 244,837 266,400 266,400 276,500 285,400 GENERAL FUND NET EXPENSE (REVENUE) ----> 329,450 270,653 637,250 586,700 676,650 701,150 PARKS & RECREATION LEADERSHIP AND MANAGEMENT (01701000)
BUDGET SUMMARY
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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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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Adopted 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES 141,200 163,953 145,500 137,900 178,600 185,000 BENEFITS 59,000 46,318 61,700 55,200 64,700 67,700
PERSONNEL TOTAL ---->
200,200 210,272 207,200 193,100 243,300 252,700
UTILITIES 40,000 31,698 41,200 41,200 42,800 44,100
OFFICE ADMINISTRATIVE 44,600 44,106 45,800 45,800 56,400 58,000 PROFESSIONAL SERVICES 160,800 237,783 213,400 213,400 257,000 259,600 UNIFORMS & SAFETY EQUIPMENT 700 533 700 700 700 700 PROFESSIONAL DEVELOPMENT 3,500 3,495 3,500 3,500 3,600 3,700
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE 200 - 200 200 200 200
EQUIPMENT MAINTENANCE 200 154 200 200 200 200
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 250,000 317,769 305,000 305,000 360,900 366,500
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 450,200 528,041 512,200 498,100 604,200 619,200
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 4,700 4,700 4,800 4,800 6,400 6,600 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 1,200 1,200 1,200 1,200 1,500 1,500 TRANSFER OUT TOTAL ---->
5,900 5,900 6,000 6,000 7,900 8,100
EXPENDITURES & TRANSFERS TOTAL ----> 456,100 533,941 518,200 504,100 612,100 627,300 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 380,000 635,202 466,600 466,600 611,300 656,600
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 380,000 635,202 466,600 466,600 611,300 656,600
GENERAL TRANSFERS IN
- - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> 380,000 635,202 466,600 466,600 611,300 656,600 GENERAL FUND NET EXPENSE (REVENUE) ----> 76,100 (101,261) 51,600 37,500 800 (29,300)
BUDGET SUMMARY
ATHLETICS (01741000)
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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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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES 482,900 321,135 410,100 377,600 449,200 457,200 BENEFITS 247,000 174,974 231,100 215,100 242,400 254,300 PERSONNEL TOTAL ---->
729,900 496,108 641,200 592,700 691,600 711,500
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 58,300 86,739 113,300 113,300 123,900 127,600 PROFESSIONAL SERVICES 42,250 40,229 130,000 130,000 137,700 141,900
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 1,800 1,506 1,800 1,800 1,800 1,800 COMMUNITY RELATIONS 500 247 500 500 500 500
INSURANCE 4,400 1,008 4,500 4,500 4,700 4,800
VEHICLE USAGE 500 - 500 500 500 500
EQUIPMENT MAINTENANCE 2,700 366 2,800 2,800 2,900 3,000
SERIAL BONDS -
- - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 110,450 130,095 253,400 253,400 272,000 280,100 CAPITAL OUTLAY 6,000 2,368 6,200 6,200 6,400 6,600
CAPITAL OUTLAY TOTAL ----> 6,000 2,368 6,200 6,200 6,400 6,600 EXPENDITURES TOTAL ----> 846,350 628,572 900,800 852,300 970,000 998,200
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 13,900 13,900 14,300 14,300 19,000 19,600 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 3,300 3,300 3,400 3,400 3,800 3,900 TRANSFER OUT TOTAL ---->
17,200 17,200 17,700 17,700 22,800 23,500
EXPENDITURES & TRANSFERS TOTAL ----> 863,550 645,772 918,500 870,000 992,800 1,021,700 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 87,000 136,419 257,600 257,600 266,100 274,000
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - 30,000 30,000 30,000 - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - 3,895 15,000 15,000 - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 87,000 170,314 302,600 302,600 266,100 274,000
GENERAL TRANSFERS IN
- - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> 87,000 170,314 302,600 302,600 266,100 274,000 GENERAL FUND NET EXPENSE (REVENUE) ----> 776,550 475,458 615,900 567,400 726,700 747,700
BUDGET SUMMARY
ADULT SERVICES (01771000, 01771008, 01771011, 01771013, 01771018, 01771019, 01771021 AND 01771024)
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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
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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.
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 94% N/ A 94%
* These metrics are taken from the Citizen Opinion Survey that is conducted biennially. The latest survey was conducted in 2023 and the next survey will be conducted in 2025. As such, there are no metrics provided for 2022 and 2024. The latest community surveys can be found at https://www.cityofsancarlos.org/residents/community-surveys.
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES 310,000 286,341 318,800 303,400 365,100 376,150 BENEFITS 68,600 56,241 71,600 62,300 79,000 82,200
PERSONNEL TOTAL ---->
378,600 342,582 390,400 365,700 444,100 458,350
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 84,400 81,032 114,500 114,500 119,100 133,600 PROFESSIONAL SERVICES 48,600 8,350 57,800 57,800 60,100 61,900 UNIFORMS & SAFETY EQUIPMENT 2,600 2,600 2,700 2,700 2,800 2,900 PROFESSIONAL DEVELOPMENT 3,300 4,010 3,300 3,300 3,400 3,500
COMMUNITY RELATIONS - - - - - -
INSURANCE 700 624 700 700 6,700 6,900
VEHICLE USAGE 800 - 800 800 800 800
EQUIPMENT MAINTENANCE 7,500 2,832 7,700 7,700 8,100 8,300
SERIAL BONDS -
- - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 147,900 99,448 187,500 187,500 201,000 217,900
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 526,500 442,030 577,900 553,200 645,100 676,250
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 22,100 22,100 22,800 22,800 18,300 18,800 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 4,600 4,600 4,700 4,700 3,400 3,500 TRANSFER OUT TOTAL ---->
26,700 26,700 27,500 27,500 21,700 22,300
EXPENDITURES & TRANSFERS TOTAL ----> 553,200 468,730 605,400 580,700 666,800 698,550 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 189,900 212,458 274,900 274,900 326,900 336,800
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 189,900 212,458 274,900 274,900 326,900 336,800
GENERAL TRANSFERS IN
- - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> 189,900 212,458 274,900 274,900 326,900 336,800 GENERAL FUND NET EXPENSE (REVENUE) ----> 363,300 256,272 330,500 305,800 339,900 361,750 YOUTH DEVELOPMENT (01731000)
BUDGET SUMMARY
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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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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES 201,600 276,993 207,700 205,600 222,300 231,300 BENEFITS 103,800 130,894 116,200 107,150 120,300 126,000 PERSONNEL TOTAL ---->
305,400 407,887 323,900 312,750 342,600 357,300
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 15,000 7,113 15,500 15,500 16,200 16,700 PROFESSIONAL SERVICES 302,700 415,577 426,400 426,400 451,500 465,040 UNIFORMS & SAFETY EQUIPMENT 300 - 300 300 300 300 PROFESSIONAL DEVELOPMENT 1,600 920 1,600 1,600 1,600 1,600 COMMUNITY RELATIONS 500 500 500 500 500 500
INSURANCE 8,000 15,526 8,200 8,200 8,500 8,800
VEHICLE USAGE 600 - 600 600 600 600
EQUIPMENT MAINTENANCE 2,600 - 2,700 2,700 2,800 2,900
SERIAL BONDS -
- - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 331,300 439,635 455,800 455,800 482,000 496,440
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 636,700 847,523 779,700 768,550 824,600 853,740
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 8,800 8,800 9,100 9,100 7,400 7,600 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 2,600 2,600 2,700 2,700 1,900 2,000 TRANSFER OUT TOTAL ---->
11,400 11,400 11,800 11,800 9,300 9,600
EXPENDITURES & TRANSFERS TOTAL ----> 648,100 858,923 791,500 780,350 833,900 863,340 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 437,800 646,825 637,000 647,000 670,400 690,500
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 437,800 646,825 637,000 647,000 670,400 690,500
GENERAL TRANSFERS IN
- - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> 437,800 646,825 637,000 647,000 670,400 690,500 GENERAL FUND NET EXPENSE (REVENUE) ----> 210,300 212,098 154,500 133,350 163,500 172,840 PERSONAL AND FAMILY DEVELOPMENT (01721000)
BUDGET SUMMARY
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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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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES 220,200 148,318 301,400 284,100 314,600 324,000 BENEFITS 77,400 50,841 128,300 104,970 134,600 141,100 PERSONNEL TOTAL ---->
297,600 199,159 429,700 389,070 449,200 465,100
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 206,700 201,394 273,450 273,450 328,400 341,700 PROFESSIONAL SERVICES 217,650 188,074 203,350 203,350 211,000 217,375
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS 2,200 2,200 52,300 52,300 84,400 86,900 INSURANCE 25,500 28,114 27,600 27,600 28,700 29,600
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE 300 - 300 300 300 300
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 452,350 419,783 557,000 557,000 652,800 675,875
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 749,950 618,942 986,700 946,070 1,102,000 1,140,975
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 200 200 200 200 10,900 11,200 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 200 200 200 200 2,600 2,700 TRANSFER OUT TOTAL ---->
400 400 400 400 13,500 13,900
EXPENDITURES & TRANSFERS TOTAL ----> 750,350 619,342 987,100 946,470 1,115,500 1,154,875 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 71,000 108,400 235,000 235,000 310,400 319,750
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE 60,000 29,850 145,000 145,000 165,800 170,400
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 131,000 138,250 380,000 380,000 476,200 490,150
GENERAL TRANSFERS IN
- - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> 131,000 138,250 380,000 380,000 476,200 490,150 GENERAL FUND NET EXPENSE (REVENUE) ----> 619,350 481,092 607,100 566,470 639,300 664,725 SPECIAL COMMUNITY EVENTS (01791000)
BUDGET SUMMARY
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Undersheriff
San Mateo County Sheriff’s Office
San Carlos Police Bureau
Organization Chart
Sheriff
Assistant
Sheriff
Police Chief/
Captain
(0.8)
Community
Services Officers
(6)
Team 1
Sergeant
(1)
Management
Analyst
(1)
Criminal
Records Tech
(1)
Detectives
(2)
Team 2
Sergeant
(1)
Team 3
Sergeant
(1)
Team 4
Sergeant
(1)
Administrative
Sergeant
(1)
Deputy
(3)
Motor/Traffic
Deputy
(1)
Deputy
(3)
Deputy
(2)
Motor/Traffic
Deputy
(1)
Deputy
(2)
Deputy K9
(1)
Deputy K9
(1)
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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 81.4% N/ A 80% * These metrics are taken from the Citizen Opinion Survey that is conducted biennially. The latest survey was conducted in 2023 and the next survey will be conducted in 2025. As such, there are no metrics provided for 2022 and 2024. The latest community surveys can be found at https://www.cityofsancarlos.org/residents/community-surveys.
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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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES - - - - - -
BENEFITS 2,046,800 2,030,700 2,206,100 2,212,000 1,470,100 1,668,600 PERSONNEL TOTAL ----> 2,046,800 2,030,700 2,206,100 2,212,000 1,470,100 1,668,600
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES 9,074,800 8,081,050 9,853,600 9,853,600 11,367,300 12,357,970
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE 50,400 70,519 51,900 51,900 54,000 55,600
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 9,125,200 8,151,569 9,905,500 9,905,500 11,421,300 12,413,570
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 11,172,000 10,182,269 12,111,600 12,117,500 12,891,400 14,082,170
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - - TRANSFER OUT TOTAL ----> - - - - - -
EXPENDITURES & TRANSFERS TOTAL ----> 11,172,000 10,182,269 12,111,600 12,117,500 12,891,400 14,082,170 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 32,000 24,416 47,000 47,000 48,900 50,400 FINES & FORFEITURES 295,800 204,320 304,600 304,600 316,800 326,400 FROM OTHER AGENCIES - 267 - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE 11,200 88,781 11,500 1,000 1,000 1,000
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 339,000 317,784 363,100 352,600 366,700 377,800
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> 339,000 317,784 363,100 352,600 366,700 377,800 GENERAL FUND NET EXPENSE (REVENUE) ----> 10,833,000 9,864,485 11,748,500 11,764,900 12,524,700 13,704,370
POLICE SERVICES
BUDGET SUMMARY (General Fund only)
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES - - - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES 250,000 217,901 157,600 157,600 163,900 168,800
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 250,000 217,901 157,600 157,600 163,900 168,800
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 250,000 217,901 157,600 157,600 163,900 168,800
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - - TRANSFER OUT TOTAL ----> - - - - - -
EXPENDITURES & TRANSFERS TOTAL ----> 250,000 217,901 157,600 157,600 163,900 168,800 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES 163,200 161,285 168,100 168,100 174,800 180,000
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 4,900 (5,615) 5,600 4,600 6,500 7,100
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 168,100 155,670 173,700 172,700 181,300 187,100
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> 168,100 155,670 173,700 172,700 181,300 187,100 PD GRANT FUND NET EXPENSE (REVENUE) ----> 81,900 62,231 (16,100) (15,100) (17,400) (18,300) POLICE GRANTS (17000000)
BUDGET SUMMARY
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Management Analyst(0.33)Deputy Fire Chief(0.66)Redwood City/San Carlos Fire DepartmentOrganization ChartFire Chief(0.25)Battalion Chief(1) Battalion Chief Training Officer(0.33)Administrative Secretary(0.33)Battalion Chief EMS Division(Contract Employee)Fire Marshal(0.33)Fire Prevention Admin(0.33)Fire Captain(6)Fire Prevention Officer(1.5)Firefighter(6)Paramedic(6)
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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 City of Redwood City Fire Chief, 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. One full-time and one half-time regular Fire Prevention Officer for the City of San Carlos is supervised and managed by the Redwood City Fire Department.
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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
FY 2023-25 Goals • Continue to provide staffing for the San Carlos Emergency Operations Center (“EOC”) operations related to COVID-19
• 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 two CERT community classes and continue to expand the program • Continue to move forward with the rebuilding of Fire Station 16
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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
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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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES 172,800 153,893 178,000 129,900 204,300 210,400 BENEFITS 2,036,500 1,954,135 2,066,600 2,078,531 2,075,100 2,078,200 PERSONNEL TOTAL ----> 2,209,300 2,108,028 2,244,600 2,208,431 2,279,400 2,288,600 UTILITIES 39,800 32,512 41,000 41,000 42,700 44,000
OFFICE ADMINISTRATIVE - - - - - - PROFESSIONAL SERVICES 8,775,000 8,567,276 9,228,500 9,153,950 9,800,500 9,952,100 UNIFORMS & SAFETY EQUIPMENT 600 - 600 600 600 600
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - - EQUIPMENT MAINTENANCE 113,500 68,914 116,900 116,900 121,600 125,200
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 8,928,900 8,668,702 9,387,000 9,312,450 9,965,400 10,121,900
CAPITAL OUTLAY - - - - - - CAPITAL OUTLAY TOTAL ----> - - - - - - EXPENDITURES TOTAL ----> 11,138,200 10,776,730 11,631,600 11,520,881 12,244,800 12,410,500 TRANSFERS OUT 112,200 112,200 115,500 115,500 76,000 76,000 ALLOCATIONS OUT FOR WORKERS COMP 2,100 2,100 2,200 2,200 6,500 6,700
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - - TRANSFER OUT TOTAL ----> 114,300 114,300 117,700 117,700 82,500 82,700 EXPENDITURES & TRANSFERS TOTAL ----> 11,252,500 10,891,030 11,749,300 11,638,581 12,327,300 12,493,200 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - - CHARGES FOR CURRENT SERVICES 192,700 270,743 192,100 192,100 199,800 205,800
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - - LICENSES & PERMITS 30,600 44,571 31,500 35,000 32,800 33,800 OTHER REVENUE - 45,727 - 24,800 - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 223,300 361,041 223,600 251,900 232,600 239,600
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - - TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> 223,300 361,041 223,600 251,900 232,600 239,600 GENERAL FUND NET EXPENSE (REVENUE) ----> 11,029,200 10,529,989 11,525,700 11,386,681 12,094,700 12,253,600
FIRE & EMERGENCY SERVICES
BUDGET SUMMARY (General Fund only)
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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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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES 2,260,725 1,974,137 3,072,075 2,603,225 3,270,775 3,369,075 BENEFITS 1,140,000 996,195 1,626,900 1,488,650 1,706,600 1,791,000 PERSONNEL TOTAL ----> 3,400,725 2,970,332 4,698,975 4,091,875 4,977,375 5,160,075 UTILITIES 672,500 640,620 733,600 733,600 762,900 970,400 OFFICE ADMINISTRATIVE 217,800 224,371 224,200 224,200 233,200 240,100 PROFESSIONAL SERVICES 2,591,900 2,548,269 2,600,700 2,600,700 2,854,800 3,071,900 UNIFORMS & SAFETY EQUIPMENT 9,800 5,889 10,000 10,000 10,200 10,400 PROFESSIONAL DEVELOPMENT 32,600 8,659 33,500 33,500 34,700 35,600
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - - VEHICLE USAGE 400 - 400 400 400 400 EQUIPMENT MAINTENANCE 138,700 133,390 142,700 142,700 148,100 153,700
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 3,663,700 3,561,198 3,745,100 3,745,100 4,044,300 4,482,500 CAPITAL OUTLAY 54,200 14,170 55,700 55,700 57,900 59,700 CAPITAL OUTLAY TOTAL ----> 54,200 14,170 55,700 55,700 57,900 59,700 EXPENDITURES TOTAL ----> 7,118,625 6,545,701 8,499,775 7,892,675 9,079,575 9,702,275
TRANSFERS OUT - - - - - - ALLOCATIONS OUT TO SEWER 25,200 25,200 26,000 26,000 52,100 53,700 ALLOCATIONS OUT FOR WORKERS COMP 47,600 47,600 49,100 49,100 70,800 73,000 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 133,800 133,800 137,900 137,900 155,100 159,800 TRANSFER OUT TOTAL ----> 206,600 206,600 213,000 213,000 278,000 286,500 EXPENDITURES & TRANSFERS TOTAL ----> 7,325,225 6,752,301 8,712,775 8,105,675 9,357,575 9,988,775 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - - CHARGES FOR CURRENT SERVICES 360,100 401,516 370,500 370,500 337,400 347,500
FINES & FORFEITURES - - - - - - FROM OTHER AGENCIES 5,600 48,203 5,800 5,800 6,000 6,200 LICENSES & PERMITS 327,000 573,602 336,000 336,000 349,400 359,900 OTHER REVENUE 283,800 381,484 293,400 321,400 305,100 363,400
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - - USE OF MONEY & PROPERTY - - - - - 153,600
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 976,500 1,404,804 1,005,700 1,033,700 997,900 1,230,600
GENERAL TRANSFERS IN - - - - - - ALLOCATIONS IN FROM SEWER 860,200 860,200 986,000 986,000 1,164,500 1,199,500 ALLOCATIONS IN FROM NPDES 141,900 141,900 146,200 146,200 152,000 156,600 ALLOCATIONS IN FROM GAS TAX 235,500 235,500 242,600 242,600 335,300 345,400
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - - TRANSFER AND ALLOCATIONS IN TOTAL ----> 1,237,600 1,237,600 1,374,800 1,374,800 1,651,800 1,701,500 REVENUE & TRANSFERS TOTAL ----> 2,214,100 2,642,404 2,380,500 2,408,500 2,649,700 2,932,100 GENERAL FUND NET EXPENSE (REVENUE) ----> 5,111,125 4,109,897 6,332,275 5,697,175 6,707,875 7,056,675
PUBLIC WORKS DEPARTMENT
BUDGET SUMMARY (General Fund only)
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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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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-2 4 2024-25
SALARIES 1,290,950 1,098,364 1,838,650 1,466,300 1,965,650 2,023,450 BENEFITS 631,200 503,388 967,500 884,900 1,015,100 1,064,500 PERSONNEL TOTAL ----> 1,922,150 1,601,752 2,806,150 2,351,200 2,980,750 3,087,950 UTILITIES 100 - 100 100 100 100 OFFICE ADMINISTRATIVE 10,200 8,316 10,500 10,500 10,900 11,200 PROFESSIONAL SERVICES 560,900 543,035 701,200 701,200 729,200 751,100 UNIFORMS & SAFETY EQUIPMENT 800 - 800 800 800 800 PROFESSIONAL DEVELOPMENT 20,500 7,653 21,100 21,100 22,000 22,600
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - - VEHICLE USAGE 300 - 300 300 300 300 EQUIPMENT MAINTENANCE 1,600 - 1,600 1,600 1,600 1,600
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 594,400 559,004 735,600 735,600 764,900 787,700 CAPITAL OUTLAY 1,600 - 1,600 1,600 1,700 1,800 CAPITAL OUTLAY TOTAL ----> 1,600 - 1,600 1,600 1,700 1,800 EXPENDITURES TOTAL ----> 2,518,150 2,160,756 3,543,350 3,088,400 3,747,350 3,877,450
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR SEWER - - - - - ALLOCATIONS OUT FOR WORKERS COMP 23,300 23,300 24,000 24,000 37,300 38,400 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 56,300 56,300 58,000 58,000 66,600 68,600 TRANSFER OUT TOTAL ----> 79,600 79,600 82,000 82,000 103,900 107,000 EXPENDITURES & TRANSFERS TOTAL ----> 2,597,750 2,240,356 3,625,350 3,170,400 3,851,250 3,984,450 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - - CHARGES FOR CURRENT SERVICES 360,100 401,516 370,500 370,500 337,400 347,500
FINES & FORFEITURES - - - - - - FROM OTHER AGENCIES - 43,047 - - - - LICENSES & PERMITS 327,000 573,602 336,000 336,000 349,400 359,900 OTHER REVENUE 62,000 78,843 67,000 67,000 69,700 71,800
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 749,100 1,097,008 773,500 773,500 756,500 779,200
GENERAL TRANSFERS IN - - - - - - ALLOCATIONS IN FROM SEWER 653,900 653,900 773,500 773,500 913,500 940,900 ALLOCATIONS IN FROM NPDES 141,900 141,900 146,200 146,200 152,000 156,600 ALLOCATIONS IN FROM GAS TAX 235,500 235,500 242,600 242,600 335,300 345,400
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - - TRANSFER AND ALLOCATIONS IN TOTAL ----> 1,031,300 1,031,300 1,162,300 1,162,300 1,400,800 1,442,900 REVENUE & TRANSFERS TOTAL ----> 1,780,400 2,128,308 1,935,800 1,935,800 2,157,300 2,222,100 GENERAL FUND NET EXPENSE (REVENUE) ----> 817,350 112,049 1,689,550 1,234,600 1,693,950 1,762,350 PUBLIC WORKS ADMINISTRATION/ENGINEERING (01511000 and 01551000)
BUDGET SUMMARY
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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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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES 229,050 203,403 353,275 320,800 370,375 381,475 BENEFITS 121,400 106,914 191,000 162,200 198,900 208,900
PERSONNEL TOTAL ----> 350,450 310,317 544,275 483,000 569,275 590,375 UTILITIES 255,900 236,680 304,600 304,600 316,700 510,900 OFFICE ADMINISTRATIVE 500 603 500 500 500 500 PROFESSIONAL SERVICES 419,600 388,694 434,300 434,300 451,700 596,700 UNIFORMS & SAFETY EQUIPMENT 2,000 1,472 2,000 2,000 2,000 2,000 PROFESSIONAL DEVELOPMENT 500 - 500 500 500 500
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - - EQUIPMENT MAINTENANCE 110,000 98,062 113,200 113,200 117,700 122,500
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 788,500 725,511 855,100 855,100 889,100 1,233,100
CAPITAL OUTLAY - - - - - - CAPITAL OUTLAY TOTAL ----> - - - - - - EXPENDITURES TOTAL ----> 1,138,950 1,035,828 1,399,375 1,338,100 1,458,375 1,823,475
TRANSFERS OUT - - - - - - ALLOCATIONS OUT FOR WORKERS COMP 5,700 5,700 5,900 5,900 9,000 9,300 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 1,800 1,800 1,900 1,900 2,500 2,600
TRANSFER OUT TOTAL ----> 7,500 7,500 7,800 7,800 11,500 11,900 EXPENDITURES & TRANSFERS TOTAL ----> 1,146,450 1,043,328 1,407,175 1,345,900 1,469,875 1,835,375 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - - OTHER REVENUE - - - - - 49,100
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - - USE OF MONEY & PROPERTY - - - - - 153,600
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> - - - - - 202,700
GENERAL TRANSFERS IN - - - - - - ALLOCATIONS IN FROM SEWER 61,900 61,900 63,800 63,800 75,400 77,700
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - - TRANSFER AND ALLOCATIONS IN TOTAL ----> 61,900 61,900 63,800 63,800 75,400 77,700 REVENUE & TRANSFERS TOTAL ----> 61,900 61,900 63,800 63,800 75,400 280,400 GENERAL FUND NET EXPENSE (REVENUE) ----> 1,084,550 981,428 1,343,375 1,282,100 1,394,475 1,554,975 FACILITIES MAINTENANCE (01712000-01719000)
BUDGET SUMMARY
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES - - - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES 167,500 128,828 172,500 172,500 179,500 -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES 119,100 139,166 122,700 122,700 127,600 -
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE 35,500 16,254 8,700 8,700 9,100 -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 322,100 284,248 303,900 303,900 316,200 -
CAPITAL OUTLAY - - - - - -
CAPITAL PROJECTS 1,202,485 - 1,352,485 1,352,485 - - CAPITAL OUTLAY TOTAL ----> 1,202,485 - 1,352,485 1,352,485 - - EXPENDITURES TOTAL ----> 1,524,585 284,248 1,656,385 1,656,385 316,200 - TRANSFERS OUT - - - - - 1,134,534
ALLOCATIONS OUT FOR WORKERS COMP - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - - TRANSFER OUT TOTAL ----> - - - - - 1,134,534
EXPENDITURES & TRANSFERS TOTAL ----> 1,524,585 284,248 1,656,385 1,656,385 316,200 1,134,534 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE 44,600 (144,011) 45,800 45,800 47,600 -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 226,800 155,247 237,000 238,600 236,200 -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 271,400 11,236 282,800 284,400 283,800 -
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> 271,400 11,236 282,800 284,400 283,800 - GENERAL FUND NET EXPENSE (REVENUE) ----> 1,253,185 273,012 1,373,585 1,371,985 32,400 1,134,534 SC LIBRARY TENANT FUND (95951000)
BUDGET SUMMARY
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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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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES 114,425 99,562 117,725 113,625 127,125 130,525 BENEFITS 60,700 66,750 62,800 65,000 66,300 69,900 PERSONNEL TOTAL ----> 175,125 166,312 180,525 178,625 193,425 200,425 UTILITIES 200 - 200 200 200 200 OFFICE ADMINISTRATIVE 4,500 4,322 4,600 4,600 4,800 4,900 PROFESSIONAL SERVICES 9,400 9,018 9,700 9,700 10,100 10,400 UNIFORMS & SAFETY EQUIPMENT 1,400 1,645 1,400 1,400 1,400 1,400 PROFESSIONAL DEVELOPMENT 1,100 - 1,100 1,100 1,100 1,100
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - - EQUIPMENT MAINTENANCE 3,100 12,356 3,200 3,200 3,300 3,400
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 19,700 27,341 20,200 20,200 20,900 21,400 CAPITAL OUTLAY 46,300 11,287 47,600 47,600 49,500 51,000 CAPITAL OUTLAY TOTAL ----> 46,300 11,287 47,600 47,600 49,500 51,000 EXPENDITURES TOTAL ----> 241,125 204,940 248,325 246,425 263,825 272,825
TRANSFERS OUT - - - - - - ALLOCATIONS OUT FOR WORKERS COMP 2,100 2,100 2,200 2,200 2,400 2,500 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 600 600 600 600 600 600 TRANSFER OUT TOTAL ----> 2,700 2,700 2,800 2,800 3,000 3,100 EXPENDITURES & TRANSFERS TOTAL ----> 243,825 207,640 251,125 249,225 266,825 275,925 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> - - - - - -
GENERAL TRANSFERS IN - - - - - - ALLOCATIONS IN FROM SEWER 144,400 144,400 148,700 148,700 175,600 180,900
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - - TRANSFER AND ALLOCATIONS IN TOTAL ----> 144,400 144,400 148,700 148,700 175,600 180,900 REVENUE & TRANSFERS TOTAL ----> 144,400 144,400 148,700 148,700 175,600 180,900 GENERAL FUND NET EXPENSE (REVENUE) ----> 99,425 63,240 102,425 100,525 91,225 95,025 FLEET MAINTENANCE (01531000)
BUDGET SUMMARY
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June 12, 2023
Packet Pg. 336
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 • Maintain Water Conservation Plan
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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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES 626,300 572,808 762,425 702,500 807,625 833,625 BENEFITS 326,700 319,144 405,600 376,550 426,300 447,700
PERSONNEL TOTAL ----> 953,000 891,952 1,168,025 1,079,050 1,233,925 1,281,325 UTILITIES 221,600 260,826 228,200 228,200 237,400 244,500 OFFICE ADMINISTRATIVE 164,200 170,907 169,100 169,100 175,900 181,200 PROFESSIONAL SERVICES 1,095,600 1,116,655 970,400 970,400 1,159,200 1,194,000 UNIFORMS & SAFETY EQUIPMENT 3,900 2,772 4,100 4,100 4,300 4,500 PROFESSIONAL DEVELOPMENT 6,900 871 7,100 7,100 7,300 7,500
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - - VEHICLE USAGE 100 - 100 100 100 100 EQUIPMENT MAINTENANCE 13,900 13,780 14,300 14,300 14,800 15,200
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 1,506,200 1,565,811 1,393,300 1,393,300 1,599,000 1,647,000 CAPITAL OUTLAY 6,000 2,883 6,200 6,200 6,400 6,600 CAPITAL OUTLAY TOTAL ----> 6,000 2,883 6,200 6,200 6,400 6,600 EXPENDITURES TOTAL ----> 2,465,200 2,460,646 2,567,525 2,478,550 2,839,325 2,934,925
TRANSFERS OUT - - - - - - ALLOCATIONS OUT FOR WORKERS COMP 16,500 16,500 17,000 17,000 22,100 22,800 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 75,100 75,100 77,400 77,400 85,400 88,000
TRANSFER OUT TOTAL ----> 91,600 91,600 94,400 94,400 107,500 110,800 EXPENDITURES & TRANSFERS TOTAL ----> 2,556,800 2,552,246 2,661,925 2,572,950 2,946,825 3,045,725 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - - OTHER REVENUE 95,000 127,289 95,900 123,900 99,700 102,700
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 95,000 127,289 95,900 123,900 99,700 102,700
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - - TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> 95,000 127,289 95,900 123,900 99,700 102,700 GENERAL FUND NET EXPENSE (REVENUE) ----> 2,461,800 2,424,957 2,566,025 2,449,050 2,847,125 2,943,025 PARK MAINTENANCE (01711000)
BUDGET SUMMARY
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Packet Pg. 338
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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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES 1,494,200 1,254,247 1,539,300 1,257,300 1,614,500 1,663,900 BENEFITS 845,000 (77,606) 879,900 750,900 924,400 971,700 PERSONNEL TOTAL ----> 2,339,200 1,176,641 2,419,200 2,008,200 2,538,900 2,635,600 UTILITIES 16,700 19,878 17,200 17,200 17,800 18,300 OFFICE ADMINISTRATIVE 61,500 45,109 63,400 63,400 66,000 68,000 PROFESSIONAL SERVICES 5,471,007 4,524,217 5,572,634 5,349,024 5,430,300 5,573,300 UNIFORMS & SAFETY EQUIPMENT 14,600 27,028 15,000 15,000 15,600 16,100 PROFESSIONAL DEVELOPMENT 18,300 9,280 18,800 18,800 19,600 20,300
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - - VEHICLE USAGE 100 - 100 100 100 100 EQUIPMENT MAINTENANCE 74,400 80,265 76,600 76,600 79,700 82,100 SERIAL BONDS 3,491,800 3,248,995 3,500,300 3,500,300 3,307,700 4,339,100
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 9,148,407 7,954,772 9,264,034 9,040,424 8,936,800 10,117,300 CAPITAL OUTLAY 43,800 1,193,879 167,228 167,228 220,000 78,400 CAPITAL PROJECTS 6,450,000 1,455,953 6,750,000 6,750,000 10,255,000 8,200,000 CAPITAL OUTLAY TOTAL ----> 6,493,800 2,649,832 6,917,228 6,917,228 10,475,000 8,278,400 EXPENDITURES TOTAL ----> 17,981,407 11,781,245 18,600,463 17,965,852 21,950,700 21,031,300 TRANSFERS OUT 658,700 658,700 685,000 685,000 712,400 740,900 ALLOCATIONS OUT TO GENERAL FUND 2,311,100 2,311,100 2,480,500 2,480,500 2,929,700 3,017,700 ALLOCATIONS OUT FOR WORKERS COMP 89,000 89,000 91,700 91,700 113,500 116,900 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 735,400 735,400 757,500 757,500 822,200 846,900 TRANSFER OUT TOTAL ----> 3,794,200 3,794,200 4,014,700 4,014,700 4,577,800 4,722,400 EXPENDITURES & TRANSFERS TOTAL ----> 21,775,607 15,575,445 22,615,163 21,980,552 26,528,500 25,753,700 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - - OTHER REVENUE 20,950,000 21,836,541 21,904,000 20,870,323 27,129,200 26,931,400
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - - USE OF MONEY & PROPERTY 317,200 (686,203) 362,800 530,800 737,300 814,600
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 21,267,200 21,150,338 22,266,800 21,401,123 27,866,500 27,746,000
GENERAL TRANSFERS IN - - - - - - ALLOCATIONS IN FROM GENERAL FUND 25,200 25,200 26,000 26,000 52,100 53,700 ALLOCATIONS IN FROM NPDES 279,000 279,000 290,100 290,100 351,700 362,300 ALLOCATIONS IN FROM GAS TAX 229,500 229,500 236,400 236,400 245,900 253,300
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - - TRANSFER AND ALLOCATIONS IN TOTAL ----> 533,700 533,700 552,500 552,500 649,700 669,300 REVENUE & TRANSFERS TOTAL ----> 21,800,900 21,684,038 22,819,300 21,953,623 28,516,200 28,415,300 WASTEWATER FUND NET EXP (REV) ----> (25,293) (6,108,594) (204,137) 26,929 (1,987,700) (2,661,600) WASTEWATER (SEWER) FUND (06631000)
BUDGET SUMMARY
10.a
June 12, 2023
Packet Pg. 340
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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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES - - - - - -
BENEFITS - - - - - - PERSONNEL TOTAL ----> - - - - - - UTILITIES 3,700 3,737 3,800 3,700 3,900 4,000 OFFICE ADMINISTRATIVE 6,500 6,064 6,700 6,600 7,000 7,200 PROFESSIONAL SERVICES 77,500 86,394 79,800 79,800 83,000 85,500 UNIFORMS & SAFETY EQUIPMENT 2,500 1,665 2,500 2,500 2,600 2,600 PROFESSIONAL DEVELOPMENT 24,000 23,107 24,600 24,000 25,600 26,400
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - - EQUIPMENT MAINTENANCE 3,300 - 3,400 1,600 3,500 3,600
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 117,500 120,967 120,800 118,200 125,600 129,300 CAPITAL OUTLAY 3,500 - 3,600 500 - - CAPITAL OUTLAY TOTAL ----> 3,500 - 3,600 500 - - EXPENDITURES TOTAL ----> 121,000 120,967 124,400 118,700 125,600 129,300
TRANSFERS OUT - - - - - - ALLOCATIONS OUT TO GENERAL FUND 161,600 161,600 166,400 166,400 173,100 178,200 ALLOCATIONS OUT TO SEWER 279,000 279,000 290,100 290,100 351,700 362,300 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 100,600 100,600 103,600 103,600 113,900 117,300 TRANSFER OUT TOTAL ----> 541,200 541,200 560,100 560,100 638,700 657,800 EXPENDITURES & TRANSFERS TOTAL ----> 662,200 662,167 684,500 678,800 764,300 787,100 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - - OTHER REVENUE 623,200 640,206 628,100 628,100 633,100 638,300 OTHER TAX 69,500 66,550 76,700 66,000 66,000 68,000
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - - USE OF MONEY & PROPERTY 7,500 (13,845) 8,600 9,400 14,000 13,400
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 700,200 692,911 713,400 703,500 713,100 719,700
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - - TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> 700,200 692,911 713,400 703,500 713,100 719,700 STORMWATER FUND NET EXP (REV) ----> (38,000) (30,744) (28,900) (24,700) 51,200 67,400 NPDES/ STORMWATER FUND (15521000)
BUDGET SUMMARY
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June 12, 2023
Packet Pg. 342
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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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES T - - - - - -
BENEFITS T - - - - - - PERSONNEL TOTAL ----> - - - - - - UTILITIES T 194,700 143,114 200,500 200,500 208,500 214,700 OFFICE ADMINISTRATIVE T 38,400 40,221 39,500 39,500 41,100 42,300 PROFESSIONAL SERVICES T 506,400 490,867 485,100 485,100 504,600 519,700 UNIFORMS & SAFETY EQUIPMENT T 1,700 - 1,700 1,700 1,700 1,700 PROFESSIONAL DEVELOPMENT T 3,600 135 3,700 3,700 3,800 3,900
COMMUNITY RELATIONS T - - - - - -
INSURANCE T - - - - - -
VEHICLE USAGE T - - - - - - EQUIPMENT MAINTENANCE T 10,100 9,193 10,400 10,400 10,700 11,000
SERIAL BONDS T - - - - - -
PROGRAM COSTS T - - - - - -
OPERATING EXPENSE T - - - - - - OPERATING EXPENSE TOTAL ----> 754,900 683,530 740,900 740,900 770,400 793,300 CAPITAL OUTLAY T 300 - 300 300 300 300 CAPITAL OUTLAY TOTAL ----> 300 - 300 300 300 300 EXPENDITURES TOTAL ----> 755,200 683,530 741,200 741,200 770,700 793,600
TRANSFERS OUT T - - - - - - ALLOCATIONS OUT TO SEWER T 25,200 25,200 26,000 26,000 52,100 53,700
ALLOCATIONS OUT FOR WORKERS COMP T - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE T - - - - - - TRANSFER OUT TOTAL ----> 25,200 25,200 26,000 26,000 52,100 53,700 EXPENDITURES & TRANSFERS TOTAL ----> 780,400 708,730 767,200 767,200 822,800 847,300 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION T - - - - - -
CHARGES FOR CURRENT SERVICES T - - - - - -
FINES & FORFEITURES T - - - - - - FROM OTHER AGENCIES T 5,600 5,156 5,800 5,800 6,000 6,200
LICENSES & PERMITS T - - - - - - OTHER REVENUE T 126,800 175,352 130,500 130,500 135,700 139,800
OTHER TAX T - - - - - -
PROPERTY TAX T - - - - - -
SALES TAX T - - - - - -
TRANSIENT OCCUPANCY TAX T - - - - - -
USE OF MONEY & PROPERTY T - - - - - -
VEHICLE IN LIEU T - - - - - - REVENUE TOTAL ----> 132,400 180,508 136,300 136,300 141,700 146,000
GENERAL TRANSFERS IN T - - - - - -
ALLOCATIONS IN FROM SEWER T - - - - - -
ALLOCATIONS IN FROM NPDES T - - - - - -
ALLOCATIONS IN FROM GAS TAX T - - - - - -
ALLOCATIONS IN FROM WORK COMP T - - - - - -
ALLOCATIONS IN FROM RISK MGT T - - - - - - TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> 132,400 180,508 136,300 136,300 141,700 146,000 GENERAL FUND NET EXPENSE (REVENUE) ----> 648,000 528,222 630,900 630,900 681,100 701,300 STREET MAINTENANCE (01541000 and 01561000)
BUDGET SUMMARY
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES - - - - - -
BENEFITS - - - - - - PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - - PROFESSIONAL SERVICES 91,000 90,816 93,700 91,600 94,000 95,900
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 91,000 90,816 93,700 91,600 94,000 95,900
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - - EXPENDITURES TOTAL ----> 91,000 90,816 93,700 91,600 94,000 95,900 TRANSFERS OUT 750,000 750,000 1,150,000 1,150,000 1,200,000 1,236,000
ALLOCATIONS OUT TO GENERAL FUND - - - - - -
ALLOCATIONS OUT TO SEWER - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - - TRANSFER OUT TOTAL ----> 750,000 750,000 1,150,000 1,150,000 1,200,000 1,236,000 EXPENDITURES & TRANSFERS TOTAL ----> 841,000 840,816 1,243,700 1,241,600 1,294,000 1,331,900 REVENUE SUMMARY Revised Revised Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - - SALES TAX 859,000 1,050,507 905,600 1,197,700 1,221,700 1,246,100
TRANSIENT OCCUPANCY TAX - - - - - - USE OF MONEY & PROPERTY 10,600 (18,348) 12,100 9,200 12,800 10,900
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 869,600 1,032,159 917,700 1,206,900 1,234,500 1,257,000
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - - TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> 869,600 1,032,159 917,700 1,206,900 1,234,500 1,257,000 MEASURE A FUND NET EXP (REV) ----> (28,600) (191,343) 326,000 34,700 59,500 74,900 MEASURE A TRAFFIC CONGESTION FUND (14571000)
BUDGET SUMMARY
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June 12, 2023
Packet Pg. 346
EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-2 4 2024-25
SALARIES - - - - - -
BENEFITS - - - - - - PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES - - - - - -
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> - - - - - -
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - - EXPENDITURES TOTAL ----> - - - - - - TRANSFERS OUT 300,000 300,000 600,000 600,000 495,000 406,900
ALLOCATIONS OUT TO GENERAL FUND - - - - - -
ALLOCATIONS OUT TO SEWER - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - - TRANSFER OUT TOTAL ----> 300,000 300,000 600,000 600,000 495,000 406,900 EXPENDITURES & TRANSFERS TOTAL ----> 300,000 300,000 600,000 600,000 495,000 406,900 REVENUE SUMMARY Revised Revised Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-2 4 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - - SALES TAX 363,650 466,964 383,350 383,350 395,000 406,900
TRANSIENT OCCUPANCY TAX - - - - - - USE OF MONEY & PROPERTY - (1,578) - 3,400 500 600
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 363,650 465,386 383,350 386,750 395,500 407,500
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - - TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> 363,650 465,386 383,350 386,750 395,500 407,500 MEASURE W FUND NET EXP (REV) ----> (63,650) (165,386) 216,650 213,250 99,500 (600) MEASURE W TRAFFIC CONGESTION FUND (18188000)
BUDGET SUMMARY
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Packet Pg. 347
EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-2 4 2024-25
SALARIES - - - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES - - - - - -
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> - - - - - -
CAPITAL OUTLAY - - - - - -
CAPITAL PROJECTS 5,355,000 342,008 10,163,750 10,163,750 7,725,000 7,980,000 CAPITAL OUTLAY TOTAL ----> 5,355,000 342,008 10,163,750 10,163,750 7,725,000 7,980,000 EXPENDITURES TOTAL ----> 5,355,000 342,008 10,163,750 10,163,750 7,725,000 7,980,000
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT TO GENERAL FUND 283,700 283,700 292,200 292,200 403,800 415,800 ALLOCATIONS OUT TO SEWER 229,500 229,500 236,400 236,400 245,900 253,300 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 470,900 470,900 485,000 485,000 531,100 547,000 TRANSFER OUT TOTAL ----> 984,100 984,100 1,013,600 1,013,600 1,180,800 1,216,100 EXPENDITURES & TRANSFERS TOTAL ----> 6,339,100 1,326,108 11,177,350 11,177,350 8,905,800 9,196,100 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-2 4 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES 575,000 - - 148,000 - -
LICENSES & PERMITS 28,000 69,384 28,900 28,900 26,000 26,800 OTHER REVENUE 1,416,900 1,483,456 1,595,000 1,595,000 1,684,300 1,733,600 OTHER TAX 69,500 66,550 76,700 66,000 66,000 68,000
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 24,600 (173,133) 28,100 140,900 123,000 140,100
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 2,114,000 1,446,257 1,728,700 1,978,800 1,899,300 1,968,500 GENERAL TRANSFERS IN - - 400,000 400,000 2,850,000 2,850,000 TRANSFER IN FROM MEASURE A (14571000) 750,000 750,000 1,150,000 1,150,000 1,200,000 1,236,000 TRANSFER IN FROM MEASURE W (14391000 and 18188000) 300,000 300,000 600,000 600,000 495,000 406,900 TRANSFER IN FROM CAPITAL IMPROVEMENT FUND (0025) 2,975,000 2,975,000 3,125,000 3,125,000 3,275,000 3,275,000
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> 4,025,000 4,025,000 5,275,000 5,275,000 7,820,000 7,767,900 REVENUE & TRANSFERS TOTAL ----> 6,139,000 5,471,257 7,003,700 7,253,800 9,719,300 9,736,400 GAS TAX FUND NET EXPENSE (REVENUE) ----> 200,100 (4,145,148) 4,173,650 3,923,550 (813,500) (540,300) GAS TAX FUND (16610000)
BUDGET SUMMARY
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Packet Pg. 348
EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-2 4 2024-25
SALARIES -
- - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES 64,738 14,144 115,594 115,594 - -
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 64,738 14,144 115,594 115,594 - -
CAPITAL OUTLAY - - - - - -
CAPITAL PROJECTS - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 64,738 14,144 115,594 115,594 - - TRANSFERS OUT - - - - 250,000 29,672
ALLOCATIONS OUT TO GENERAL FUND - - - - - -
ALLOCATIONS OUT TO SEWER - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - - TRANSFER OUT TOTAL ----> - - - - 250,000 29,672
EXPENDITURES & TRANSFERS TOTAL ----> 64,738 14,144 115,594 115,594 250,000 29,672 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 3,100 4,793 3,200 3,200 - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 3,800 (7,174) 4,300 5,400 700 -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 6,900 (2,381) 7,500 8,600 700 -
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> 6,900 (2,381) 7,500 8,600 700 - PARKING IN LIEU FUND NET EXPENSE (REV) ----> 57,838 16,525 108,094 106,994 249,300 29,672 PARKING IN LIEU FUND (28281000)
BUDGET SUMMARY
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Packet Pg. 349
EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
SALARIES -
- - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES - - - - - -
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> - - - - - -
CAPITAL OUTLAY - - - - - -
CAPITAL PROJECTS 826,124 209,982 800,642 800,642 900,000 500,000 CAPITAL OUTLAY TOTAL ----> 826,124 209,982 800,642 800,642 900,000 500,000 EXPENDITURES TOTAL ---->
826,124 209,982 800,642 800,642 900,000 500,000
TRANSFERS OUT 200,000 200,000 1,400,000 1,400,000 - -
ALLOCATIONS OUT FOR WORKERS COMP - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - - TRANSFER OUT TOTAL ----> 200,000 200,000 1,400,000 1,400,000 - - EXPENDITURES & TRANSFERS TOTAL ----> 1,026,124 409,982 2,200,642 2,200,642 900,000 500,000 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2021-22 2021-22 2022-23 2022-23 2023-24 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE 419,100 721,518 426,400 426,400 288,300 1,136,100
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 43,200 (49,545) 49,400 21,500 8,800 22,800
VEHICLE IN LIEU -
- - - - -
REVENUE TOTAL ----> 462,300 671,973 475,800 447,900 297,100 1,158,900
GENERAL TRANSFERS IN
- - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - - REVENUE & TRANSFERS TOTAL ----> 462,300 671,973 475,800 447,900 297,100 1,158,900 PARK IN LIEU FUND NET EXPENSE (REVENUE) ----> 563,824 (261,990) 1,724,842 1,752,742 602,900 (658,900) PARK IN LIEU (27271000)
BUDGET SUMMARY
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Packet Pg. 350
SUMMARY OF EMPLOYEE COMPENSATION AND BENEFITS
The Administrative Services Department is responsible for initiating recruitment and providing employment services to all City departments and employees and for implementing Federal, State and court mandates and requirements related to employment. These services include: recruitment and selection of qualified employees; administration of the City’s benefit programs; administration of workers’ compensation programs; maintenance of the City’s classification and salary structure; coordination of Citywide training and developm ent for employees; administration of various Memoranda of Understanding (MOU) between the City and employee unions; and problem solving and employee assistance activities. The Administrative Services Department is also responsible for the labor negotiation process and employee relations. The department arranges legally required training for employees, such as Anti-H arassment Training, and many other training seminars throughout the year. The Human Resources Division maintains all personnel files and records, including the performance evaluation records.
The City of San Carlos has successfully negotiated and implemented five labor contracts with the bargaining units below. Any changes to MOU provisions are done through the negotiations process and are approved by Council separately from the budget process.
Confidential 07/01/21-06/30/23
Management 07/01/21-06/30/23
AFSCME Technical and Professional 07/01/21-06/30/23
Teamsters 09/01/21-08/31/23
Part-Time Employees 1/27/20
The Compensation Plan for authorized positions in the unit consists of job title classifications/job codes with corresponding salary scales spanning five steps with 5% differential between each step. The City of San Carlos participates in the CalPERS program and offers a variety of retirement and health benefit programs and services to employees. Below is a sample of these benefits:
MEDICAL/VISION/DENTAL
Employees have the choice between seven PERS Health Plans offered by the City for employee only; employee plus dependent; and family coverage. The City pays for the employee’s dental and vision insurance. The City pays monthly contributions towards the premium for employee and dependent medical coverage for employees working 130 hours or more per month.
FLOAT TIME
Employees in the Management unit receive 24 hours of float time. All other full time employees are given up to 40 hours of float time per year.
ADMINISTRATIVE LEAVE
Employees in the Management unit receive 80 hour s of administrative leave per year. Exempt employees in the following job classifications of Associate Engineer, Associate Planner, Executive Assistant, HR Management Analyst, Assistant Public Works Superintendent, Recreation Supervisor, Senior Systems Analyst and Recreation Coordinator receive 60 hours of administrative leave.
LIFE INSURANCE/ACCIDENTAL DEATH & DISMEMBERMENT
The City of San Carlos pays basic life insurance coverage up to $200,000 for employees. Accident Death & Dismemberment Insurance is available to all regular employees.
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EMPLOYEE ASSISTANCE PROGRAM
The City of San Carlos provides an employee assistance program for employees and their dependents.
VACATION/HOLIDAY/SICK LEAVE
Employees accrue 12 to 25 days of vacation per year depending upon length of service, up to 12 days of sick leave and receive 10 (ten) paid holidays per year.
LONG TERM DISABILITY/WORKERS’ COMPENSATION INSURANCE
The City of San Carlos provides workers’ com pensation and long term disability insurance for employees.
RETIREMENT
The City is part of the California Public Employee’s Retirement System. The benefit tiers are:
PERS 2.7% @ 55 for civilian employees hired before March 16, 2009; 2.5% @ 55 for civilian employees hired on or after March 16, 2009 but before April 22, 2012; 2% @ 55 for civilian employees hired on or after April 22, 2012 but before January 1, 2013 or Classic member as defined by CalPERS; 2% @ 62 for new members as defined by CalPERS hired on or after January 1, 2013; and 2% @ 50 for Public Safety/Fire Department Employees; and 2.7% @ 57 for new Safety/Fire members as defined by CalPERS hired on or after January 1, 2013.
LONGEVITY PAY
The City provides a longevity recognition program for employees who have completed at least 10 years of continuous City service and retired from PERS. This benefit has been eliminated and no employees hired on or after January 1, 2009 is eligible for the longevity benefits.
COMMUTER BENEFIT REIMBURSEMENT
Employees who work a minimum of 20 hours per week may participate in the Commuter Benefit Reimbursement plan on a pre-tax contribution basis up to $300 per month for transit passes and van pool services and up to $300 per month for qualified parking expenses in 2023. The City contributes up to $225 per year per employee toward a commuter benefit program which would also be subject to the IRS allowable maximums, for the Management and Confidential units.
HEALTH CARE & DEPENDENT CARE REIMBURSEMENT ACCOUNTS (FLEXIBLE
SPENDING ACCOUNTS)
Employees can contribute an anticipated amount for eligible health care up to $3,050 per calendar year (for 2023). Money in the reimbursement accounts must be used by the end of the calendar year. Up to $610 of unused money in a health care reimbursement account can be carried over to the following plan year.
457(b) DEFERRED COMPENSATION
Employees can contribute up to $22,500 of pre-tax dollars towards a 457(b) deferred compensation plan per year (in 2023). Employees age 50 or older may contribute up to an additional $7,500 for a total of $30,000 per year (in 2023).
STATE DISABILITY INSURANCE (SDI)
Employees in the Confidential Group, Management Group, and Teamsters Unit are eligible for partial wage replacement benefits if they are unable to work due to a non-work related illness, injury, or pregnancy. SDI contributions are paid for through employee payroll deductions.
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Packet Pg. 352
Revised Adopted Revised Proposed Proposed
Budget Budget Budget Budget Budget
Classification 2020-21 2021-22 2022-23 2023-24 2024-25
FULL TIME EQUIVALENT EMPLOYEES
Accountant1 0.00 0.00 1.00 1.00 1.00
Accounting Technician I2 1.00 0.00 0.00 0.00 0.00
Accounting Technician II3 2.00 2.00 1.00 2.00 2.00
Administrative Assistant4 4.00 4.00 5.00 4.00 4.00
Administrative Services Director 1.00 1.00 1.00 1.00 1.00 Assistant Buildin
g Official5 0.00 0.00 0.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00 1.00 1.00
Assistant Community Development Director6 0.00 0.00 1.00 1.00 1.00 Assistant Planner 1.00 1.00 1.00 1.00 1.00
Associate En
gineer7 2.00 2.00 3.00 3.00 3.00
Associate Planner8 1.00 1.00 2.00 2.00 2.00
Building Inspector II9 4.00 3.00 4.00 4.00 4.00
Building Official 1.00 1.00 1.00 1.00 1.00
City Attorney10 0.00 0.00 0.00 1.00 1.00
City Clerk/Community Relations Director 1.00 1.00 1.00 1.00 1.00 City Engineer 1.00 1.00 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00 1.00
Civil Engineering Assistant11 0.00 1.00 1.00 1.00 1.00
Civil Engineering Technician 1.00 1.00 1.00 1.00 1.00
Communications Coordinator12 0.00 0.00 1.00 0.00 0.00
Communications Manager13 0.00 0.00 1.00 1.00 1.00
Community Development Director 1.00 1.00 1.00 1.00 1.00 Cook14 0.00 0.00 1.00 1.00 1.00
Deputy City Clerk15 0.00 0.00 0.00 1.00 1.00
Economic Development Coordinator 1.00 1.00 1.00 1.00 1.00 Economic Development/Housin
g Manager 1.00 1.00 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00
Financial Services Mana
ger 1.00 1.00 1.00 1.00 1.00
Fire Prevention Officer 1.00 1.00 1.00 1.00 1.00
Human Resources Mana
gement Analyst 1.00 1.00 1.00 1.00 1.00
Human Resources Manager 1.00 1.00 1.00 1.00 1.00
Information Technology Manager 1.00 1.00 1.00 1.00 1.00 Legal Secretary16 0.00 0.00 0.00 1.00 1.00
Maintenance Worker 10.00 10.00 10.00 10.00 10.00
Mana
gement Analyst17 4.00 4.00 3.00 4.00 4.00
Mechanic18 1.00 1.00 1.00 0.00 0.00
Parks and Recreation Director 1.00 1.00 1.00 1.00 1.00
Permit Technician
19 0.00 0.00 1.00 1.00 1.00
Planning Manager 1.00 1.00 1.00 1.00 1.00
Principal Engineer20 0.00 0.00 0.00 1.00 1.00
Principal Planner 1.00 1.00 1.00 1.00 1.00
Public Works Assistant Superintendent 1.00 1.00 1.00 1.00 1.00 Public Works Director 1.00 1.00 1.00 1.00 1.00
Public Works Inspector
21 1.00 1.00 2.00 2.00 2.00
Public Works Superintendent 1.00 1.00 1.00 1.00 1.00
Recreation Coordinator22 4.00 5.00 5.00 5.00 5.00
Recreation Manager23 0.00 0.00 1.00 1.00 1.00
Recreation Supervisor24 3.00 3.00 2.00 2.00 2.00
Senior Accountant 2. 00 2.00 2.00 2.00 2.00
Senior Administrative Clerk25 1.00 3.00 4.00 4.00 4.00
Senior Building Inspector26 0.00 1.00 1.00 0.00 0.00
Senior Engineer27 1.00 1.00 1.00 0.00 0.00
Senior Facility Attendant28 0.00 1.00 1.00 1.00 1.00
Senior Maintenance Worker29 8.00 8.00 10.00 10.00 10.00 Senior Management Analyst 3.00 3.00 3.00 3.00 3.00
Senior Mechanic30 0.00 0.00 0.00 1.00 1.00
Senior Planner31 0.00 1.00 2.00 2.00 2.00
PERSONNEL SUMMARY
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Revised Adopted Revised Proposed Proposed
Budget Budget Budget Budget Budget
Classification 2020-21 2021-22 2022-23 2023-24 2024-25
PERSONNEL SUMMARY
Senior Sustainability Analyst32 0.00 0.00 1.00 1.00 1.00 Senior Systems Analyst 1.00 1.00 1.00 1.00 1.00
Senior Traffic Engineer33 0.00 0.00 1.00 1.00 1.00
Systems Analyst 2.00 2.00 2.00 2.00 2.00
TOTAL REGULAR FULL-TIME EMPLOYEES 78.00 83.00 98.00 101.00 101.00
ELECTED & APPOINTED OFFICIALS
City Council 5.00 5.00 5.00 5.00 5.00
City Treasurer 1.00 1.00 1.00 1.00 1.00
TOTAL ELECTED AND APPOINTED OFFICIALS 6.00 6.00 6.00 6.00 6.00
PART-TIME FUNDING BY DEPARTMENT
Recreation Division 338,200 445,200 431,500 504,300 519,550 Sewer Fund 7,200 7,300 7,500 7,700 7,900
TOTAL PART-TIME FUNDING BY DEPARTMENT 345,400$ 452,500 $ $439,000 $512,000 $527,450 33 Senior Traffic Engineer added in FY2022-23 to better respond to traffic calming request and to manage mobility and transportation infrastructure projects and initiatives 7 Associate Engineer position added in FY2022-23 to support the increasing number of Capital Improvement Program projects 9 Building Inspector II positions upgraded to Senior Building Inspector in FY2021-22 to assist with large scale development projects, electronic plan review, and assist the Building Official with training and coordination of field inspections; Building Inspector II position added in FY2022-23 to assist with ongoing resident projects, minor tenant improvement projects, permit intake, and electronic plan review
11 Civil Engineering Assistant position eliminated in FY2020-21 as a cost saving measure, and restored in FY2021-22 to support the increasing commercial development applications 12 Communications Coordinator position added in FY2022-23 to support communications and outreach efforts and upgraded to Management Analyst in FY2023-24 to better represent the full scope of services provided by the Communications Coordinator
13 Communications Manager position upgraded from the Management Analyst position in the City Manager's Department in FY2022-23 to support the increasing demand for City communication in the department
17 Management Analyst positions in the City Manager upgraded to Communications Manager and Senior Sustainability Coordinator in FY2022-23; Management Analyst position added to the Administrative Services Department in FY2022-23 to support the increasing needs in the department; Management Analyst position in the City Manager's Office reclassed from Communications Coordinator position in FY2023-24 to better represent the full scope of services provided by the Communications Coordinator 23 Recreation Manager position downgraded to the Recreation Supervisor position in FY2020-21 as a cost savings measure, and upgraded from the Recreation Supervisor position in FY2022-23 to support the growth of the department and impending staffing transitions 29 Two Senior Maintenance Worker positions added in FY2022-23 to support parking a lot maintenance and open space maintenance 15 Deputy City Clerk position added FY2023-24 to provide City Clerk with support requiring greater depth of skill and expertise above and beyond basic clerical functions 31 Senior Planner position was eliminated in FY2020-21 as a cost saving measure and restored FY2021-22 to help manage long-range planning projects; another Senior Planner position added in FY2022-23 to provide support to the Current Planning Division 8 Associate Planner position added in FY2022-23 to support the Advance Planning Division 32 Senior Sustainability Analyst position in the City Manager's Department added in FY2022-23 to support the implementation of the Climate Mitigation and Adaptation Plan ("CMAP") 28 Senior Facility Attendant position was eliminated in FY2020-21 as a cost saving measure and reinstated in FY2021-22 to support the Adult Community Center activities 30 Senior Mechanic position upgraded from Mechanic in FY2023-24 to support the transition from internal combustion engines to an EV platform which requires senior level skill set 10 City Attorney position converted from a contract position to a full time in house position in FY2023-24 to support increasing legal services 26 Senior Building Inspector upgraded from Building Inspector II in FY2021-22 to assist with large scale development projects, electronic plan review, and assist the Building Official with training and coordination of field inspections; and upgraded to Assistant Building Official in FY2023-24 in order to assume a lead role with large scale development projects as well as assisting the Building Official with training and coordination of field inspections and mentoring of field inspectors and permit technicians 27 Senior Engineer position upgraded to Principal Engineer position in FY2023-24 to manage and deliver Capital Improvement Program projects 16 Legal Secretary position added in FY2023-24 to support the full time in house City Attorney 4 Administrative Assistant position in the Public Works Department added in FY2022-23 to support administrative duties in the Engineering Division; Administrative Assistant position in the City Clerk's Department upgraded to Deputy City Clerk in FY2023-24 to provide City Clerk with support requiring greater depth of skill and expertise above and beyond basic clerical functions 5 Assistant Building Official position upgraded from Senior Building Inspector position in FY2023-24 in order to assume a lead role with large scale development projects as well as assisting the Building Official with training and coordination of field inspections and mentoring of field inspectors and permit technicians 20 Principal Engineer position upgraded from the Senior Engineer position in FY2023-24 to manage and deliver Capital Improvement Program projects 6 Assistant Community Development Director added in FY2022-23 to assist and implement at least 5 to 10 years of anticipated work in the Community Development Department 19 Permit Technician position in the Public Works Department added in FY2022-23 to assist with ongoing permit application intake, minor tenant improvement projects, electronic plan review of residential solar and fire permit applications, and review of kitchen and bath remodel projects 22 Recreation Coordinator position added on the January 24th, 2022 Council Meeting to support the coordination and management of special events 14 Cook position upgraded from Part Time to Full Time in FY2022-23 to support the expansion of the Adult Community Center Lunch Program 18 Mechanic position upgraded to Senior Mechanic position in FY2023-24 to support the transition from internal combustion engines to an EV platform which requires senior level skill set 21 Public Works Inspector position added in FY2022-23 to support the increasing number of capital improvement projects 3 Account Technician II position added in FY2023-24 to support the increased volume of needs in the division 24 Recreation Supervisor position downgraded from the Recreation Manager position in FY2020-21 as a cost saving measure but upgraded to the Recreation Manager position in FY2022-23 to support the growth of the department and impending staff transitions; another Recreation Supervisor position added in FY2020-21 on the April 12th, 2021 Council Meeting to support the coordination and management of special events
25 Senior Administrative Clerk position in Planning Division eliminated in FY2020-21 as a cost saving measure; Senior Administrative Clerk position in Advance Planning Division was eliminated in FY2020-21, and restored in FY2021-22 to support the management of long-range planning projects; Senior Administrative Clerk position in Parks & Recreation eliminated in FY2020-21 as a cost saving measure but restored in FY2021-22 to support administrative duties in the Parks and Recreation Department; Senior Administrative Clerk position in Current Planning Division added in FY2022-23 to provide administrative support in the division 2 Account Technician I position eliminated in FY2021-22 as the business registration function was outsourced to HDL 1 Accountant position upgraded from Account Technician II position on the October 24, 2022 Council Meeting as a part of succession planning efforts to offer growth opportunities and reduce high turnover rate in this position
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Revised Revised Revised Proposed Proposed
Budget Budget Budget Budget Budget
Classification 2020-21 2021-22 FY22-23 FY23-24 FY24-25
FULL TIME EQUIVALENT EMPLOYEES BY DEPARTMENT
CITY MANAGER'S OFFICE
CITY MANAGER - 01111000
City Manager 1.00 1.00 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00
Senior Management Analyst 1.00 1.00 1.00 1.00 1.00
Communications Coordinator 0.00 0.00 1.00 0.00 0.00
Communications Manager 0.00 0.00 1.00 1.00 1.00
Senior Sustainability Analyst* 0.00 0.00 1.00 1.00 1.00 Management Analyst 2.00 2.00 0.00 1.00 1.00
TOTAL CITY MANAGER'S OFFICE 6.00 6.00 7.00 7.00 7.00
*Position underfilled
CITY CLERK - 01121000
City Clerk/Community Relations Director 1.00 1.00 1.00 1.00 1.00 Deputy City Clerk 0.00 0.00 0.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 0.00 0.00
TOTAL CITY CLERK 2.00 2.00 2.00 2.00 2.00
CITY ATTORNEY- 01151000
City Attorney 0.00 0.00 0.00 1.00 1.00
Legal Secretary 0.00 0.00 0.00 1.00 1.00
TOTAL CITY ATTORNEY 0.00 0.00 0.00 2.00 2.00
COMMUNITY DEVELOPMENT - ADMINISTRATION
Community Development Director 1.00 1.00 1.00 1.00 1.00 Assistant Community Development Director 0.00 0.00 1.00 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
TOTAL ADMINISTRATION DIVISION 3.00 3.00 4.00 4.00 4.00
BUILDING DIVISION - 01181000
Building Official 1.00 1.00 1.00 1.00 1.00
Assistant Building Official 0.00 0.00 0.00 1.00 1.00
Senior Building Inspector 0.00 1.00 1.00 0.00 0.00
Building Inspector II* 4.00 3.00 4.00 4.00 4.00
Permit Technician 0.00 0.00 1.00 1.00 1.00
Management Analyst 1.00 1.00 1.00 1.00 1.00
Senior Administrative Clerk 0.00 0.00 0.00 0.00 0.00
TOTAL BUILDING DIVISION 6.00 6.00 8.00 8.00 8.00
*Position underfilled
ECONOMIC DEVELOPMENT DIVISION - 01640033
Economic Development & Housing Manager 1.00 1.00 1.00 1.00 1.00 Economic Development Coordinator 1.00 1.00 1.00 1.00 1.00 TOTAL ECONOMIC DEVELOPMENT DIVISION 2.00 2.00 2.00 2.00 2.00 PLANNING DIVISION - 01191000
Planning Manager 0.00 0.00 0.00 0.00 0.00
Principal Planner 1.00 1.00 1.00 1.00 1.00
Senior Planner 0.00 0.00 1.00 1.00 1.00
Assistant Planner 1.00 1.00 1.00 1.00 1.00
Associate Planner 1.00 1.00 1.00 1.00 1.00
Senior Administrative Clerk 0.00 0.00 1.00 1.00 1.00
TOTAL PLANNING DIVISION 3.00 3.00 5.00 5.00 5.00
ADVANCED PLANNING DIVISION - 01191001
Planning Manager 1.00 1.00 1.00 1.00 1.00
Senior Planner 0.00 1.00 1.00 1.00 1.00
Associate Planner 0.00 0.00 1.00 1.00 1.00
Senior Administrative Clerk 0.00 1.00 1.00 1.00 1.00
TOTAL ADVANCED PLANNING DIVISION 1.00 3.00 4.00 4.00 4.00
PERSONNEL SUMMARY BY DEPARTMENT
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Budget Budget Budget Budget Budget
Classification 2020-21 2021-22 FY22-23 FY23-24 FY24-25
PERSONNEL SUMMARY BY DEPARTMENT
ADMINISTRATIVE SERVICES
ADMINISTRATIVE SERVICES - 01210000
Administrative Services Director 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 1.00 1.00
Management Analyst 0.00 0.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
TOTAL ADMINISTRATIVE SERVICES 3.00 3.00 4.00 4.00 4.00
FINANCE DIVISION - 01211000
Financial Services Manager 1.00 1.00 1.00 1.00 1.00
Senior Accountant 2.00 2.00 2.00 2.00 2.00
Accountant 0.00 0.00 1.00 1.00 1.00
Accounting Technician II 2.00 2.00 1.00 2.00 2.00
Accounting Technician I 1.00 0.00 0.00 0.00 0.00
TOTAL FINANCE DIVISION 6.00 5.00 5.00 6.00 6.00
HUMAN RESOURCES DIVISION - 01212000
Human Resources Manager 1.00 1.00 1.00 1.00 1.00
Human Resources Management Analyst 1.00 1.00 1.00 1.00 1.00 TOTAL HUMAN RESOURCES DIVISION 2.00 2.00 2.00 2.00 2.00 INFORMATION TECHNOLOGY DIVISION - 01213000
Information Technology Manager 1.00 1.00 1.00 1.00 1.00 Senior Systems Analyst 1.00 1.00 1.00 1.00 1.00
Systems Analyst 2.00 2.00 2.00 2.00 2.00
TOTAL INFORMATION TECHNOLOGY DIVISION 4.00 4.00 4.00 4.00 4.00 FIRE DEPARTMENT - 01491031
Fire Prevention Officer 1.00 1.00 1.00 1.00 1.00
TOTAL FIRE 1.00 1.00 1.00 1.00 1.00
PUBLIC WORKS DEPARTMENT
PUBLIC WORKS ENGINEERING DIVISION - 01511000
Public Works Director 1.00 1.00 1.00 1.00 1.00
City Engineer 1.00 1.00 1.00 1.00 1.00
Principal Engineer 0.00 0.00 0.00 1.00 1.00
Senior Engineer 1.00 1.00 1.00 0.00 0.00
Senior Traffic Engineer 0.00 0.00 1.00 1.00 1.00
Associate Engineer* 2.00 2.00 3.00 3.00 3.00
Public Works Inspector 1.00 1.00 2.00 2.00 2.00
Civil Engineering Assistant 0.00 1.00 1.00 1.00 1.00
Management Analyst 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 0.00 0.00 1.00 1.00 1.00
TOTAL PUBLIC WORKS ENGINEERING 7.00 8.00 12.00 12.00 12.00 *Position underfilled
FLEET MAINTENANCE DIVISION - 01531000
Mechanic 1.00 1.00 1.00 0.00 0.00
Senior Mechanic 0.00 0.00 0.00 1.00 1.00
TOTAL FLEET MAINTENANCE 1.00 1.00 1.00 1.00 1.00
PARKS DEPARTMENT
PARKS ADMINISTRATION - 01701000
Parks and Recreation Director 1.00 1.00 1.00 1.00 1.00
Recreation Manager 0.00 0.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
TOTAL PARKS ADMINISTRATION 2.00 2.00 3.00 3.00 3.00
RECREATION DIVISIONS - 01721000 - 01771000
Recreation Manager 0.00 0.00 0.00 0.00 0.00
Recreation Supervisor 3.00 3.00 2.00 2.00 2.00
Recreation Coordinator 4.00 5.00 5.00 5.00 5.00
Senior Administrative Clerk 0.00 1.00 1.00 1.00 1.00
Facility Attendant 0.00 0.00 0.00 0.00 0.00
Senior Facility Attendant 0.00 1.00 1.00 1.00 1.00
Cook 0.00 0.00 1.00 1.00 1.00
TOTAL RECREATION DIVISIONS 7.00 10.00 10.00 10.00 10.00
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Revised Revised Revised Proposed Proposed
Budget Budget Budget Budget Budget
Classification 2020-21 2021-22 FY22-23 FY23-24 FY24-25
PERSONNEL SUMMARY BY DEPARTMENT
PARK MAINTENANCE DIVISION - 01711000
Public Works Superintendent 1.00 1.00 1.00 1.00 1.00
Senior Maintenance Worker 4.00 4.00 5.00 5.00 5.00
TOTAL PARK MAINTENANCE 5.00 5.00 6.00 6.00 6.00
BUILDING MAINTENANCE DIVISION 01712000 - 01718000
Senior Maintenance Worker 2.00 2.00 3.00 3.00 3.00
TOTAL BUILDING MAINTENANCE 2.00 2.00 3.00 3.00 3.00
SEWER FUND - 06631000
Public Works Assistant Superintendent 1.00 1.00 1.00 1.00 1.00 Civil Engineering Technician 1.00 1.00 1.00 1.00 1.00
Senior Maintenance Worker 2.00 2.00 2.00 2.00 2.00
Maintenance Worker 10.00 10.00 10.00 10.00 10.00
Senior Administrative Clerk 1.00 1.00 1.00 1.00 1.00
TOTAL SEWER FUND 15.00 15.00 15.00 15.00 15.00
TOTAL REGULAR FULL-TIME EMPLOYEES 78.00 83.00 98.00 101.00 101.00 CONTRACT POSITIONS:
LEGAL SERVICES
Burke, Williams, & Sorenson, LLP
City Attorney 1.00 1.00 1.00 0.00 0.00
TOTAL LEGAL SERVICES CONTRACT 1.00 1.00 1.00 0.00 0.00
LAW ENFORCEMENT SERVICES
San Mateo County Sheriff's Office
Police Chief/Captain 0.80 0.80 0.80 0.80 0.80
Deputy 12.00 12.00 12.00 12.00 12.00
Motorcycle Deputy 2.00 2.00 2.00 2.00 2.00
Detective 2.00 2.00 2.00 2.00 2.00
General Sergeant 4.00 4.00 4.00 4.00 4.00
Administrative Sergeant 1.00 1.00 1.00 1.00 1.00
Community Service Officer 5.00 6.00 6.00 6.00 6.00
Administrative Secretary III 0.00 0.00 0.00 0.00 0.00
Management Analyst 1.00 1.00 1.00 1.00 1.00
Criminal Records Technician 1.00 1.00 1.00 1.00 1.00
TOTAL POLICE SERVICES CONTRACT 28.80 29.80 29.80 29.80 29.80
FIRE AND EMERGENCY OPERATIONS SERVICES
City of Redwood City Fire Department
Fire Chief 0.25 0.25 0.25 0.25 0.25
Deputy Fire Chief 0.66 0.66 0.66 0.66 0.66
Battalion Chief 1.00 1.00 1.00 1.00 1.00
Fire Marshal 0.33 0.33 0.33 0.33 0.33
Fire Prevention Admin 0.33 0.33 0.33 0.33 0.33
Deputy Fire Marshal 0.00 0.00 0.00 0.00 0.00
Fire Prevention Officer 0.50 0.50 0.50 0.50 0.50
Training Battalion Chief 0.33 0.33 0.33 0.33 0.33
Fire Captain 6.00 6.00 6.00 6.00 6.00
Firefighter/Paramedics 6.00 6.00 6.00 6.00 6.00
Firefighters 6.00 6.00 6.00 6.00 6.00
Management Analyst 0.33 0.33 0.33 0.33 0.33
Administrative Assistant 0.33 0.33 0.33 0.33 0.33
TOTAL FIRE SERVICES CONTRACT 22.06 22.06 22.06 22.06 22.06 DISPATCH SERVICES**
City of Menlo Park / SM County Communications Office
Communications Officer 4.00 4.00 4.00 4.00 4.00
TOTAL DISPATCH SERVICES CONTRACT 4.00 4.00 4.00 4.00 4.00 ** Effective November, 2011 Dispatch Communication Services are provided by the San Mateo County Communications Office
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Revised Revised Revised Proposed Proposed
Budget Budget Budget Budget Budget
Classification 2020-21 2021-22 FY22-23 FY23-24 FY24-25
PERSONNEL SUMMARY BY DEPARTMENT
PARKS MAINTENANCE
Landscape Providers
Maintenance Worker 2.10 3.10 3.10 3.10 3.10
Irrigation Specialist 0.40 0.40 0.40 0.40 0.40
Spray Operator 0.10 0.10 0.10 0.10 0.10
Supervisor 0.40 0.40 0.40 0.40 0.40
TOTAL PARK MAINTENANCE CONTRACT 3.00 4.00 4.00 4.00 4.00
MEDIAN & OPEN SPACE MAINTENANCE
Median Landscaper
Maintenance Worker 2.00 2.00 2.00 2.00 2.00
Irrigation Specialist 0.20 0.20 0.20 0.20 0.20
Supervisor 0.20 0.20 0.20 0.20 0.20
Open Space Landscaper
Maintenance Worker 1.50 1.50 1.50 1.50 1.50
TOTAL MEDIAN & OPEN SPACE CONTRACT 3.90 3.90 3.90 3.90 3.90
BUILDING MAINTENANCE
Janitorial Services
Janitor 5.00 5.00 5.00 5.00 5.00
TOTAL BUILDING MAINTENANCE CONTRACT 5.00 5.00 5.00 5.00 5.00
CITY PLANNING SERVICES
Planning Contractor Services
Sr. Planner 0.40 0.40 0.40 0.40 0.40
Principal Planner 0.60 0.80 0.80 0.80 0.80
Assistant Planner 0.00 2.00 1.00 1.00 1.00
Associate Planner 1.00 0.40 1.00 1.00 1.00
Planning Technician 2.00 1.00 1.00 1.00 1.00
TOTAL PLANNING CONTRACT 4.00 4.60 4.20 4.20 4.20
BUILDING SERVICES
San Mateo County Code Enforcement
Code Enforcement Officer 1.00 1.00 1.00 1.00 1.00
TOTAL BUILDING SERVICES CONTRACT 1.00 1.00 1.00 1.00 1.00
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FISCAL YEARS 2023-25 CAPITAL IMPROVEMENT PROGRAM SUMMARY The capital project budget funds significant
one-time capital infrastructure improvement
needs and recurring or routine maintenance
items, 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 are then
spent when a sufficient amount of revenue is
available to pay for desired projects.
Capital assets are tangible and intangible
assets acquired for use in operations that will
benefit the local government for more than a
single fiscal period. Major outlays for capital
assets and improvements are capitalized as
projects are constructed. Interest incurred
during the construction phase of capital
assets of business-type activities is reflected
in the capitalized value of the asset
constructed, net of interest earned on the
invested proceeds over the same period.
All capital assets are valued at historical cost
or estimated historical cost if actual historical
cost is not available. Capital assets received
in a service concession arrangement should
be reported at acquisition value rather than
fair value. The City's policy is to capitalize all
assets with costs exceeding the $5,000
threshold and a useful life of more than one
year. Donated capital assets, donated works
of art and similar items, are reported at
acquisition value rather than fair value.
The Fiscal Years (FY) 2023-28 Capital
Improvement Program Budget (CIP)
contains $187.7 million in spending over the
five year period. Of this, the majority of the
spending, or $ 148.2 million , will be
capitalized projects and the remainder , or
$39.5 million, are routine or non- capitalized
items.
CIP projects can further be broken down into
project categories: sewer improvements and
replacements, street improvements, storm
drainage system, traffic and transit, parks
and recreation, planning, child care, housing,
and facilities and technology.
(in millions)
Capitalized Projects
Sewer 46.0$
Streets 27.2
Storm 5.6
Traffic and Transit 2.9
Parks and Recreation 7.0
Planning 3.5
Child Care 5.0
Housing 48.0
Facilites/Technology 3.0
Total Capitalized 148.2$
Routine/Non-Capitalized
Sewer 8.5$
Streets 21.9
Storm 2.2
Traffic and Transit -
Parks and Recreation 1.8
Planning 0.6
Child Care 4.0
Housing -
Facilites/Technology 0.5
Total Non-Capitalized 39.5$
Total CIP Budget 187.7$
FY 2023-28 CIP BY CATEGORY
79%
21%
FY 2023-28 CIP
Capitalized Non-Capitalized
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CAPITAL IMPROVEMENT PROGRAM BUDGET
During the Capital Improvement Program budget process, departments submit Project Request Forms for existing and potential projects. These forms capture the costs spent to date, five-year budget requests, total estimated project costs, and funding sources. Each form also captures any potential operating or staffing costs that the project will require. These operating costs are then incorporated into the appropriate operating budgets.
The City Council held a budget study session on May 5, 2023 to review the City’s five-year capital project budget recommendations. The Capital Improvement Program Budget Detail schedule that follows this summary shows the full list of projects.
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 reviewed the Capital Improvement Program Budget at its June 5, 2023 meeting and concluded that the proposed capital projects are in conformance with the goals, policies , and actions contained within the General Plan.
The Fiscal Years (FYs) 2023-28 Capital Improvement Program budget summary, organized by funding source, is provided below. The projects are listed in project number order within each of the funds.
The proposed FYs 2023-28 CIP is funded with capital project funds, as outlined in the CIP Fund Summary. 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 7,100,000$ 1,650,000$
Planning 4,050,000$
Child Care 9,000,000$
Housing 48,000,000$
Facilities and Technology 3,527,100$
TOTAL 54,630,000$ 41,145,000$ 33,302,100$ 9,000,000$ 1,650,000$ 48,000,000$ 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. 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.
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The FYs 2023-28 Capital Improvement Program budget summary by funding source is provided below. The projects are listed in project number order within each of the funds.
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 proposes an investment of $54.6 million in City’s wastewater system.
Completed projects in FY 2022-23:
• Shelford Drive Landslide Investigation (C9610)
Staff request s continued and additional funding where applicable for the following previously approved projects:
• Wastewater Financial Plan and Rate Study Project (C9609). $120,000 was previously approved for FY 2022-23. The rate study started in early 2023. No additional funding is needed.
• Annual 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 be used to 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.
• Annual On-call Sewer Contracts (C1702). $900,000 was previously approved for FY 2022-23 and $300,000 was rolled forward from FY 2021-22. Staff proposed $900,000 per year for FYs 2023-24 through 2027-28 to retain sewer contractors and to replace failed sewer infrastructure on an as-needed basis.
• Sewer System CCTV Inspection (C1736). $400,000 was previously approved in FY 2021-22. Since not all of this was spent, $145,935 was rolled forward into FY 2022-23 to cover the cost of contracted work. Staff proposed an additional $400,000 per year in FY 2023-24 and requested an additional $400,000 per year in FY s 2025-26 and 2027-28 to continue the schedule of cleaning and inspections of the City’s sewer system.
• Annual Sewer Lateral Replacement (C1737). $300,000 was previously appropriated in FY 2022-23. Staff proposed $300,000 per year for FYs 2023-24 through 2027-28 to continue to conduct annual sewer lateral replacements.
• Annual Sewer System Root Foaming (C1752). $175,000 was previously approved by Council for FY 2022-23 to hire a contractor to remove roots from sewer lines using a non- toxic chemical root control method and an additional $30,793 was approved by the Council on April 12, 2023. Staff proposed $175,000 each year for FYs 2023-24 through 2024-25 and requested $175,000 each year for FYs 2025-26 through 2027-28 to continue with this work, thereby reducing and preventing root defects until each sewer pipe is scheduled for
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complete repair or replacement.
• Generator Installation at Sewer Pump Stations (C2101). $250,000 of funding was previously approved by the Council for FY 2021-22 to design transfer switches and permanent generators at three sewer pumps located throughout the city. Installing permanent generators will reduce risks of sanitary sewer overflows during an emergency and free up staff time to address other emergencies. No additional funding is needed.
The following new and future Wastewater Fund capital projects are recommended.
Detailed descriptions can be found in the attachments that follow:
• Sewer and Storm Pump Station Assessment (C2301). 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, the condition of the pumps, and necessary improvements to the electrical panels and services to improve efficiency. The pump stations are crucial in order to collect, store, and lift waste and stormwater, as failures can cause sewer overflows or flooding in the streets. Assessing the improvements will also reduce the cost of preventative maintenance and staff time to regularly repair or improve efficiency.
• Sewer Model Update (C2302). 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. Staff will also identify any capacity issues for improving the overall safety of the sanitary sewer system and reducing the potential for sanitary sewer overflows.
• Shoreway Road Sewer Main Relocation Project (C2303). 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 difficulty and challenges to per form repairs. Relocating the sewer main will also reduce ongoing preventative maintenance and staff time needed.
• Tierra Linda Pump Station Improvements (C2304). Staff propose s funding of $1,000,000 in FY 2023-24. Relocating and replacing the sewer main w ill reduce the potential for overflows and backups. 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.
•
Sewer Capacity Assurance Improvements (C2305). Staff requested total funding of $9,500,000 in FY s 2025-26 to 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
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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; 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 Pavement Condition Index from 57 to 62 for City streets in the next five years, staff recommends 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 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 maintaining public safety, minimiz ing liability, and improv ing 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.
• 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
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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.
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 proposes $33.3 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 F Y 2023-24 and $2.6 million in F Y 2024-25, with increases of $50,000 per year in 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.
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 F Y 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)
• Climate Mitigation and Adaptation Plan (C1814)
• 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:
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• Roof Repairs at Various Buildings (C1721)
Previously approved projects moved back to the unfunded list due to limited resources and other higher priority projects:
• Park Water Feature Modification (C1810)
Storm Drainage System
Staff requests additional $7.75 million in funding over the next five years for the previously approved projects:
• Annual Storm Drain Improvements (3017 Brittan Ave, 1000 Drake Ct., 1005 Drake Ct., Eaton Park & Arguello Park) (C9531). $500,000 was requested in FY 2023-24 and FY 2024-25. However, staff now recommends 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 and erosion, and improve the storm drain infrastructure throughout the city. After the recent storm s, significant maintenance staff time was spent on clearing and repairing the damage.
• Belmont Creek Watershed Improvement (C9806). $500,000 was previously approved for this project for the construction of an upstream detention facility to be located in the City of Belmont to reduce downstream flooding of Belmont Creek. San Carlos is partnering with Belmont and San Mateo County on this joint project since a portion of the creek is the responsibility of the City of San Carlos. No additional funding is requested.
• Storm Channel Sediment Removal (C9828). $150,000 was previously requested for FY 2023-24 and FY 2024-25. Staff proposed an additional $350,000 in FY 2024-25 and requested $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 the area and sediment removal imposes significant cleanup costs for the City and for private property owners.
• Storm Water Motor Control Center and Pump Replacements ( C2108). $500,000 in funding was adopted in FY 2021-22 to upgrade the Motor Control Centers and standardize the pump size to improve maintenance efficiency. This project is in line with the objectives in the City Council's Strategic Plan to maintain infrastructure . No additional funding is requested.
Streets and Sidewalks
In addition to the street and sidewalk projects in the Gas Tax Fund, staff proposes additional $5 million over the next five years where applicable for the following previously approved projects:
• Illuminated Street Name Sign Replacement (C1712). $105,000 of total project funding
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was originally approved and an additional $100,000 was adopted in FY 2022- 23 due to the increase in costs, supplies, materials , and labor as a result of the pandemic. This affected 24 signalized intersections or a total of 96 signs. No additional funding is requested.
• San Carlos Avenue Asphalt Pathway Replacement (Alameda de las Pulgas to Corilleras Ave.) (C1722). $1.11 million was previously appropriated. The funding will be used for removal of large eucalyptus trees and restoration of the existing asphalt pathway.
The City Council appropriated an additional $200,000 to change the asphalt pathway to a sidewalk during the Council meeting on June 14, 2021. No additional funding is requested.
• Upgrade Pedestrian Signal Heads to Countdown Pedestrian Signals (C1725). $200,000 in funding was adopted for this project . No additional funding is requested at this time.
• 5KV Streetlight Conversion (C1728). $335,000 was previously adopted for FY 2022-23.
No additional funding is needed.
• El Camino Real/Rail Corridor Tree Planting and Irrigation Installation (C1746). $610,000 was previously appropriated and $150,000 was received from the Transit Village developer to offset the costs. No additional funding is needed.
• GIS Sign Inventory (C1808). $125,000 was previously approved for this project. This project will allow all City-maintained signs, traffic signals, and pedestrian crosswalks to be GPS located. All information collected will be in a digital map format that will integrate with the City’s computerized maintenance management system. No additional funding is needed.
• Repave Asphalt Walking Path at Highlands Park (C1811). $150,000 was previously approved to repave the lower park entrance of Highlands Park on Coronado Street. No additional funding is needed.
• 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 their 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.
No additional funding is needed.
• 477 Hillcrest Wall Replacement (C2203). $450,000 of funding was adopted for FY 2022- 23 and the City Council appropriated an additional $181,980 during the Council meeting on August 22, 2022. The existing decorative wall along the properties of 447 Hillcrest Road partially failed due to the heavy rains in early 2020. An evaluation and geotechnical report performed on the wall showed that other areas along the wall were beginning to fail and the wall needs to be secured to prevent complete failure and hillside slough off onto Hillcrest Road. No additional funding is needed.
• Tree Well Replacement on Industrial Road (C2212). $400,000 was adopted for funding
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in FY 2022-23 to expand 17 tree wells, including irrigation systems along Industrial Road from Taylor Way to Holly Street , to accommodate new trees. $300,000 is for the modification of the tree wells and planting trees along Industrial Road, and $100,000 is for installation of the new irrigation system. No additional funding is needed.
• Intersection Pedestrian Improvements (C2213). Total funding of $1.5 million, $500,000 each year, was proposed for FYs 2023-24 through 2024-25 and requested for FY 2025 - 26 to construct pedestrian improvements such as curb extensions, high visibility crosswalk markings, and curb ramps to high priority intersections listed in the Bicycle Pedestrian Master Plan. Upcoming improvements will be at the intersections of Alameda De Las Pulgas and Howard Avenue, Olive Avenue and Elm Street, and Arroyo Avenue and Woodland Avenue. The budget requests include costs for design and construction. No additional funding is needed.
• 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 requests 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.
• San Carlos Ave Pedestrian Safety Improvements (C1806). $4.1 million was previously appropriated for this project to complete Phases 1 and 2 between Wellington Drive and Sycamore Street. Additional funding of $1.2 million was adopted in FY 2021-22 to continue Phase 3, which would improve the remaining section of San Carlos Avenue between Beverly Drive and Wellington Drive. The costs are offset by developer donations, Measure A bicycle and pedestrian funding, and from the T raffic Mitigation Fee Reserve. No additional requests are needed.
• 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.
The following new and future General Fund capital project is recommended.
• San Carlos Avenue Pedestrian Safety Improvement Phase IV (C2325). 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 additional funding for the next five years for the traffic and transit category previously approved project:
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• Brittan Avenue Widening at Industrial Road (C9461). $846,000 was previously appropriated for this project with $300,000 transferred from Traffic Mitigation Fee Reserve.
No additional funding is requested.
• Four Corners Traffic Improvements (C9838). $250,000 was previously approved for this project. An additional $2 million was previously requested in FY 2024-25 moved to FY 2027-28 for the construction phase of this project . No additional changes are recommended for this project.
• Traffic Signal System Analysis /Study (C2007). $350,000 for FY 2021-22 was previously approved for this project to analyze and inspect the existing traffic signal systems and components ; to identify upgrades needed to the existing infrastructure; to adopt and implement new technology; to establish battery back-up for traffic signals, video detection systems, and wireless communication; and to provide connectivity to enhance safety and mobility. No additional funding is needed.
• East Side Innovation District Zoning Code: Transportation Demand Management Ordinance Amendment (C2210). $80,000 of funding was adopted in FY 2022- 23 for consulting fees. The East Side Innovation District Vision Plan was approved by the City Council in Oct ober 2022. The Plan contains 10 “ Big Moves ” for transformation in the district. Big Move #9 is to reduce congestion through coordinated transportation strategies, which calls for expanding the San Carlos Municipal Code Chapter 18.25 Transportation Demand Management ordinance to better calibrate City standards to the East Side District's needs and also to meet future regional requirements. No additional funding is needed.
• Preliminary Study f or Citywide Way -Finding Program (C1719). $100,000 was previously approved for appropriation for Phase 1 – design and construction drawings – to improve the flow of traffic throughout San Carlos. Phase 1 was completed and $455,000 was approved for FYs 2020-21 and 2022-23 for Phase 2 – fabrication and installation. No additional funds are needed.
• Guardrail Installation at Torino/Winding Way Intersection (C1744). Installing guardrails on Torino Drive at the intersection of Windling Way is a safety improvement. $93,500 was previously approved and an additional funding of $30,000 was adopted for FY 2022-23 based on updated construction quotes. No additional funds are needed.
• Brittan Ave and Alameda de las Pulgas Widening (C1803). $250,000 was previously approved for this project for design work and $850,000 was approved to proceed with the construction phase to widen Alameda de las Pulgas to provide a separate nort hbound right turn lane at the intersection with Brittan Avenue to reduce the bottleneck. This $1.1 million funding is covered by the Traffic Mitigation Fee Reserve and no additional funding is needed.
• 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 F Y 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, which will include mid-block crossings and traffic circles.
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• Greater East San Carlos Neighborhood Slow Street ( C2219). $35,000 funding was adopted in the Council meeting on February 13, 2023. The soft closures are intended to limit cut through traffic in the neighborhood, slow vehicular speeds, and increase safety while not interfering with emergency access.
Parks & Recreation
Staff proposes continued funding where applicable for the following previously approved projects:
• City Tree Consultant (C1815). $100,000 was previously approved. The funding is to assist in determining a tree maintenance program to properly prune trees. No additional funding is needed.
• Installation of New Sports Field Lighting at Flanagan and Stadium Fields (C1818). $200,000 was approved for FY 2021-22 and $2.1 million for FY 2022-23 to cover the total project costs which includes the addition of lighting to the batting cages as recommended by the City Council. No additional funding is needed.
• Upgrade of Existing Tennis and Basketball Court Lighting (C2102). $50,000 of funding was adopted in FY 2021-22 and $300,000 in FY 2022-23. The annual utility cost for the upgraded LED court lighting will decrease significantly as a result of the energy savings. No additional funding is needed.
The following new and future General Fund capital projects are recommended.
• Madsen Scorebooth at Burton Park (C2306). 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 (C2307). Staff recommends $150,000 in funding each year in F Y 2023-24 and 2024 -25 to replace park and field fencing. The locations include Highlands, Burton, Cedar, Neighborhood, Laureola, and Arguello parks.
• Arguello Scoreboard (C2308). Staff proposes $20,000 in funding in FY 2023-24 and 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) (C2318). 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 consist of grading, construction of a keyway, drainage improvements, and hydroseeding to secure and stabilize the slope.
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• Big Canyon Park Landslide Repair (Above 3144 Brittan Avenue) (C2319). 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 consist 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) (C2320). 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 consist 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) (C2321).
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 measures that consist of grading, construction of a keyway, drainage improvements, and hydroseeding to secure and stabilize the slope.
• City of San Carlos Centennial Celebration (C2309). 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 etc. and other programs.
• Tree Replacement (C2334). Staff proposes $150,000 in funding for FY2023-24 to replace most of the fallen trees and install temporary irrigation, as needed, in order to fully establish the trees for successful growth.
• Landslide Review and Inspection (Geotech Engineer) (C2335) . Staff recommends $180,000 in funding for FY 2023- 24 to assess the structural support of the soils and develop mitigation measures to reduce the reoccurrence of landslides.
Planning
Staff proposes continued and additional funding where applicable for the following previously approved projects:
• Greater East San Carlos (GESC) Street Tree/Neighborhood Improvement (C1903). $83,340 was previously appropriated that was covered by developer contributions. No additional funding is needed.
• Downtown Planning Initiative (C2105). $1 million in funding was adopted for FY 2021-
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22. This initiative includes : creating a framework and informing the community; determining staff resources and budget need to develop a plan; and finally developing a scope of work to create a downtown plan. No additional funding is needed.
• East Side Innovation District Parking Strategy (C2206). $100,000 in funding was adopted in FY 2022-23 for consulting fees. The East Side Innovation District Vision Plan was approved by the City Council in October 2022. The Plan contains 10 “Big Moves” for transformation in the district. Big Move #10 is to adopt a shared district parking strategy, which includes refining parking requirements and developing a “park-once” and shared parking district strategy. The goal is to develop and define district parking requirements that address the range of existing and future users in the district. No additional funding is needed.
• East Side Innovation District Master Streetscape Plan (C2207). $200,000 in funding was adopted in FY 2022 -23 for consulting fees. The East Side Innovation District Vision Plan was approved by the City Council in October 2022. The Plan contains 10 “Big Moves” for transformation in the district. Big Move #1 is to convert Industrial Road into a functional green boulevard that provides a distinct identity, creates a sense of place, and weaves nature into the district. To implement this vision, the Plan’s streetscape proposals for Industrial Road and other streets in the district will be used to develop street specifications to implement discovery paths, non -vehicular connections, and street standards . Street furniture, directional signage, landscaping, stormwater, street trees and other elements noted in the East Side Innovation District Vision Plan will also be incorporated. No additional funding is needed.
• East Side Innovation District Pulgas Creek Watershed Study (C2208). $500,000 of funding was adopted in FY 2022-23 for consulting fees. The East Side Innovation District Vision Plan was approved by the City Council in October 2022. The Plan contains 10 “Big Moves” for transformation in the District. Big Move #3 is to promote Environmental Stewardship, which includes establishing Pulgas Creek as a vital and accessible community open space and trail with improved stormwater and flood management strategies. To implement this vision, preparation of a watershed management plan is necessary to study the entire watershed in order to develop improvement recommendations in the d istrict, and along Pulgas Creek , specifically. No additional funding is needed.
• East Side Innovation District Zoning Code: Stream Development and Maintenance Overlay District Amendment (C2209). $30,000 in funding was adopted in FY 2022- 23 for consulting fees. The East Side Innovation District Vision Plan was approved by the City Council in October 2022. The Plan contains 10 “ Big Moves ” for transformation in the district. Big Move #3 is to promote environmental stewardship, which includes amending San Carlos' Stream Development and Maintenance Overlay District to increase the required setbacks and landscaping provisions from the existing creek top of bank to improve stormwater detention capacity and help address flooding issues. No additional funding is needed.
• Northeast Area Specific Plan (C2211). Funding of $1.5 million was adopted in FY 2022- 23 for consulting fees. As part of the 2022 Strategic Plan, the Council directed staff to prepare a specific plan for the Northe ast Area in anticipation of new development proposals. In addition to extensive community outreach, this work would require hiring
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professional consultants to assist staff. Considerations include land use, urban design, infrastructure (sewer, water, etc.), street functions/operations, building design and massing, publ ic realm, and traffic/circulation including multiple modalities for travel, walkability, housing, and districtwide maintenance. No additional funding is needed.
• Downtown Renovation Plan Design/Implementation (C2215). Staff proposes $3.5 million fund in FY2024-25 for the conceptual planning, design, and construction of various improvements downtown. All of the funding will be offset by developer contributions.
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 (C2311). 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 (C2324). Staff proposes $300,000 in funding for FY 2024-25 and $123,903 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 request s continued and additional funding where applicable for the following previously approved project:
• Fire Station 16 Replacement (C9823). A total of $12.4 million was adopted for this project. The American Rescue Plan Act (ARPA) funding of $3,440,212 in FY 2021-22 and $3,610,447 in FY 2022 -23 have been applied to this project. No additional funding is requested at this time.
• Fire Stations Repair (C1711). $158,500 was previously approved with a transfer from the Facility Infrastructure Improvement Reserve to upgrade Fire Station 13 and 16 electrical panels and utility rooms. On March 9, 2020, the City Council approved a resolution to transfer $27,725 of the project funding to the Fire Station 13 HVAC Replacement (C1805) project. No additional funding is requested at this time.
• Wheeler Plaza Garage Parking Management System Expansion and Extension (C1753). $ 184,728 was appropriated previously. The funding is to replace the current obsolete parking sensor equipment with an Automatic License Plate Reader (“ALPR”) system. An ALPR parking management system will provide real -time parking space availability. No additional funding is requested at this time.
• Transfer Switches for Portable Generators (C1813). $250,000 was previously appropriated to add transfer switches for portable generators for all sewer/storm pump station locations and the Adult Community Center, Youth Center , and Library. No
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additional funding is needed.
• Wheeler Plaza Garage Extra Lighting, Painting and EV Stations (C1904). Funding in the amount of $295,000 was appropriated previously. Staff proposes an additional $50,000 for FY 2023-24. $250,000 will be transferred in from the Parking in- lieu Fund to help offset the costs. There was $18,000 of contributions that came in FY 2022-23.
Additional lighting will increase safety and security in the Wheeler Plaza garage.
• 1201 San Carlos Ave Property Acquisition (C1908). $500,000 was originally approved for appropriation from the General Fund in November 2018 to purchase a 15 by 99 -foot strip of land adjacent to the planned Wheeler Plaza redevelopment site. A portion of the land will be developed as a mixed-use commercial building and a portion as a public plaza.
In FY 2019-20, the budget was transferred to Fund 25. No additional funding is needed.
• Wheeler Plaza Parking Garage Wayfinding Signage Installation (C2003). $50,000 was previously approved for FY 2020-21 to allow signage, which has already been designed, to be fabricated and installed within the Wheeler Plaza parking garage to improve the flow of traffic through the garage and increase its use by the community. No additional funding is needed.
• Drone Unmanned Aerial Vehicle ( “UAV”) Program ( C2111). $10,000 in funding was adopted for FY 2021-22 to leverage technology to improve public safety. UAV systems to improve safety for both the public and fire personnel. No additional funding is needed. • 2nd Floor Library Remodel (Old Chamber Area Suite 206) (C2202). A total of $1.35 million of funding was adopted for FY 2022- 23. With the increase in development and capital projects, there is an additional demand for personnel and consulting resources.
City Hall has limited space and/or capacity for growth. Therefore, it is necessary to expand into the vacated space in suite 206 at the library. This space requires remodeling as well as furniture, cabling, and electrical to meet the growing needs of the city. No additional funding is needed.
• City Facility Cameras (C2205). It was previously approved to consolidate three projects totaling $450,000 into one new project and City Council approved adding $100,000 to this project during the Council meeting on November 28, 2022. This project involves installing surveillance cameras and related infrastructure at Arguello and Highlands Parks, the Corporation Yard, and Wheeler G arage to monitor activity and access at these facilities for security purposes. No additional funding is needed.
• Website and Intranet Refreshment (C2217). $100,000 was previously appropriated in FY22-23 for the development of a new City website and intranet. The City is interested in a site that has ADA accessibility, ease of use, online services, and an intuitive user interface for both staff and the community. No additional funding is needed.
• Permitting Software (C2218). $500,000 was previously adopted the Council meeting of November 28, 2022 and the full cost was approved to be offset by the Technology Fee Reserve. This project would consist of a complete replacement /upgrade of the City's current permitting system. No additional funding is needed.
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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:
• Filing Cabinet System (C2310). 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 (C2312). 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 protect City data.
• Door Access System Upgrade (C2313). 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 and to add Corporation Yard doors that are still controlled by physical keys.
• OnBase Upgrade (SaaS) (C2314). 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 (C2315). 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 to eliminate the majority of desktop phones.
• Plan Design for Phase II of the 2nd Floor Library Remodel and City Hall 2nd Floor Remodel (C2317). 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, City Manager's Office, Emer gency Operations, Public Works, and Information Systems.
• 2nd Floor Library Remodel (Phase II) (C2316). Staff proposes $1.5 million in funding in FY 2024-25. City Hall continues to have limited space and capacity for growth. As such, it has become necessary to expand into space on the second floor of the library. The space, as it is currently configured, is inadequate and will need new offices, work cubicles, and network connections, as well as electrical, mechanical, and plumbing upgrades.
• Citywide Pole Banners (C2322). Staff initially proposed $205,000 in funding for FY 2023- 24 and during the May 5, 2023 Budget Study Session, the City Council asked that $30,000 be added to include banners for the Industrial Arts area. This project will include the design and purchase of a full new set of pole banners to be located on El Camino Real and Laurel Street. Banners will include promotion for events and the general community. There will be a t otal of 27 poles and banners, double sided. Additionally, this project will include replacement of all hardware on the poles along El Camino Real.
• Industrial Equipment and New Vehicle Purchases for Corp Yard (C2323). 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 maint aining the City’s streets, parks, and creeks.
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• EV Charging Stations in City Facility (C2336). Staff recommends $100,000 each from FY 2023-24 through FY2027-28 to accommodate the influx of new EV vehicles. Installing new EV chargers in City parking lots will make these facilities available to a larger segment of the community.
Others
Staff requests continued funding for the following previously approved project:
• Standards of Cover Study (C2110). $40,000 in funding was adopted for FY 2022-23 for this study. A standards of cover study can assist the Fire Department in ensuring a safe and effective response force. No additional funding is needed.
• Objective Design and Development Standards for Single -Family, Multi-Family and Mixed-Use Residential Projects (C2115). $305,095 was previously adopted. Single- family design standards are expected to be adopted in Fall 2023. Multi -family objective design standards are expected to be adopted at the end of 2023.
• Greenhouse Gas In-Lieu Fee Study (C2220). $50,000 was adopted in FY 2022-23 for professional services to conduct a study needed to create a greenhouse gas in- lieu fee for commercial development exempted from the City’s all -electric reach code. No additional funding is needed.
Child Care Development Fund 26
The Child Care F und accounts for development fees collected and used to finance the new childcare facility development and childcare space.
The following new and future Child Care Fund capital project is recommended. Detailed descriptions can be found in the attachments that follow:
• New Child Care Facility Development (C2326). Staff requests $5 million in funding in FY 2025-26. 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 to childcare or developing new child care space.
• Child Care Space Reimbursement (C2327). 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 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.
• Family and Commercial Daycare Grant Program (C2333). Staff requests $250,000 in funding each year for FY2024-25 through FY2027-28. This project falls under a strategic goal of the City and may help to expand existing child care providers or attract new providers to San Carlos.
Park-in-Lieu Fund 27
The Park -in-Lieu Fund accounts for development fees collected and used to finance the
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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 funding for the following previously approved project:
• Chilton Park Improvements (C1905). $500,000 was previously approved for park improvements following development of a master plan for Chilton Park through a community input process that began in June 2018. Specific areas of focus for the project will include improved pathways, accessible trails, a defined park entrance, infant play area, drinking fountain, new plantings , and signs. $178,000 of Prop 68 funding is expected to be received to help to offset the costs of the project. No additional funding is needed.
• Laureola Park Improvements Project (C1732). $600,000 was previously appropriated and was paid for by park-in-lieu fees from the Transit Village development. No additional funding is needed.
• North Crestview Park New Master Plan (C2221). $200,000 was previously appropriated in FY2022-23. This project is under the new strategic plan goal and objective of exploring new recreational opportunities. No additional funding is needed.
Staff requests continued and moved to a different fund for the following previously approved project:
• Replace Turf at Burton Playground (C2204). Staff recommends moving this project from Fund 25 General Capital Fund to Fund 27 Park -in-Lieu Fund as development fees are collected within Fund 27 and will be used to fund this project. The proposed funding is $200,000 for FY 2023-24.
The following new and future Park -in-Lieu capital project is recommended. Detailed descriptions can be found in the attachments that follow:
• Arguello Shade Structure (C2328). 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 covered by San Carlos Parks and Recreation Foundation.
• Parks Master Plan (C2329). 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 . Staff will engage the community to better understand current recreational opportunities and needs and provide recommendations for improvements for all parks and facilities.
• Trail Improvements, Expansion and Connections (C2330). Staff proposes $250,000 in funding for FY 2023-24 and $300,000 for FY 2024-25 and requests $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 cover $20,000 per year for the three fiscal years.
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• Conceptual Design of Community Center (C2331). 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.
Staff requests continued funding for the following previously approved project:
• Reconfiguration Public Parking Plazas (C1750). $60,000 was previously approved in FY 2017-18 to conduct site surveys of Williams and Clark Plazas and engage a consulting firm to propose parking plaza reconfiguration to maximize pedestrian safety, parking spaces, and secure, long-term bike storage. No additional funding is needed.
• Parking Occupancy Study (C1816). $10,000 was previously approved in FY 2018-19.
The purpose of this project is to complete a parking occupancy study to determine if the new parking lot along El Camino Real in the south area has reduced parking demand in the adjacent residential neighborhood. An additional $65,000 in funding was adopted for FY 2022-23 as the study started in late 2019, but paused due to the Coronavirus (COVID- 19) shelter in place orders. The study continues once the order is lifted and a more normal parking pattern emerges. No additional funding is needed.
Housing Funds 29 and 31
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.
Staff request s 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 million of additional funding is proposed to fund the redevelopment of a site on Cherry Street to create new affordable housing.
• Study Land Use and Regulatory Options (C1906). $821,276 was previously approved to analyze zoning and make adjustments to incentivize the production of different types of housing, including affordable housing. $160,000 is being covered by the Senate Bill (“SB”) 2 Planning Grant, $150,000 covered by a Local Early Action Planning (“LEAP”) Grant and
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$39,441 covered by a Rural Energy for America Program (“REAP”) Grant. No additional funding is needed.
• 1232 Cherry Street Building Demolition (C2216). $250,000 was approved to transfer from the existing Cherry Street Below Market Rate Housing Acquisition project (C9754) to this new separate project. This project will demolish the existing City -owned building located at 1232 Cherry Street and relocate underground utilities to make room for a new affordable housing project. The project is adjacent to the Wheeler Plaza Condominiums and will be close to transit and employment hubs downtown. No additional funding is needed.
• 817 Walnut Street Redevelopment (C1733). $7.3 million was previously appropriated for the redevelopment of the property on 817 Walnut Street. No additional funding is needed.
The following new and future Housing Fund capital project is recommended. Detailed descriptions can be found in the attachments that follow:
• Affordable Housing Site Acquisition/Construction (C2332).
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 to 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 (C2222). $200,000 in funding was adopted for FY 2022- 23 in the Council Meeting on May 22, 2023. This project covers the cost of installing full- sized ovens with four burner stovetops at the 817 Walnut Street affordable housing project. No additional funding is needed.
Library Improvement Fund 95
The Library Improvement F und 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 completed in FY 2022-23:
• City Library Foundation Study and Stair Repair (C2114)
Staff requests continued funding for the following previously approved project:
• Library Furnishings, Restroom, and Exterior Improvement (C1734). $458,568 was previously appropriated. $400,000 was offset by San Mateo County Library Fund. No additional funding is needed.
• Library Building Emergency Backup Power (C2008). $1 million of funding in FY 2021- 22 was previously proposed to design and install a diesel generator to provide emergency backup power for the library building. Providing backup power will allow the building to be functional during an emergency, particularly for an evacuation event or PG&E Public
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Safety Power Shutoff (“PSPS”). $400,000 was offset by San Mateo County Library Fund.
No additional funding is needed.
Unfunded List
The unfunded list rep resents projects totaling approximately $204 million that have been requested but have not been recommended for funding at this time. A fter the audit has been completed, if there are savings from FY 2022-23, the City Manager may bring forward a recommendation to possibly fund some of these projects.
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$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
FY 2023-24 Proposed FY 2024-25 Proposed
Other Funds $900,000 $1,750,000
Gas Tax Fund $7,725,000 $7,980,000
Wastewater Fund $10,830,000 $8,375,000
General Projects Fund $11,727,100 $10,575,000
Housing Fund $15,500,000 $10,000,000
CAPITAL IMPROVEMENT PROGRAM
FY 2023-24 and FY 2024-25
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Wastewater Fund - Fund 0006 Restricted
Restricted Fund Balance 26,438,991$
33,858,624$
33,858,624$
S
VCW Investment 8,848,015
8,625,973
8,625,973
T
otal Restricted Fund Balance 35,287,006
42,484,597
42,484,597
4. 5% 4.5%
Operating Revenues * 21,372,382
22,266,800
22,559,800
Ge
neral Operating Expenses (2,679,277)
(3,389,328)
(2,978,328)
C
apital Projects (1,852,449)
(7,279,934)
(7,221,728)
S
VCW Operating Expenses (3,471,000)
(3,821,700)
(3,656,296)
Ex
isting SVCW Bonds (2,963,137)
(2,983,300)
(2,983,300)
SC
VW Future Bonds - - -
SCVW Future SRF Loans - - -
State Revolving Loan & Reserve Requirement (285,858)
(517,000)
(517,000)
SVC
W Capital Contributions (529,524)
(609,200)
(609,200)
N
et Transfers & Allocations to other funds (3,260,500)
(3,462,200)
(3,462,200)
I
nvestment in SVCW (222,042)
- (1,158,677)
N
et change in current year 6,108,594
204,138
(26,929)
S
VCW Investment 8,625,973
8,625,973
7,467,296
W
astewater Fund - Est. Restricted Ending Balance 33,858,624$ 34,062,761$
34,990,372$
* Not
e: 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$ Ot
her Operating Revenues (103,749)
57,000
317,800
Gas T
ax Revenues 1,315,327 1,555,000 1,555,000
M
easure M 66,550
76,700
66,000
Out
side Funding for Capital Projects 168,128
40,000
40,000
C
apital Projects (342,009)
(10,163,750)
(10,163,750)
T
ransfer from GF - Facility/Infrastructure Reserve - 400,000 400,000
T
ransfer from GF - PG&E Settlement - - -
Transfer from General Capital Fund 25 2,975,000
3,125,000
3,125,000
T
ransfer from Measure A/K (F14) and Measure W (F18) Funds 1,050,000 1,750,000
1,750,000
N
et Transfers & Allocations from/(to) other funds* (984,100) (1,013,600)
(1,013,600)
N
et Change in Fund Balance 4,145,147
(4,173,650)
(3,923,550)
Gas T
ax Fund - Estimated Ending Balance 8,973,354$
4,799,704$
5,049,804$
Capi
tal Projects Fund - Fund 0025
Unrestricted Fund Balance 26,324,068$
30,685,441$
30,685,441$
Restricted 3,992,089
4,965,907
4,965,907
T
otal Beginning Fund Balance 30,316,157
35,651,348
35,651,348
Op
erating Revenues 5,090,830
3,674,200
5,706,401
Restri
cted Revenues 995,764
873,900
399,100
Out
side Funding for Capital Projects 3,440,212
3,610,447
3,610,447
C
apital Projects (2,416,614)
(36,505,177)
(35,722,952)
N
et Transfers & Allocations from/(to) other funds (1,775,000) 775,000
775,000
N
et Change in Fund Balance 5,335,192
(27,571,630)
(25,232,005)
R
estricted Fund (Bldg. Maintenance/Imp) 79,500 79,500 79,500 222,
657
347,657
347,657
T
echnology Fee Reserve 567,159
599,559
107,159
T
raffic Mitigation Fee Reserve 2,728,811
3,082,911
1,317,839
Gen
eral Plan Update Reserve 290,203
322,603
340,203
L
evee Assessment Reserve 121,450
151,450
151,450
P
EG Fund Reserve 166,059
166,059
166,059
P
arks and Recreation Reserve 790,068
790,068
790,068
T
otal Restricted Fund 4,965,907
5,539,807
3,299,935
Capi
tal Fund - Est Unrestricted Ending Balance 30,685,441$
2,539,911$
7,119,408$
CAPITAL IMPROVEMENT PROGRAM
FUND SUMMARY
Turf Replacement Reserve
FY 21-22
Audited
FY 22-23
Revised
Projected Sewer Rate Increase
FY 22-23
Projected
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34,990,372$ 36,978,072$ 39,639,672$ 39,354,372$ 33,628,572$ 7,
467,296
7,467,296
7,467,296
7,467,296
7,467,296
42,
457,668
44,445,368
47,106,968
46,821,668
41,095,868
0. 0% 3.0% 3.0% 3.0% 4.0%
27,866,500
27,746,000
32,936,700
24,665,400
25,522,800
(3,
594,000)
(3,574,200)
(4,114,700)
(3,879,800)
(4,384,300)
(10,
830,000)
(8,375,000)
(13,275,000)
(11,875,000)
(10,275,000)
(3,
660,000)
(3,960,000)
(4,170,000)
(4,330,000)
(4,480,000)
(2,
987,700)
(2,989,100)
(2,975,900)
(2,973,500)
(2,976,800)
-
- - - (1,700,000)
-
(1,050,000)
(1,050,000)
(1,050,000)
(1,050,000)
(320,
000)
(300,000)
(300,000)
(300,000)
(300,000)
(559,
000)
(783,000)
(3,002,000)
(1,500,000)
(1,500,000)
(3,
928,100)
(4,053,100)
(4,334,400)
(4,482,900)
(4,637,900)
-
- - - -
1,987,700
2,661,600
(285,300)
(5,725,800)
(5,781,200)
7,
467,296
7,467,296
7,467,296
7,467,296
7,467,296
36,
978,072$
39,639,672$
39,354,372$
33,628,572$ 27,847,372$
5,
049,804$
5,863,304$
6,403,604$
7,029,304$
3,889,404$
149,
000
166,900
186,800
128,800
37,900
1,
644,300
1,693,600
1,744,200
1,796,300
1,849,900
66,
000
68,000
70,000
72,100
74,300
40,
000
40,000
40,000
40,000
40,000
(7,
725,000)
(7,980,000)
(7,980,000)
(8,480,000)
(8,980,000)
2,
850,000
2,850,000
2,850,000
- -
- - - - -
3,275,000
3,275,000
3,275,000
2,850,000
2,850,000
1,
695,000
1,642,900
1,692,100
1,742,700
1,794,700
(1,
180,800)
(1,216,100)
(1,252,400)
(1,289,800)
(1,328,500)
813,
500
540,300
625,700
(3,139,900)
(3,661,700)
5,
863,304$
6,403,604$
7,029,304$
3,889,404$
227,704$
7,
119,408$
3,427,508$
806,147$
2,115,947$
2,612,047$
3,
299,935
4,431,835
4,947,432
9,935,532
10,240,832
10,
419,343
7,859,343
5,753,579
12,051,479
12,852,879
4,
115,200
4,228,300
4,384,800 4,446,100 4,507,800
3,
031,900
1,289,500
5,988,100
305,300
313,500
45,
000
3,500,000
- - -
(11,727,100)
(10,575,000)
(2,800,000)
(3,100,000)
(5,100,000)
1,
975,000
(548,564)
(1,275,000)
(850,000)
(850,000)
(2,
560,000)
(2,105,764)
6,297,900
801,400
(1,128,700)
79,
500
79,500
79,500
79,500
79,500
476,
457
609,157
745,857
886,657
1,031,657
140,
859
175,559
211,259
248,059
285,959
2,
473,539
2,880,939
7,630,939
7,691,839
7,754,539
123,
903
34,700
70,400
107,200
145,100
181,
450
211,450
241,450
271,450
301,450
166,
059
166,059
166,059
166,059
166,059
790,
068
790,068
790,068
790,068
790,068
4,
431,835
4,947,432
9,935,532
10,240,832
10,554,332
3,
427,508$
806,147$
2,115,947$
2,612,047$
1,169,847$
FY 26-27
Requested
FY 27-28
Requested
CAPITAL IMPROVEMENT PROGRAM
FUND SUMMARY
FY 25-26
Requested
FY 23-24
Proposed
FY 24-25
Proposed
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CAPITAL IMPROVEMENT PROGRAM
FUND SUMMARY
FY 21-22
Audited
FY 22-23
Revised
FY 22-23
Projected
Child Care Fund - Fund 26
Beginning Fund Balance - - -
Operating Revenues - - -
Operating Expenses - private grant program - - -
Outside Funding for Capital Projects - - -
Capital Projects - - -
Net Transfers & Allocations to other funds - - -
Net Change in Fund Balance -$
-$
-$
C
hild Care Fund - Est Ending Balance -$
-$
-$
Pa
rk In Lieu Fund - Fund 27
Beginning Fund Balance 2,277,643$
2,539,633$
2,539,633$
Op
erating Revenues 671,972
297,800
269,900
Op
erating Expenses - - -
Outside Funding for Capital Projects - 178,000
178,000
C
apital Projects (209,982)
(800,642)
(800,642)
N
et Transfers & Allocations to other funds (200,000)
(1,400,000)
(1,400,000)
N
et Change in Fund Balance 261,990
(1,724,842)
(1,752,742)
P
ark In Lieu Fund - Est Ending Balance 2,539,633$
814,791$
786,891$
P
arking In Lieu Fund - Fund 0028
Beginning Fund Balance 402,491$
385,966$
385,966$
Op
erating Revenues (2,381)
7,500
8,600$
Op
erating Expenses - - -
Capital Projects (14,144)
(115,594)
(115,594)
N
et Transfers & Allocations to other funds - - -
Net Change in Fund Balance (16,525)
(108,094)
(106,994)
P
arking In Lieu Est Ending Balance 385,966$
277,872$
278,972$
Housi
ng Fund - Fund 0029 and 0031
Beginning Fund Balance 20,125,582$
23,149,252$
23,149,252$
Op
erating Revenues 4,072,740
5,527,400
724,300
Op
erating Expenses (211,167)
(668,400)
(668,400)
C
apital Projects (633,903)
(7,315,239)
(7,457,414)
N
et Transfers & Allocations to other funds (204,000)
(405,200)
(405,200)
N
et Change in Fund Balance 3,023,670
(2,861,439)
(7,806,714)
Ho
using in Lieu Est Ending Balance 23,149,252$
20,287,813$
15,342,538$
Li
brary Improvements Fund 0095
Beginning Fund Balance 2,811,931$
2,538,919$
2,538,919$
Op
erating Revenues 11,235
282,800
284,400
Op
erating Expenses (284,247)
(303,900)
(303,900)
Out
side Funding for Capital Projects - - -
Capital Projects - (1,352,485)
(1,352,485)
N
et Transfers & Allocations to other funds - - -
Net Change in Fund Balance (273,012)
(1,373,585)
(1,371,985)
L
ibrary Improvements Est Ending Balance 2,538,919$
1,165,334$
1,166,934$
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FY 26-27
Requested
FY 27-28
Requested
CAPITAL IMPROVEMENT PROGRAM
FUND SUMMARY
FY 25-26
Requested
FY 23-24
Proposed
FY 24-25
Proposed
- 3,671,700 4,000,100 2,293,800 1,061,800
3,
671,700
1,578,400
4,543,700
18,000
13,000
- -
- - -
- - - - -
- (1,250,000)
(6,250,000)
(1,250,000)
(250,000)
-
- - - -
3,671,700$
328,400$
(1,706,300)$
(1,232,000)$
(237,000)$
3,
671,700$
4,000,100$
2,293,800$
1,061,800$
824,800$
786,
891$
183,991$
842,891$
912,091$
2,085,591$
267,
100
1,138,900
299,200
1,173,500
349,600
-
- - - -
30,000
20,000
20,000
- -
(900,000)
(500,000)
(250,000)
- -
- - - - -
(602,900)
658,900
69,200
1,173,500
349,600
183,
991$
842,891$
912,091$
2,085,591$
2,435,191$
278,
972$
29,672$
0$
0$ 0$
700
- - - -
- - - - -
- - - - -
(250,000)
(29,672)
- - -
(249,300)
(29,672)
- - -
29,672$
0$
0$
0$
0$
15,
342,538$
13,927,438$
10,431,838$
17,856,038$
9,765,638$
15,
201,300
7,653,900
18,608,100
629,100
477,100
(695,
000)
(715,400)
(736,800)
(758,900)
(781,500)
(15,
500,000)
(10,000,000)
(10,000,000)
(7,500,000)
(5,000,000)
(421,
400)
(434,100)
(447,100)
(460,600)
(474,500)
(1,
415,100)
(3,495,600)
7,424,200
(8,090,400)
(5,778,900)
13,
927,438$
10,431,838$
17,856,038$
9,765,638$
3,986,738$
1,
166,934$
1,134,534$
0$
0$
0$
283,
800
- - - -
(316,200)
- - - -
- - - - -
- - - - -
- (1,134,534)
- - -
(32,400)
(1,134,534)
- - -
1,134,534$
0$
0$
0$
0$
10.a
June 12, 2023
Packet Pg. 385
This Page Intentionally Left Blank
10.a
June 12, 2023
Packet Pg. 386
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/10/2023
Completed Projects
C9610 Shelford Drive Landslide Investigation 273,000 214,793 - - - - - - 273,000 C9609 Wastewater Financial Plan & Rate Study 120,000 - 120,000 - - - - - 120,000 C9617 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 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 Sewer System CCTV Inspection 982,701 935,364 - 400,000 - 400,000 - 400,000 2,182,701 C1737 Annual Sewer Lateral Replacement 300,000 196,280 300,000 300,000 300,000 300,000 300,000 300,000 1,800,000 C1752 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 250,000 - - - - - - - 250,000 C2301 Sewer and Storm Pump Station Assessment 150,000 - - - - 150,000 C2302 Sewer Model Update 300,000 - - - - 300,000 C2303 Shoreway Road Sewer Main Relocation Project 605,000 - - - - 605,000 C2304 Tierra Linda Pump Station Improvements 1,000,000 - - - - 1,000,000 C2305 Capacity 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 39,354,372 33,628,572 27,847,372 Previously Approved/ongoing Projects
Generator Installation for Sewer Pump Stations
New Proposing Projects
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
FY 26-27
Requested
FY 27-28
Requested
10.a
June 12, 2023
Packet Pg. 387
This Page Intentionally Left Blank
10.a
June 12, 2023
Packet Pg. 388
Sewer Fund - 0006 Citywide
Public Works No
Grace Le Financial Solvency
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 120,000 $ - $ - $ - $ - $ - $ - $ 120,000$ New Request - - - - - - - - Total 120,000$ - $ - $ - $ - $ - $ - $ 120,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
120,000$ - $ - $ - $ - $ - $ - $ 120,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housin
g
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project X
Duration
Status
Programmed Funding
July 2022 to June 2023.
In process
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
C9609: Wastewater Financial Plan & Rate Study
Description
A Financial Plan/Rate Study is used to evaluate the current operating c osts, take into account upcoming c apital cost impacts, and develop recommendations to ensure long-term financial sustainability. A rate st udy was performed in 2019 for the four-year rate setting. The rate study started in early 2023. At that time, we also updated the Sewer Connection Fee, which was last updated in 2016.
Justification
The Wastewater Enterprise Fund is facing unprec edented cost increases, including urgently needed r ehabilitation of the collection system, capita l renewal of Silicon Valley Clean Water's (SVCW) wastewater treatment and conveyance systems, preventive m aintenance of the collection system, and additional capacity to relieve flow constraints in the collection syste m. Accurate cost accounting and recommendations for rate setting are cri tical to the City's credibility with ratepayers.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
10.a
June 12, 2023
Packet Pg. 389
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 $ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Pro ject
Duration
Status
Programmed Funding
Continuous.
On-going.
C9617: Annual Sewer System Rehabilitation Program - AMENDED 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
X
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.
10.a
June 12, 2023
Packet Pg. 390
Sewer 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
2027-28
Total Project
Funding
Expenses 1,200,000 $ 512,711 $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 5,700,000 $ New request - - - - - - - - Total 1,200,000$ 512,711 $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 5,700,000 $ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
1,200,000$ 512,711 $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 5,700,000 $ Child Care
Climate Change Mitigation, Adaptation & Resilience Insert photo here Downtown
Housin
g
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Pro ject
C1702: Annual On-Call Sewer Contracts
Description
The City is responsible for maintenance and rehabilitation of the sewer collection system, which consists of 106 miles of sewer mains, one mile of force main, and over 8,000 lower laterals. As the sanitary sewer collection system continues to age and deteriorate, there is a high risk of the system fa iling and sewage spilling into the environment causing sanitary sewer overflows (SSOs). Once a sewer main overflows or fails, it is necessary to have a contractor mobilize and make immediate repairs to prevent sewage from further spilling into the environment. Being proactive to prevent main failures or recurring overflows enables the City to reduce SSOs within sanitary sewer collection system and continue the positive progress made by the City.
Justification
Retaining a sewer contractor through the Annual On-Call Sewer Contracts project to replace and rehab ilitate failed sewer infrastructure on an as- needed basis allows the City to reduce SSOs for sanitary sewer collection system.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
X
Sewer Fund, Master Plan, Safety, Cost of
Deferred Maintenance
Duration
Status
Programmed Funding
Continuous.
On-going.
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
10.a
June 12, 2023
Packet Pg. 391
Sewer Fund - 0006 Citywide
Public Works Yes
Vatsal Patel Master Plan, Safety, Previously Funded
Sewer 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 982,701 $ 935,364 $ 400,000 $ - $ 400,000$ - $ 400,000$ 2,182,701 $ New request - - - - - - - - Total 982,701$ 935,364 $ 400,000 $ - $ 400,000$ - $ 400,000$ 2,182,701 $ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
982,701$ 935,364 $ 400,000 $ - $ 400,000$ - $ 400,000$ 2,182,701 $ Child Care
Climate Change Mitigation, Adaptation & Resilience Insert photo here Downtown
Housin
g
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C1736: Sewer System CCTV Inspection
Description
Sewer Closed Circuit Television (CCTV) Inspection Program.
Justification
The last citywide sewer cleaning and inspection project was completed in 2017 and included video inspection and condition ratings for all pipes in the City’s sewer system (approximately 106 miles of pipeline). Staff uses the c losed circuit television footage and defect data from this past project to prioritize lines for repair, rehabilitation, or r eplacement in upcoming sewer rehabilitation proje cts. Over time, sewer pipe conditions change du et o deterioration, tree roots intrusion, grease, or ot her causes, so it is crucial to regularly monitor and record the condition of the sewer pipes to iden tify potential issues before sanitary sewer overflows (SSOs) or backups occu r in the system. The City plans to conduct sewer cleaning and inspection projects consisting of three to five s ewer basins each. The result will be that the City will have i nspected the entire collection system every four to f ive years and will coordinate the schedule o f inspection with anticipated future sewer rehabilitation projects. Video recordings and inspection data a re archived on the City’s server and Computerized Maintenance Management System (CMMS), and are u sed jointly by Engineering and Maintenance staff to monitor the system. The estimated cost of cleaning and ins pection will range from $200,000 - $400,000 every other year, depending upon the number, size, and accessibility of sewer lines to be cleaned and inspected.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Duration
Status
Programmed Funding
Continuous.
On-going.
X
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
10.a
June 12, 2023
Packet Pg. 392
Sewer Fund - 0006 Citywide
Public Works Yes
Vatsal Patel
Legal Requirement and Mandate
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 300,000 $ 196,280 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 1,800,000 $ New request - - - - - - - - Total 300,000$ 196,280 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 1,800,000 $ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
300,000$ 196,280 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 1,800,000 $ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housin
g
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
Duration
Status
Programmed Funding
Continuous.
On-going.
X
C1737: Annual Sewer Lateral Replacement
Description
Annual Sewer Lateral Replacement Program.
Justification
The typical sanitary sewer lateral is broken into two parts: the upper lateral extending from the house to the City right-of-way line and the lower lateral extending from the City right-of-way line to the sewer main in the street. Typically, the private property owner is responsible for the upper lateral, and when a clean-out either exists or is provided in conjuncti on with needed repairs to the lower lateral, the City will accept future maintenance responsibility for the lower lateral. This maintenance involves as-needed cleaning to resolve blockages, such as roots, or repair and replacement if the integrity of the pipe is compromised and there have been repeated calls for service. City Maintenance staff generates a list of laterals that require replacement but are not connected to a planned main r ehabilitation or replacement project. Aging laterals are prone to root intrusion, structural deficiencies, and grease build-up, and contribute to sewer backups, blockages and rainwater intrusion into the sewer. In Aug ust 2013, the Sewer Lateral Replacement Program (Program) was created to reduce sanitary sewer overflows (SSOs) caused by defective laterals and reduce recurring maintenance costs. Sewer Lateral Replacement projects are conducted annually.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager: Safety, Previously Funded,
10.a
June 12, 2023
Packet Pg. 393
Sewer Fund - 0006 Citywide
Public Works Yes
Vatsal Patel Safety, Legal Requirement and Mandate,
Previously Funded
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 175,000 $ 142,481 $ 175,000 $ 175,000 $ 175,000 $ 175,000 $ 175,000 $ 1,050,000 $ New request - - - - - - - - Total 175,000$ 142,481 $ 175,000 $ 175,000 $ 175,000 $ 175,000 $ 175,000 $ 1,050,000 $ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
175,000$ 142,481 $ 175,000 $ 175,000 $ 175,000 $ 175,000 $ 175,000 $ 1,050,000 $ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housin
g
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Duration
Status
Programmed Funding
Continuous.
On-going.
C1752: Annual Sewer System Root Foaming
Description
Annual Sewer Root Foaming Program.
Justification
Tree root growth inside sewer pipes is a significant cause of sanitary sewe r overflows (SSOs) in San Carlos. Root intrusions cause approximately 30% of SSOs. Though sewer line rehabilitation and replacement are still the City's primary means of repairing sewer line defects, the use of chemical root control can be an effective means of reducin g and preventing root defects until a pipe is schedul ed for complete repair or replacement. Over the past eight years, root control has been managed by the City's Maintenanc e staff, but to address the large number of lines with root defects and to coordinate the work with planned rehabilitation projects, the City's Engineer ing staff will take over the root control program. The chemical used is non- toxic and approved by the Environment al Protection Agency for root control. It is also appr oved for use by the Silicon Valley Clean Water sewer treatment plant and does not impair the health of trees. The City plans to hire a contractor to conduct annual sewer root foaming to chemically control root growth within sewer pipelines. Sewer lines will be prioritized by sewer basin and number of root defects as identified by Closed Circuit Televisi on (CCTV) inspections, and by maintenance history , such as the number of blockages caused by roots. Chemical root contro l kills roots on contact inside pipe walls and the foam penetrates through wye connections to kill r oots in lateral lines. Trees and ot her above-ground vegetation are not harmed. Six months after root foaming, when the roots have decayed, the City will use a separate contractor to clean the sewer lines to knock off any decayed roots. The herbicidal treatment will prev ent root re-growth for two to three years, reduc ing or preventing sewer line blockages caused by roots.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
X
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
10.a
June 12, 2023
Packet Pg. 394
Sewer Fund - 0006 Citywide
Public Works Yes
Lou Duran Safety
Facilities 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
Approved Expenses 250,000 $ - $ - $ - $ - $ - $ - $ 250,000$ New request - - - - - - - - Total 250,000$ - $ - $ - $ - $ - $ - $ 250,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
250,000$ - $ - $ - $ - $ - $ - $ 250,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housin
g
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
Negligible impact.
Duration
Status
Programmed Funding
July 2021 through June 2022
New request
X
C2101: Generator Installation at Sewer Pump Stations
Description
This project will design transfer switches and permanent generators at three sewer pumps located throughout the city.
Justification
Sewer pumps stations do not have permanent gener ators and staff must transport the portabl e generators during a power outage. Installing permanent generators will reduce risks of Sanitary Sewer Overflows ( SSOs) during an emergency and free up staff time to address other emergencies. The project is consistent with the objectives in the City Council's Strategic Plan for public safety planning.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
10.a
June 12, 2023
Packet Pg. 395
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
Capitalized Project Non-Capitalized Project X
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
C2301: 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
10.a
June 12, 2023
Packet Pg. 396
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 Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project X
C2302: 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 ident ify 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:
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
10.a
June 12, 2023
Packet Pg. 397
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
Capitalized Project Non-Capitalized ProjectX
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
C2303: 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 s ewer 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
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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
Capitalized Project Non-Capitalized ProjectX
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
C2304: 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
10.a
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Packet Pg. 399
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 $ 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
Capitalized Project Non-Capitalized ProjectX
C2305: 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 repairs 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
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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
Total Project
Funding
FY 22-23 Adopted
Update
FY 23-24
Proposed
FY 24-25
Proposed
FY 25-26
Requested
Fund/
Project Project Name
FY 26-27
Requested
FY 27-28
Requested
C9416 Annual Street Resurfacing 9,350,000 2,783,004 9,350,000 7,500,000 7,500,000 7,500,000 8,000,000 8,500,000 48,350,000 C9416 Facility/Infrastructure Reserve (2,250,000) (2,250,000) (400,000) (2,850,000) (2,850,000) (2,850,000) - - (10,800,000) C9416 PG&E Settlement - - - - C9416
Transportation for Livable Communities
(TLC) Grant (374,278) (522,368) - (522,368) C9417 Annual Traffic Markings & Striping 300,000 50 300,000 300,000 300,000 300,000 300,000 300,000 1,800,000 C9465 Annual Sidewalk Repair/Reconstruction 138,750 232,508 138,750 300,000 180,000 180,000 180,000 180,000 1,158,750 C9465 Property Owners Contribution (40,000) (168,128) (40,000) (40,000) (40,000) (40,000) (40,000) (40,000) (240,000) C2201 375,000 - 375,000 (375,000) - - - - - Total Outside Funding (414,278) (690,497) (40,000) (40,000) (40,000) (40,000) (40,000) (40,000) (762,368) Total Capital 10,163,750 3,015,562 10,163,750 7,725,000 7,980,000 7,980,000 8,480,000 8,980,000 51,308,750 Total Transfers (Inter-project) (2,250,000) (2,250,000) (400,000) (2,850,000) (2,850,000) (2,850,000) - - (10,800,000) Total Gas Tax Fund 0016 7,499,472 75,066 9,723,750 4,835,000 5,090,000 5,090,000 8,440,000 8,940,000 39,746,382 Ending Fund Balance Gas Tax Fund 0016 5,049,804 5,863,304 6,403,604 7,029,304 3,889,404 227,704 Previously Approved/ongoing Projects
0016
Arroyo Avenue and Chestnut Street Safe Routes
to School Improvements and Paving
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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
Capitalized Project Non-Capitalized Project
Duration
C9416: Annual Street Resurfacing - AMENDED
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:
XX
Status
Programmed Funding
Continuous.
On-going.
Future Impact on Operating Budget
Current Strategic Plan Objective
Negligible impact.
10.a
June 12, 2023
Packet Pg. 403
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
Capitalized Project Non-Capitalized Project
C9417: Annual Traffic Markings & Striping - AMENDED
Description
Each year, the City re-paints traffic striping and installs new markings. This work is done in conjunction with the annual resurfacing project and/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 $700,000 is needed over the next five years.
Category:
Location:
Strate
gic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Master Plan; Legal Requirement or
Mandate; Safety; and Council's Strategic
Plan
Duration
Status
Programmed Funding
Continuous.
On-going.
X
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
10.a
June 12, 2023
Packet Pg. 404
Gas Tax Fund - 0016 Citywide
Public Works Yes
Vatsal Patel
Traffic & Transportation 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses 138,750$ 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 Financing 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
Capitalized Project Non-Capitalized Project
C9465: Annual Sidewalk Replacement/Reconstruction - AMENDED 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 seek s 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 th e 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 PlanDuration
Status
Programmed Funding
Continuous.
On-going.
X
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
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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
Total Project
Funding
FY 22-23 Adopted
Update
FY 23-24
Proposed
FY 24-25
Proposed
FY 25-26
Requested
Fund/
Project Project Name
FY 26-27
Requested
FY 27-28
Requested
Completed Projects
C1706 764,953 764,953 - - - - - - 764,953 C1715 100,000 19,893 - - - - - - 100,000 C1727 100,000 29,088 - - - - - - 100,000 C1745 60,000 60,000 - - - - - - 60,000 C1745 Technology Fee Reserve (60,000) (60,000) - - - - - - (60,000) C1747 110,100 47,278 - - - - - - 110,100 C1749 City Hall EOC Furniture & Equipment Updates 90,000 79,481 - - - - - - 90,000 C1749 Sheriff Trust Account (40,000) (40,000) - - - - - - (40,000) C1749 SLEF Fund (50,000) (50,000) - - - - - - (50,000) C1751 Alameda de las Pulgas Landslide Repair 412,847 412,847 - - - - - - 412,847 C1751 FEMA Program - - - - - - - - - C1802 200,000 200,000 - - - - - - 200,000 C1802 TDA Article 3 Grant (100,000) (100,000) - - - - - - (100,000) C1814 196,516 196,516 - - - - - - 196,516 C2001 440,944 440,944 - - - - - - 440,944 C2001 Parks & Recreation Foundation (215,000) (215,000) - - - - - - (215,000) C2002 125,000 119,817 - - - - - - 125,000 C2005 150,000 35,828 - - - - - - 150,000 C2005 Technology Fee Reserve (75,000) (75,000) - - - - - - (75,000) C2104 30,745 30,745 - - - - - - 30,745 C2104 Youth Sports Orgs (15,000) - - - - - - - (15,000) C2104 PR Foundation (25,000) (20,000) - - - - - - (25,000) C2109 56,200 - - - - - - - 56,200 C2112 35,000 - - - - - - - 35,000 Projects Nearing Completion
C1721 250,000 204,154 - - - - - - 250,000 Previously Approved/Ongoing/New Proposing Projects
Storm Drainage System
C9531 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 Belmont Creek Watershed Improvement 500,000 231,516 - - - - - - 500,000 C9828 Storm Channel Sediment Removal 868,982 1,018 150,000 150,000 500,000 500,000 500,000 500,000 3,018,982 C2108 500,000 - - - - - - - 500,000 Streets and Sidewalks
C1712 205,000 1,596 100,000 - - - - - 205,000 C1722 1,309,644 922,706 - - - - - - 1,309,644 Fire Station 13 Upgrade
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)
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
10.a
June 12, 2023
Packet Pg. 407
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/10/2023
Total Project
Funding
FY 22-23 Adopted
Update
FY 23-24
Proposed
FY 24-25
Proposed
FY 25-26
Requested
Fund/
Project Project Name
FY 26-27
Requested
FY 27-28
Requested
C1725 200,000 - - - - - - - 200,000 C1728 335,000 - 335,000 - - - - - 335,000 C1746 610,000 25,829 350,000 - - - - - 610,000 C1746 Transit Village (150,000) (150,000) - - - - - - (150,000) C1808 125,000 47,500 - - - - - - 125,000 C1811 150,000 12,034 - - - - - - 150,000 C2201 - - - 525,000 - - - - 525,000 C2203 631,980 347,489 631,980 - - - - - 631,980 C2212 400,000 - 400,000 - - - - - 400,000 C2213 - - - 500,000 500,000 500,000 - - 1,500,000 C2214 - - - 500,000 500,000 500,000 1,500,000 1,500,000 4,500,000 C1806 5,300,000 4,065,796 - - - - - - 5,300,000 C1806 Developer Donation (8,000) (8,000) - - - - - - (8,000) C1806 Measure A Bike/Ped (1,400,000) (1,000,000) (400,000) - - - - - (1,400,000) C1806 Traffic Mitigation Fee Reserve - - (1,000,000) - - - - (1,000,000) C2106 2,025,000 25,255 1,800,000 - - - - - 2,025,000 C2106 Traffic Mitigation Fee Reserve - - (500,000) (500,000) (1,000,000) - - (2,000,000) C2325 300,000 1,200,000 - - - 1,500,000 C2325 Traffic Mitigation Fee Reserve (150,000) (150,000) - - - (300,000) Traffic and Transit
C9461 Brittan Ave Widening at Industrial Road 846,000 349,083 - - - - - - 846,000 C9461 Traffic Mitigation Fee Reserve (300,000) - - - - - - - (300,000) C9838 Four Corners Traffic Improvements 250,000 128,603 - - - - - 2,000,000 2,250,000 C2007 350,000 28,449 - - - - - - 350,000 C2210 80,000 - 80,000 - - - - - 80,000 C1719 555,000 71,579 - - - - - - 555,000 C1744 123,500 22,288 30,000 - - - - - 123,500 C1803 1,100,000 - - - - - - - 1,100,000 C1803 Traffic Mitigation Fee Reserve (1,100,000) (1,100,000) - - - - - - (1,100,000) C1807 2,121,000 1,260,621 371,000 850,000 - - - - 2,971,000 C2219 35,000 35,000 - - - - - 35,000 Parks & Recreation
C1815 100,000 32,187 - - - - - - 100,000 C1818 2,337,565 1,605,254 2,137,565 - - - - - 2,337,565 C2102 350,000 - 300,000 - - - - - 350,000 C2204 350,000 - 350,000 (350,000) - - - - - C2306 450,000 - - - - 450,000 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)
Upgrade Pedestrian Signal Heads to Countdown
Pedestrian Signals
5KV Streetlight Conversion
ECR/Rail Corridor Tree Planting and Irrigation
Installation
GIS Sign Inventory
Repave Asphalt Walking Path at Highlands Park
Arroyo Avenue and Chestnut Street Safe Routes
to School Improvements and Paving
Burton and Harrington Park Maintenance
Traffic Signal System Analysis/Study
Madsen Scorebooth @ Burton Park
East Side Innovation District Zoning Code:
Transportation Demand Management Ordinance
Amendment
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
10.a
June 12, 2023
Packet Pg. 408
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/10/2023
Total Project
Funding
FY 22-23 Adopted
Update
FY 23-24
Proposed
FY 24-25
Proposed
FY 25-26
Requested
Fund/
Project Project Name
FY 26-27
Requested
FY 27-28
Requested
C2306 Parks & Recreation Foundation (25,000) - - - - (25,000) C2307 150,000 150,000 - - - 300,000 C2308 20,000 - - - - 20,000 C2308 Community Donation (20,000) (20,000) C2318 1,000,000 - - - - 1,000,000 C2319 1,500,000 - - - - 1,500,000 C2320 1,500,000 - - - - 1,500,000 C2321 1,000,000 - - - - 1,000,000 C2309 250,000 750,000 - - - 1,000,000 C2334 150,000 - - - - 150,000 C2335 180,000 - - - - 180,000 Planning
C1903 83,340 5,581 - - - - - - 83,340 C1903 Developer Contributions (83,340) (83,340) - - - - - - (83,340) C2105 1,000,000 218,701 - - - - - - 1,000,000 C2206 100,000 - 100,000 - - - - - 100,000 C2207 200,000 - 200,000 - - - - - 200,000 C2208 500,000 - 500,000 - - - - - 500,000 C2209 30,000 - 30,000 - - - - - 30,000 C2211 1,500,000 103,787 1,500,000 - - - - - 1,500,000 C2215 - - - - 3,500,000 - - - 3,500,000 C2215 Developer Contributions - - - - (3,500,000) - - - (3,500,000) C2311 250,000 - - - - 250,000 C2311 General Plan Update Reserve (250,000) (250,000) C2324 General Plan Open Space Element Update - 300,000 - - - 300,000 C2324 General Plan Update Reserve - (123,903) - - - (123,903) Facilities, Technology and Equipment
C9823 Fire Station 16 Replacement 12,400,000 1,076,102 - - - - - - 12,400,000 C9823 American Rescue Plan Act (ARPA) (7,050,659) (7,050,659) (3,610,447) - - - - - (7,050,659) C1711 130,775 44,278 - - - - - - 130,775 C1711
Tsf Fm Facility Infrastructure Improvement
Reserve (158,500) (158,500) - - - - - - (158,500) C1753 184,728 - - - - - - - 184,728 C1813 250,000 - - - - - - - 250,000 C1904 295,000 266,993 100,000 50,000 - - - - 345,000 C1904 Parking In-Lieu Fund - - (250,000) - - - - (250,000) C1904 Contributions - (18,000) - - - - - - - C1908 500,000 - - - - - - - 500,000 C2003 50,000 - - - - - - - 50,000 C2111 10,000 9,998 - - - - - - 10,000 C2202 1,350,000 739,753 1,350,000 - - - - - 1,350,000 Fire Stations Repair
Wheeler Plaza Garage Extra Lighting, Painting
and EV Stations
1201 San Carlos Ave Property Acquisition
Drone Unmanned Aerial Vehicle (UAV) Program
Transfer Switches for Portable Generators
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
Tree Replacement
Landslide Review and Inspection (Geotech
Engineer)
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
2nd Floor Library Remodel (Old Chamber Area
Suite 206)
10.a
June 12, 2023
Packet Pg. 409
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/10/2023
Total Project
Funding
FY 22-23 Adopted
Update
FY 23-24
Proposed
FY 24-25
Proposed
FY 25-26
Requested
Fund/
Project Project Name
FY 26-27
Requested
FY 27-28
Requested
C2205 550,000 265,625 550,000 - - - - - 550,000 C2217 100,000 12,500 100,000 - - - - - 100,000 C2218 500,000 - 500,000 - - - - - 500,000 C2218 Technology Fee Reserve (500,000) - (500,000) - - - - - (500,000) C2310 - - 200,000 - - 200,000 C2312 100,000 - - - - 100,000 C2313 - 150,000 - - - 150,000 C2314 180,000 - - - - 180,000 C2315 90,000 - - - - 90,000 C2317 100,000 - - - - 100,000 C2316 - 1,500,000 - - 1,500,000 C2322 235,000 - - - - 235,000 C2323 347,100 75,000 - - - 422,100 C2336 100,000 100,000 100,000 100,000 100,000 500,000 Others
C2110 40,000 - 40,000 - - - - - 40,000 C2115 305,095 54,412 - - - - - - 305,095 C2220 50,000 50,000 - - - - - 50,000 Total Outside Funding (9,136,999) (8,734,999) (4,010,447) (45,000) (3,500,000) - - - (12,681,999) Total Capital 45,972,036 15,244,416 12,140,545 11,727,100 10,225,000 2,800,000 3,100,000 5,100,000 78,924,136 Total Transfers (Inter-project) (2,193,500) (1,393,500) (500,000) (2,150,000) (773,903) (1,000,000) - - (6,117,403) Total General Capital Fund 0025 34,641,537 5,115,917 7,630,098 9,532,100 5,951,097 1,800,000 3,100,000 5,100,000 60,124,734 Ending Fund Balance General Capital Fund 0025 7,119,408 3,427,508 806,147 2,115,947 2,612,047 1,169,847 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
Greenhouse Gas In-Lieu Fee Study
EV Charging Stations in City Falility
2nd Floor Library Remodel (Phase II)
Permitting Software
City Facility Cameras
Website and Intranet Refreshment
Filing Cabinet System
Backup & Disaster Recovery
2nd Floor City Hall Remodel Design
10.a
June 12, 2023
Packet Pg. 410
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$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C9531: Storm Drain Improvements (3017 Brittan Ave, 1000 Drake Ct., 1005 Drake Ct., Eaton Park & Arguello Park ) - AMENDED
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 f or 3017 Brittan Avenue and 1000 Drake Court were overwhelmed from the stormwater runoff, dirt, and debris off the hillsides and open space, c ausing 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 $53 million in impro vement work to upsize existing storm infrastructure. Additional funding is needed to fund the recommended improvements, minimize impact and flooding, continue address storm drain deficiencies, erosion, and improve storm drain infrastructure throughout the city. After the recent 2022-23 storm, significant maintenance staff time was spent on clearing and repairing the damage. This project will reduce staff time and preventative maintenance cost.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
X
Master Plan; Safety; & Council's Strategic
PlanDuration
Status
Programmed Funding
Continuous.
Funding needs to be accumulated to implement and complete the prioritized improvement projects and continue to address deficiencies within the storm drain infrastructure throughout the city.
Current Strategic Plan Objective
Future Impact on Operating Budget
Future mpact on the operating budget is negligible.
10.a
June 12, 2023
Packet Pg. 411
General Fund Capital Project - 0025 Belmont Creek
Public Works Yes
Vatsal Patel Safety; Response to Nature or Emergency
Storm 5
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses 500,000$ 231,516$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 500,000$ 231,516$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000$ Fund Financing Sources
Resources ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
500,000$ 231,516$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000$ Child Care
X Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
Negligible impact.
Duration
Status
Programmed Funding
July 2023 through June 2024.
The County is currently leading the design effort.
X
C9806: Belmont Creek Watershed Improvement
Description
This project would construct an upstream detention facility in the City of Belmont to reduce downstream flooding from Belmont Creek. San Carlos is partnering with the City of Belmont and San Mateo County on this joint project.
Justification
Historically, during major storm events, Belmont Creek floods out of its channel into surrounding properties. A portion of the creek is the responsibility of the City of San Carlos. City staff will continue to work cooperatively with the City of Belmont, San Mateo County, and private property owners to study and develop the solutions to minimize flooding.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
10.a
June 12, 2023
Packet Pg. 412
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
Capitalized Project Non-Capitalized Project
C9828: Storm Channel Sediment Removal - AMENDED
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:
X
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.
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.
10.a
June 12, 2023
Packet Pg. 413
General Fund Capital Project - 0025 Citywide
Public Works No
Lou Duran Infrastructure Maintenance
Facilities 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
Approved Expenses 500,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 500,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
500,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Projec
t Non-Capitalized Project
Future Impact on Operating Budget
Negligible impact.
Duration
Status
Programmed Funding
July 2021 through June 2022
New request
X
C2108: Storm Water Motor Control Center and Pump Replacements Description
This project will evaluate and replace the existing motor control centers (MCC) and storm water pumps at the Holly Street/Old County and Brittan/Old County pump stations. The improvements will upgrade the MCCs and standardize the pump sizes to improve maintenance efficiency and provide easier pump replacement when a component fails.
Justification
The MCCs control the operation of the stations via the City's Supervisory Control and Data Acquisition (SCADA) system. The MCCs have reached the end of their useful lives so replacing them will provide more operational reliability. The pumps will also be evaluated and replaced with standardize sized pumps for maintenance efficiency and to minimize the pump parts inventory in the City's warehouse.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
10.a
June 12, 2023
Packet Pg. 414
General Fund Capital Project - 0025 24 Si gnalized Intersections Public Works Yes
Lou Duran / Vatsal Patel Safety
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 205,000$ 1,596$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 205,000$ New request ‐ ‐ ‐ ‐ $ ‐ ‐ ‐ ‐ Total 205,000$ 1,596$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 205,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
205,000$ 1,596$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 205,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown Insert photo here
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C1712: Illuminated Street Name Sign Replacement
Description
Replace existing, internally illuminated street name signs mounted on signal mast arms with two-sided retroreflective signs.
Justification
The City currently has 92 internally illuminated street name signs m ounted on mast arms attached to the traffic signal poles at 24 signalized intersections in San Carlos. These fixtures have reached the end of their service lives and are becoming maintenance intensive and costly.
Some signs do not light or have badly faded or cracked translucent panel s and worn mounting hardware. Replacing these illuminated signs with solid two-sided retroreflective signs will improve navigational visibility, eliminate the City's electrical use, and reduce the maintenance costs.
This budget request seeks to address the increase in costs, supplies, materials, and labor as a result of the pandemic. This will effect 24 signalized intersections or a total of 96 signs.
Category:
Location:
Strategic Plan
:
Priorities:
Priority Rating
:
Department:
Fund Number:
Project Manager:
Duration
Status
Programmed Funding
July 2022 to June 2023.
Construction anticipated late 2022 to early 2023.
X
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact. Will be included in annual maintenance costs once replaced.
10.a
June 12, 2023
Packet Pg. 415
General Fund Capital Project - 0025 San Carlos Avenue
Public Works Yes
Vatsal Patel
Street; and 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 1,309,644$ 922,706$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,309,644$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 1,309,644$ 922,706$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,309,644$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
1,309,644$ 922,706$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,309,644$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Insert photo here
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C1722: San Carlos Avenue Asphalt Pathway Replacement (ADLP to Cordilleras Ave) Description
During the Eucalyptus Tree Removal Project, the Council recommended reconstruction of the existing asphalt concrete pathway along the south side of San Carlos Avenue, between Alameda de las Pulgas and Co rdilleras Avenue. The asphalt c oncrete pathway has been damaged and raised by eucalytpus tree roots and creates a tripping hazard. All the eucalytpus trees have been removed and the pathway can be reconstructed and replaced with a concrete sidewalk, curb, and gutter in accordance with City standard details. The project will also include installation of high- visibility thermoplastic traffic striping and pavement markings, installation of green bike lanes, and roadway resurfacing.
Justification
Many residents have expressed concerns about the condition of the pedestrian pathway along San Carlos Avenue, between Cordilleras and the Alameda de las Pulgas, as a result of the roots from the eucalytpus trees. Safety has been identified as a Council priority and replacing with concrete sidewalk will: provide a safe and improved path of travel for pedestrians; provide additional connectivity to the downtown and transit center; reduce tripping hazards; and reduce the cost of maintenance and staff time; increase longevity; and, create a clear and visible separation between pedestrians and vehicles.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Master Plan; Legal Requirement and
Mandate; Safety; & Council's Strategic
Plan
Duration
Status
Programmed Funding
July 2023 - June 2024
On-going
X
Current Strategic Plan Objective
Future Impact on Operating Budget
Future Impact on the Operating Budget is negligible.
10.a
June 12, 2023
Packet Pg. 416
General Fund Capital Project - 0025 Various
Public Works Yes
Lou Duran / Vatsal Patel Safety
Traffic & Transportation 3
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 200,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 200,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 200,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 200,000$ Fund Financing Sources
Grant Funding
New request ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
200,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 200,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Insert photo here
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C1725: Upgrade Pedestrian Signal Heads to Countdown Pedestrian Signals Description
This project will fund the upgrade of pedestrian signal heads at signalized intersections to Countdown Pedestrian Signal (CPS) heads.
Justification
Countdown pedestrian signals (CPSs) are used to supplement traditional pedestrian signals with flashing numbers that count down the number of seconds remaining until the end of the pedestrian change interval. Studies of the effectiveness of CPSs have concluded that they provide pedestrians with more useful information that helps them to cross the street more safely. Additional funding is requested as the cost has increased and grant funding is no longer available.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Duration
Status
Programmed Funding
July 2021 to June 2022.
Design will start in summer of 2021.
X
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
10.a
June 12, 2023
Packet Pg. 417
General Fund Capital Project - 0025 Various locations
Public Works Yes
Lou Duran / Vatsal Patel Safety, Maintenance, Environment Street 3
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 335,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 335,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 335,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 335,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
335,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 335,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Insert photo here
Recreation Services
Capitalized Project Non-Capitalized Project
C1728: 5kv Streetlight Conversion
Description
Convert existing 5 kilovolt Regulated Output streetlights to LED.
Justification
The City currently has 56 streetlights that are powered by 5 kilovolt Regulated Output Circuits. These streetlights are outdated and replacement parts are no longer available to perform repairs when needed. Because of this, some of these streetlights have been out of service for many months; some for a year or more. Converting these to LED will eliminate maintenance issues and most importantly, restore street lighting to the areas where the lights are out of service to improve public safety.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Duration
Status
Programmed Funding
July 2022 to June 2023.
X
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
10.a
June 12, 2023
Packet Pg. 418
General Fund Capital Project - 0025 South of Arroyo Avenue to City Limits Public Works Yes
Grace Le Condition for Development, Climate
Environmental Sustainabilit
y 3
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 610,000$ 25,829$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 610,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 610,000$ 25,829$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 610,000$ Fund Financing Sources
Transfer from Transit
Village 150,000$ 150,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 150,000$ Total 150,000$ 150,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 150,000$ Total Capital Project
460,000$ (124,171)$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 460,000$ Child Care
X Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized ProjectX
Duration
Status
Programmed Funding
TBD
Conceptual design is complete. The next phase is to complete the final design.
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact. SamTrans to maintain the trees.
C1746: ECR/Rail Corridor Tree Planting and Irrigation Installation Description
Plant new street trees and install irrigation from Arroyo Avenue to the southern City limits where feasible. The conceptual design is complete and the tree locations are established. The next step is to prepare the design, including the construction details, tree selection, planting and irrigation design, and other amenities. The cost for the design is $110,000. The estimated construction cost is $500,000, of which, $150,000 was provided by the Transist Village towards the project. The $350,000 balance represents the additional funds needed to construct the project in FY 2022-23.
Justification
Per the Transit Village project conditions of approval, the developer provided $150,000 to the City towards the project landscaping and irrigation improvements. The intent is to continue the beautification o f the transit corridor south from the Transit Village and Transit Center to the southern City limits.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
10.a
June 12, 2023
Packet Pg. 419
General Fund Capital Project - 0025 Various
Public Works No
Lou Duran None
Technology 2
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses 125,000$ 47,500$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 125,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 125,000$ 47,500$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 125,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
125,000$ 47,500$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 125,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C1808: GIS Sign Inventory
Description
This project will enable all City-maintained signs, traffic signals, and pedestrian crosswalks to be GPS located. There are approximately 3,500 signs, 17 intersections, and 6 pedestrian crosswalks in San Carlos. All information collected will be in a digital map format that would integrate with the City's computerized maintenance management system.
Justification
An inventory of the City-maintained signs, crosswalks, and traffic signals would allow the Maintenance Department to track all installations, routine maintenance, and modifications. The inventory would be integrated into our computerized maintenance management system (CMMS) and a layer will be added to our City GIS maps. This will be important information for litigation purposes as it will show the condition, last service maintenance, and all hardware, including photographs. In addition, by having this information in our CMMS, the staff time required to survey signs that are in need of maintenance or replacement will be reduced. All information integrated will be used to schedule replacement or maintenance every 1 to 3 years.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Duration
Status
Programmed Funding
July 2019 through June 2022.
On-going.
X
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
10.a
June 12, 2023
Packet Pg. 420
General Fund Capital Project - 0025 Highlands Park
Parks & Recreation Yes
Vatsal Patel Cost of Deferred Maintenance, Safety
Parks 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 150,000$ 12,034$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 150,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 150,000$ 12,034$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 150,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
150,000$ 12,034$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 150,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Insert photo here
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized ProjectX
C1811: Repave Asphalt Walking Path at Highlands Park
Description
This project will fund repaving of the lower park entrance of Highlands Park on Coronado Street.
Justification
This project will repave the pathway at the lower park entrance to improve pedestrian safety. There are many cra cks, potholes, and root intrusions in the current pathway. The work will include the repair of potholes, root removal, and grading and repaving of the walkway. Because the pathway is used to implement the City's open space fire mitigation program, the pathway needs to be accessible and level to bring in necessary equipment. The current condition puts the City at risk for litigation.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
Duration
Status
Programmed Funding
July 2021 through June 2022.
Ongoing.
10.a
June 12, 2023
Packet Pg. 421
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
Capitalized Projec
t Non-Capitalized Project
C2201: Arroyo Ave and Chestnut St Safe Routes to School Improvements and Paving - AMENDED 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
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
X
Programmed Funding
July 2023 - June 2024
On-going
10.a
June 12, 2023
Packet Pg. 422
General Fund Capital Project - 0025 Hillcrest Road
Public Works Yes
Vatsal Patel
Street 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
Approved Expenses 631,980$ 347,489$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 631,980$ New request ‐ ‐ ‐ ‐ $ ‐ ‐ ‐ ‐ Total 631,980$ 347,489$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 631,980$ Fund Financing Sources
Revenue ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
631,980$ 347,489$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 631,980$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Projec
t Non-Capitalized ProjectX
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact. Will be added to our annual maintenance program once complete.
Duration
Status
Programmed Funding
July 2022 through June 2023
Design is complete. Construction is anticipated to begin Summer 2022.
C2203: 477 Hillcrest Wall Replacement
Description
The project will consist of constructing a shotcrete wall with soil nails, installing drainage, and grading.
Justification
The existing decorative wall along the properties of 447 Hillcrest Road partially failed due to heavy rains in early 2020. An evaluation and geotechnical report performed on the wall showed that other areas along the wall were beginning to fail and that the wall needs to be secured in order to prevent complete failure and hillside slough off onto Hillcrest Road.
Category:
Location:
Strategic Plan
:
Priorities:
Department:
Fund Number:
Project Manager: Safety
Priority Rating
:
10.a
June 12, 2023
Packet Pg. 423
General Find Capital Project - 0025 Industrial Road, Taylor to Holly Public Works Climate Change
Grace Le
Streetscape 3
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 400,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 400,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 400,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 400,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
400,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 400,000$ Child Care
X Climate Change Mitigation, Adaptation & Resilience
Downtown Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Duration
Status
Programmed Funding
July 2022 to July 2023
New Project
C2212: Tree Well Replacement on Industrial Road
Description
Expand 17 tree wells along Industrial Road, from Taylor Way to Holly Street, to accommodate new trees. The City will also construct a new irrigation system for the trees. $300,000 is for the modification of the tree wells and planting trees along Industrial Road and $100,000 is for installation of the new irrigation system.
Justification
Of the 17 trees planted in 2013, only two survived. Constricted tree wells, poor soil, and lack of a stable water source are likely causes. This project will beautify the corridor with newly planted trees in suitable tree wells, as well as contribute to cleaner air.
Category:
Location:
Strategic Plan:
Priorities:
Department:
Fund Number:
Project Manager:
Priority Rating:
Clean Air, Beautification
X
Current Strategic Plan Objective
Future Impact on Operating Budget
The operating cost increase will be minimal, estimated to be less than $500/month.
10.a
June 12, 2023
Packet Pg. 424
General Fund Capital Project - 0025
Public Works Yes
Grace Le
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 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total ‐$ ‐ $ 500,000$ 500,000$ 500,000$ ‐ $ ‐ $ 1,500,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
‐$ ‐ $ 500,000$ 500,000$ 500,000$ ‐ $ ‐ $ 1,500,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Insert photo here
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Pedestrian safety, increased mobility
Current Strategic Plan Objective
Future Impact on Operating Budget
Future Impact on the Operating Budget is negligible.
Duration
Status
Programmed Funding
July 2023 to July 2026
New Project
X
C2213: Intersection Pedestrian Improvements (Arroyo/Woodland, Olive/Elm) Description
Construct pedestrian improvements including curb extensions, high visibility crosswalk markings, and curb ramps in high priority intersections listed in the Bicycle Pedestrian Master Plan. This project will construct improvements at the intersections of Alameda De Las Pulgas and Howard Avenue, Olive Avenue and Elm Street, and Arroyo Avenue and Woodland Avenue. This budget requests includes costs for design and construction.
Justification
The Bicycle and Pedestrian Plan listed priority intersections for pedestrian improvements. These priority improvements align with the City Council's strategic goal to provide efficient, safe, and effective movement throughout the city.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Alameda/Howard, Olive/Elm,
Arroyo/Woodland
10.a
June 12, 2023
Packet Pg. 425
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
Capitalized Project Non-Capitalized Project
C2214: SRTS Intersection and Sidewalk Improvements (Tamarack, Belle, Elm, Arroyo, Belmont, Cedar, & St. Francis) - AMENDED 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:
X
Master Plan; Safety; Council's Strategic
Plan
Duration
Status
Programmed Funding
July 2023 - July 2026
On-going
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.
10.a
June 12, 2023
Packet Pg. 426
General Fund Capital Project - 0025 San Carlos Avenue
Public Works Yes
Vatsal Patel
Traffic & Transportation
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 5,300,000 $ 4,065,796 $ - $ - $ - $ - $ - $ 5,300,000$ New request - - - - - - - - Total 5,300,000$ 4,065,796 $ - $ - $ - $ - $ - $ 5,300,000$ Fund Financing Sources
Developer Donation 8,000 $ 8,000 $ - $ - $ - $ - $ - $ 8,000 $ Measure A Bike/Ped 1,400,000 $ 1,000,000 $ - $ - $ - $ - $ - $ 1,400,000$ Traffic Mitigation Fee Reserve - $ - $ 1,000,000$ 1,000,000$ Total 1,408,000$ 1,008,000 $ 1,000,000 $ - $ - $ - $ - $ 2,408,000$ Total Capital Project
3,892,000$ 3,057,796 $ (1,000,000) $ - $ - $ - $ - $ 2,892,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown Insert photo here
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized ProjectX
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
Duration
Status
Programmed Funding
September 2020 through June 2022.
Phase I-II are complete and Phase III design is underway.
C1806: San Carlos Avenue Pedestrian Safety Improvements Phase III Description
Phase III of the San Carlos Avenue Pedestrian Safety Improvements will include the installation of sidewalk, curb, and gutter along the north side of S an Carlos Avenue, between Wellington Drive and Beverly Drive. The improvements will al so include the installation of green infrastructure and/or landscaping, signage and striping, utility improvements, and intersection improvements.
Justification
The project aligns with the Council's goal of improving public safety along San Carlos Avenue. Staff completed Phases I and II of the project in FY 2019- 20, which included similar improve ments along San Carlos Avenue, betw een Wellington Drive and Sycamore Street. Phase III would improve the remaining section of San Carlos Avenue between Beverly Drive and We llington Drive that currently does not hav e sidewalk along the northside.
Additionally, the project would provide complete connectivity along the northside of San Carlos Avenue for pedestrians traveling from Dartmouth Av enue to downtown.
Category:
Location:
Strategic Plan:
Priorities:
Department:
Fund Number:
Project Manager: Master Plan, Council Approved, Safety, Grant Funded
10.a
June 12, 2023
Packet Pg. 427
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
Capitalized Project Non-Capitalized Project
C2106: Brittan Avenue Sidewalk Improvements (Between Rogers Ave & Sunset Drive) - AMENDED 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
Duration
Status
Programmed Funding
July 2023 - June 2025
On-going
X
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.
10.a
June 12, 2023
Packet Pg. 428
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
Capitalized Project Non-Capitalized ProjectX
C2325: 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
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
10.a
June 12, 2023
Packet Pg. 429
General Fund Capital Project - 0025 Brittan Avenue at Industrial Way Public Works Yes
Grace Le Master Plan, Safety
Traffic & Transportation 5
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 846,000$ 349,083$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 846,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 846,000$ 349,083$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 846,000$ Fund Financing Sources
Traffic Mitigation Fee
Reserve 300,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 300,000$ Total 300,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 300,000$ Total Capital Project
546,000$ 349,083$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 546,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Duration
Status
Programmed Funding
TBD.
Project pending right-of-way acquisition opportunity.
C9461: Brittan Avenue Widening at Industrial Road
Description
The project would improve the intersection of Industrial Road and Brittan Avenue by widening sections of both roadways near the intersection, adding a turning median on Brittan Avenue to the west of the intersection, adding a left turn lane on eastbound Brittan Avenue, and adding a second left turn lane on southbound and northbound Industrial Road. The Palo Alto Medical Foundation (PAMF) Environmental Impact Report (EIR) identified the need to widen Brittan Avenue at Industrial Road to address cumulative traffic congestion. This project was included in the Traffic Impact Fee Program. The project is mandated as a General Plan Environmental Impact Report mitigation measure. A portion of this project is funded by PAMF traffic mitigation fees.
Justification
The Palo Alto Medical Foundation (PAMF) Environmental Impact Report (EIR) identified the project as a measure needed to improve traffic at the Industrial Road/Brittan Avenue intersection.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
X
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
10.a
June 12, 2023
Packet Pg. 430
General Fund Capital Project - 0025
Public Works Yes
Grace Le Safety
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 250,000$ 128,603$ ‐ $ 2,000,000$ ‐ $ ‐ $ ‐ $ 2,250,000$ New request ‐ ‐ ‐ (2,000,000) ‐ ‐ 2,000,000 ‐ Total 250,000$ 128,603$ ‐ $ ‐ $ ‐ $ ‐ $ 2,000,000$ 2,250,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
250,000$ 128,603$ ‐ $ ‐ $ ‐ $ ‐ $ 2,000,000$ 2,250,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C9838: Four Corners Traffic Improvements
Description
The geographically named Four Corners Working Group was convened as a multi-jurisdictional committee to recommend solutions to various traffic concerns involving pedestrian, bicycle, and vehicular circulation issues through the Alameda de las Pulgas/San Carlos Avenue corridor in the vicinity of Carlmont High School and Tierra Linda Middle School. The working group includes staff and elected members of the Cities of Belmont and San Carlos, the Sequoia Union High School District, and the San Carlos School District. The preferred alternative from the Corridor Plan was approved by the respective agencies. Belmont and San Carlos entered into a Memorandum of Understanding to design the preferred alternative.
Justification
During the school year, the corridor is heavily congested in the area due to traffic accessing Carlmont High School, Immaculate Heart of Mary School, Charles Armstrong School, and Tierra Linda Middle School. In the AM peak hour, southbound queues on Alameda de las Pulgas, extending from Carlmont Drive to 500 feet east of Dartmouth Avenue, while northbound queues extend from Dartmouth Avenue to Carlmont Drive.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
San Carlos Avenue and Alameda de las
Pulgas
Duration
Status
Programmed Funding
July 2015 through June 2028. Construction anticipated at a later date as grant funding opprotunities are being pursued.
Design in progress.
X
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
10.a
June 12, 2023
Packet Pg. 431
General Fund Capital Project - 0025 Various
Public Works Yes
Vatsal Patel Safety, Plan-based
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 350,000$ 28,449$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 350,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 350,000$ 28,449$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 350,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
350,000$ 28,449$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 350,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Insert photo here
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
Negligible impact.
Duration
Status
Programmed Funding
September 2021 through June 2022.
Study will commence Fiscal Year 2021-22.
X
C2007: Traffic Signal System Analysis
Description
This project will analyze and inspect existing traffic signal systems and components to identify upgrades needed to the existing infrastructure; adopt and implement new technology; establish battery back-up for traffic signals, video detection systems, wireless communication and connectivity, bicycle detection, and inclusion to the Smart Corridor. Justification Traffic and Transportation has been identified as part of the Council's Strategic Plan. The project will identify and implement the use of new technology and infrastructure to enhance safety and mobility.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
10.a
June 12, 2023
Packet Pg. 432
General Fund Capital Project - 0025 Citywide
Community Development Yes
Lisa Porras
Community Enhancement 3
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 80,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 80,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 80,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 80,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
80,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 80,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Insert photo here
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Duration
Status
Programmed Funding
TBD
Staff recommends this project commence as soon as the funds are appropriated.
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible.
X
C2210: Zoning Code: Transportation Demand Management Ordinance Amendment Description
The East Side Innovation District Vision Plan ("Plan") was approved by the City Council in October 2022. The Plan contains 10 "Big Moves" for transformation in the district. The goal of Big Move #9 is to reduce congestion through coordinated transportation strategies, which calls for expanding SCMC 18.25 TDM ordinance to better calibrate City standards to the East Side District's needs and also to meet future regional requirements (C/CAG recently adopted new TDM requirements).
Justification
Staff estimates that this project would require at least $80,000 in consulting fees to develop. The actual costs could go up or down, depending upon the results of a future request for proposals and consultant selection. Big Move #9 is key implementation item within the Plan.
Category:
Location:
Strategic Plan:
Priorities:
Department:
Fund Number:
Project Manager:
Priority Rating:
East Side Innovation District
Implementation
10.a
June 12, 2023
Packet Pg. 433
General Fund Capital Project - 0025 Citywide
Community Development Yes
Cristian Padilla Previously Funded
Streets, Facilities 2
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses 555,000$ 71,549$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 555,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 555,000$ 71,549$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 555,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
555,000$ 71,549$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 555,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Insert photo here
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C1719: Citywide Wayfinding Program
Description
The Citywide Wayfinding Program was initiated to develop a consistent signage program for the City of San Carlos. Under Phase 1 of the program, the City engaged Hunt Design to develop a branded and coherent signage plan for the City that incorporated the following areas and elements:
• Gateway/monument elements
• Vehicular directional signage
• Pedestrian directional signage
• Parking directional signage
• Map kiosks
• District signage elements
• Historical areas signage
• Bicycle signage
• Banners and other environmental enhancement media
Design and construction drawings for these elements is now complete and the City has moved into Phase 2 or fabrication and installation. The City has hired a sign manufacturer to fabricate and install this signage throughout San Carlos. In January of 2023 the sign manufacturer experienced damage to their facilities as a result of winter storms, resulting in delays to sign fabrication. However, as of March 2023 production is expected to resume shortly.
Justification
This project will improve the flow of traffic throughout San Carlos while making the City a more inviting place to visit, live, and work. Additionally, the Council-adopted 2016-2019 Economic Development Plan under which this project began, included an initiative to develop a Citywide Wayfinding Program.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
X
Duration
Status
Programmed Funding
July 2016 to July 2023.
Continuing project.
Current Strategic Plan Objective
Future Impact on Operating Budget
Additional maintenance may be required if, as currently planned, signs are added in areas where none currently exist.
10.a
June 12, 2023
Packet Pg. 434
General Fund Capital Project - 0025 Torino and Winding Way Intersection Public Works Yes
Vatsal Patel Safety
Traffic & Transportation 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses 123,500$ 22,288$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 123,500$ New request ‐ ‐ ‐ ‐ $ ‐ ‐ ‐ ‐ Total 123,500$ 22,288$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 123,500$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
123,500$ 22,288$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 123,500$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Duration
Status
Programmed Funding
July 2022 to June 2023.
Design is complete. Construction anticipated be completed in late 2022.
C1744: Guardrail Installation at Torino/Winding Way Intersection Description
Install a guardrail on Torino Drive, at the intersection of Winding Way, as a safety improvement.
Justification
The resident at 7 Winding Way expressed concerns about an accident that occurred at the intersection of Winding Way and Torino Drive involving a large truck that could not stop on the steep downhill grade. Staff investigated the conditions and after evaluating warrants, staff recommends that a guardrail be installed along the edge of the roadway on Torino Drive in San Carlos. The City has informed the County that a guardrail should be installed on Winding Way since it is a County road with a shared right of way.
The additional request of $30,000 is needed based on current updated construction quotes.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
X
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
10.a
June 12, 2023
Packet Pg. 435
General Fund Capital Project - 0025 Alameda and Brittan Avenue Public Works Yes
Vatsal Patel Safety, TIF Funded
Traffic & Transportation 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses 1,100,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,100,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 1,100,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,100,000$ Fund Financing Sources
Traffic Mitigation Fee 1,100,000$ 1,100,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,100,000$ Total 1,100,000$ 1,100,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,100,000$ Total Capital Project
‐$ (1,100,000)$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Insert photo here
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C1803: Brittan Avenue and Alameda de las Pulgas Widening Project Description
This project will fund design and construction of the Alameda De Las Pulgas widening project to provide a separate northbound right turn lane on Alameda de las Pulgas, as well as a feasibility study of an additional, dedi cated left turn pocket to east and westbound Brittan Avenue at the existing signal.
Justification
As development proceeds within San Carlos, improvements to the transportation system will be needed to serve the increase in traffic volume.
This intersection was identified by Hexagon Transportation Consultants, Inc. as one of the "bottleneck" locations in the Traffic Impact Fee Plan for the City of San Carlos. This intersection is projected to operate at unacceptable Level of Service (LOS) D (V/C = 0.87) during the PM peak hour under cumulative conditions. To maintain operating levels within acceptable levels (mid-level LOS D or better) at the intersection of Alameda de las Pulgas and Brittan Avenue, the addition of a separate, northbound right turn lane is recommended. With implementation of this improvement, the intersection is projected to operate at LOS B under cumulative conditions. In 2016, Hexagon conducted a separate evaluation of signal operations at the intersection and determined the signal will operate more efficiently by converting the east and west approaches on Brittan Avenue from split phase control to protected left-turn control.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Duration
Status
Programmed Funding
TBD.
Project is pending right-of-way acquisition opportunity.
X
Current Strategic Plan Objective
Future Impact on Operating Budget
After implementation, the annual maintenance costs increase from what was originally budgeted will be negligible as this intersection is already maintained by the City.
10.a
June 12, 2023
Packet Pg. 436
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
Capitalized Project Non-Capitalized Project
Duration
Status
Programmed Funding
July 2023 - June 2024
On-going
C1807: Traffic Circle and Midblock Crossings (ADLP, Industrial, Crestview, and Morse) - AMENDED 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:
Master Plan; Safety; & Council's Strategic
Plan
X
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.
10.a
June 12, 2023
Packet Pg. 437
0025 Various Streets in Greater East San Carlos
Public Works Yes
Hanieh Houshmandi Council's Strategic Plan
Traffic & Transportation High
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 35,000 $ - $ - $ - $ - $ - $ - $ 35,000$ New request - - - - - - - - Total 35,000$ - $ - $ - $ - $ - $ - $ 35,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
35,000$ - $ - $ - $ - $ - $ - $ 35,000$ 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
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
Yes, we anticipate replacing 20% of the paddles at the total cost of $2000.
Duration
Status
Programmed Funding
The construction period is estimated at two weeks in June 2023. The project is on a pilot basis and will be evaluated within one year of installation for effectiveness June 2023 to June 2024.
New
X
C2219: Greater East San Carlos Neighborhood Slow Street Description
This project will install bollards, red curbs, and signage at eight intersections along Old County and Industrial Roads at McCue Avenue, Cherry, Montgomery, and Hall Streets in Greater East San Carlos to create soft closures as part of the Greater East San Carlos Slow Streets Pilot Program. In addition, high visibilty crosswalks at five intersections of Bayport Ave with McCue Ave, San Carlos Ave, Montgomery St, Cherry St, and Hall St will be installed
Justification
The soft closures are intended to limit cut through traffic in the neighborhood, slow vehicular speeds, and increase safety while not interfering wit h emergency access.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
10.a
June 12, 2023
Packet Pg. 438
General Fund Capital Project - 0025 Citywide
Parks & Recreation Yes
Amy Newby General Plan
Parks 3
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses 100,000$ 32,187$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 100,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 100,000$ 32,187$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 100,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
100,000$ 32,187$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 100,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C1815: City Tree Consultant
Description
This budget request is to: hire a consultant to help wit h identification of all City trees (in developed parks, downtown, and street medians); complet e GIS mapping of tree locations with ID numbers; prepare a certified ar borist assessment report for pruning and/or removal; and recommend a maintenance schedule.
Justification
Neither Public Works nor Parks & Recreation have a master inventory list of City-owned and maintained trees. The Parks Maintenance budget lacks funding for annual tree maintenance. Tree care is handled on a reactive bas is, and trees are pruned or removed as needed. This project will assist in establishing a tree maintenance program to properly track, prune, and maintain our trees.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
X
Duration
Status
Programmed Funding
July 2021 through December 2021.
In progress.
Current Strategic Plan Objective
Future Impact on Operating Budget
After completion of the tree study, there will be ongoing costs to the operat ing budget to implement the recommended tree trimming program. At this time, the costs are unknown.
10.a
June 12, 2023
Packet Pg. 439
Fund 0025 Burton and Hi ghlands Parks
Parks and Recreation Yes
Amy Newby Parks, Maintenance
Parks, Maintenance, Sustainability 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 2,337,565$ 1,605,254$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,337,565$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 2,337,565$ 1,605,254$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,337,565$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
2,337,565$ 1,605,254$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,337,565$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C1818: Installation of New Sports Field Lighting at Flanagan and Stadium Fields Description
This project is currently funded in the Fiscal Year 2022-23 budget and consists of new sports field lighting at Burton Park, Flanagan Field, and Highlands Park, Stadium Field.
Justification
Comments from the City Council at the 65% design review included adding lighting to the batting cages. Additional requested funds of $600,000 are needed to cover total project costs as determined in the 90% design cost estimate.
Category:
Location:
Strategic Plan
Priorities:
Priority Rating
Department:
Fund Number:
Project Manager:
X
Duration
Status
Programmed Funding
July 1, 2022-June 30, 2023
Existing
Current Strategic Plan Objective
Future Impact on Operating Budget
None.
10.a
June 12, 2023
Packet Pg. 440
General Fund Capital Project - 0025
Parks & Recreation No
Amy Newby
Parks, Environmental Sustainability
1 Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses 400,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 400,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 400,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 400,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
400,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 400,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C2102: Upgrade of Existing Tennis & Basketball Court Lighting Description
This project would update existing lighting at the tennis and basketball courts at Burton Park and tennis courts at Highlands Park with new LED lights adequate for night play. Requested funding will cover the cost for design consultants and replacement lighting fixtures. If approved, the project could be combined with the Field Lighting Project to save on design and construction costs.
Justification
The existing system at the Highlands Park tennis courts uses parking lot lights for night play and is too dim for the intended use. The City recently replaced all facility and sports field lighting at Burton and Highlands parks with LED lighting. To continue this effort, staff is recommending the outdoor court lighting also be replaced at Burton and Highlands parks as recommended in the Zero Energy Feasibility Report and the Parks Master Plan.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager: Cost of Deferred Maintenance, Master
Plan, Energy Savings
Burton Park & Highlands Park (3 courts)
XX
Duration
Status
Programmed Funding
July 2021 through June 2023
New project
Current Strategic Plan Objective
Future Impact on Operating Budget
After completion, the annual utility cost for the upgraded LED court lighting will decrease by approximately 70%.
10.a
June 12, 2023
Packet Pg. 441
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
Recreation Services
Capitalized Project Non-Capitalized Project
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
X
C2306: 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:
Current Strategic Plan Objective
10.a
June 12, 2023
Packet Pg. 442
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
Recreation Services
Capitalized Project Non-Capitalized Project
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.
X
C2307: 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:
Current Strategic Plan Objective
10.a
June 12, 2023
Packet Pg. 443
25 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
Recreation Services
Capitalized Project Non-Capitalized Project
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
X
C2308: 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:
Current Strategic Plan Objective
10.a
June 12, 2023
Packet Pg. 444
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
Capitalized Project Non-Capitalized Project
X
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
C2318: 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.
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 impact and damage the residenc es 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 during every winter season with tarpaulin, sandbags, and other protective measures.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
10.a
June 12, 2023
Packet Pg. 445
25 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
Capitalized Project Non-Capitalized Project
X
C2319: 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 mai ntenance 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
10.a
June 12, 2023
Packet Pg. 446
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 - - 1,500,000 - - - - 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
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
Future impact on the operating budget is negligible.
Duration
Status
Programmed Funding
July 2023 - June 2024
New request
X
C2320: 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 hy droseeding 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 t rail; and improve drainage to reduce the amount of runoff, dirt, and debris th at enters adjacent properties. Mitigation measures will reduce annual prevent ative 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:
Current Strategic Plan Objective
10.a
June 12, 2023
Packet Pg. 447
25 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
Capitalized Project Non-Capitalized Project
C2321: 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 m obilize 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.
Justification
This project is consistent with the Council's priorities of safety and storm drainage. Mitigation measures are needed to: prevent further or future e rosion of the hillside; eliminate or r educe impact and damage the res idences adjacent to the hillside; provide a safe path of travel for pedestrians using the trail below the hillside; and improve drainage. Mitigation measur es will also reduce annual preventative maintenance costs and staff time needed to secur e the hillside with tarpaulin, sandbags, and other protective measures during every winter season.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Duration
Status
Programmed Funding
July 2023 - June 2024
New request
X
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.
10.a
June 12, 2023
Packet Pg. 448
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
Capitalized Project Non-Capitalized Project
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
X
C2309: 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
10.a
June 12, 2023
Packet Pg. 449
25 Developed Parks
Parks and Recreation No
Lou Duran 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 - - 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 Resiliency
Downtown
Housing
Mobility, Traffic and Transportation Infrastructure Insert photo here Northeast Specific Plan
Recreation Opportunities
Capitalized Projec
t X Non-Capitalized Project
C2334: Tree Replacement in Developed Parks - NEW
Description
This is for a citywide tree replacement project to replace trees in developed parks, including but not limited to, Highlands Park, Burton Park, Cedar Park, Neighborhood Park, as well as some trees along the island medians on El Camino Real. The City experienced a significant number of fallen trees in the last several months due to winter storms. This project is to purchase mature trees, as well as plant and provide irrigation as necessary, in order for the trees to be well established for successful growth and health.
Justification
Due to extensive regional and state drought conditions subsequently followed by record-setting rainfall that occurred during the 2022-2023 winter season, the City of San Carlos has lost many mature trees in developed parks. With this project, staff proposes to replace most of the fallen trees, and will install temporary irrigation, as needed, in order to fully establish the trees for successful growth.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
Future Impact on Operating Budget
There are minor costs associated with planting new trees including irrigation.
Duration
Status
Programmed Funding
July 1, 2023 - June 30, 2024
New, one-time project covered over one fiscal year.
10.a
June 12, 2023
Packet Pg. 450
25 Citywide
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 - - 180,000 - - - - 180,000 Total -$ - $ 180,000$ - $ - $ - $ - $ 180,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 180,000$ - $ - $ - $ - $ 180,000$ Child Care Which strategic objectives apply
X Climate Change Mitigation, Adaptation & Resilience to this project? (check boxes to left) Downtown
Housing Insert photo here
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
Future impact on the operating budget is negligible.
Duration
Status
Programmed Funding
July 2023 - June 2024
New request
X
C2335: Geotechnical Evaluation for Landslide Repair - NEW Description
During the 2022-2023 winter storms, hillsides in several open space parks and along City roads slipped and eroded due to oversaturated soil. This further caused soil and debris to mobilize down the slope. The failures were temporarily protected and secured to prevent further erosion of the soil during the remainder of the wet season. These failures now need repair with permanent mitigation measures that consist of grading, construction of a keyway, drainage improvements, and hydroseeding to secure and stabilize the slope.
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 hillsides; eliminate or reduce the impact and damage to the residences adjacent to the hillside; provide a safe path of travel for pedestrians; restabilize the trails and roads; and, improve drainage to reduce the amount of runoff, dirt, and debris that enters adjacent propertie s.
This project will assess the structural support of the soil and develop mitigation measures to reduce the recurrence of landslides. With the mitigati on measures in place, the annual preventative maintenance costs and staff time needed to secure the hillsides with with tarpaulin, sandbags, and other Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
10.a
June 12, 2023
Packet Pg. 451
General Fund Capital Project - 0025 East San Carlos
Community Development Yes
Al Savay Development Agreement, Climate
Community Enhancement 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 83,340 $ 5,581 $ - $ - $ - $ - $ - $ 83,340$ New request - - - - - - - - Total 83,340$ 5,581 $ - $ - $ - $ - $ - $ 83,340$ Fund Financing Sources
Revenue 83,340 $ 83,340 $ - $ - $ - $ - $ - $ 83,340$ Total 83,340$ 83,340 $ - $ - $ - $ - $ - $ 83,340$ Total Capital Project
-$ (77,759)$ - $ - $ - $ - $ - $ - $ Child Care
X Climate Change Mitigation, Adaptation & Resilience
Downtown Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Projec
t Non-Capitalized Project
C1903: GESC Tree/Neighborhood Improvement
Description
Prometheus, the Developer of the Transit Village Project along El Camino Real, has agreed to fund the establishment of a Street Tree/Neighborhood Improvement Fund for the area east of Old County Road to Industrial Road and extending north from Hall Street to Northwood Drive. The Developer shall provide a total of $83,339.50 to the fund with an initial deposit of $25,000. These funds will be managed by the City. Representatives of the neighborhood, who will be responsible for the maintenance of street trees and trees planted on private property in accordance with the City’s requirements in the San Carlos Municipal Code, shall determine where the trees will be planted and/or how funds should be used for other neighborhood improvement purposes. Requests for payment reimbursement by individuals planting trees in the public right of way or on private property must include receipts and a summary explanation of the tree planting to the City's Planning Division prior to reimbursement from the fund.
There are delays in planting trees on the berm due to coordination with the Caltrain Electrification Project and the drought.
Justification
The Street Tree/Neighborhood Improvement Fund for the East San Carlos neighborhood was established as a condition of approval for the Transit Village development project. The Developer, Prometheus, is contributing all of the funds necessary.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
X
Duration
Status
Programmed Funding
1-2 years.
Delayed to accommodate Caltrain Electrification and drought concerns.
Current Strategic Plan
Future Impact on Operating Budget
Negligible.
10.a
June 12, 2023
Packet Pg. 452
General Fund Capital Project - 0025 Downtown Planning Initiative Community Development Yes
Lisa Porras Downtown Goal
Community Enhancement 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses 1,000,000$ 218,701$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,000,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 1,000,000$ 218,701$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,000,000$ Fund Financing Sources
Revenue ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
1,000,000$ 218,701$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,000,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
X Downtown Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructur
e
Northeast Area Specific Plan
Recreation Services
Capitalized Projec
t Non-Capitalized Project
Future Impact on Operating Budget
Negligible.
Duration
Status
Programmed Funding
It is expected that this project will take 24 months to complete.
Following consultant selection, project kickoff would commence during the first quarter of 2022 and be completed by March 2024.
X
C2105: Downtown Planning Initiative
Description
As part of the 2021 Strategic Plan, the City Council directed staff to prepare a plan to 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 the downtown meets the needs of the community and businesses now and into the future. This initiative includes creating a framework and informing the community; determining staff resources and budget needed to develop a plan; and finally developing a scope of work to create a downtown plan. Considerations include land use, urban design, infrastructure, street functions/operations, building design and massing, pubic realm and events, traffic/circulation, including multiple modalities for travel, walkability, dining, parklets, and plazas, housing, maintenan ce, City governance, the potential for a business improvement district, and partnership with the Chamber of Commerce.
Justification
The adopted City Council 2021 Strategic Plan directs staff to request funding for the Downtown Strategic Goal by June 30, 2021. Based on a understanding of the project components outlined above, staff is estimating that this project will require at least $1,000,000 in consulting costs t o develop. The actual costs could go up or down, depending upon the results of a future request for proposals and consultant selection. Staff is requesting appropriation of funds at this time, as the project is expected to commence in early 2022. Any unused funds would go back to the General Fund.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan
10.a
June 12, 2023
Packet Pg. 453
General Fund Capital Project - 0025 East Side Innovation District Community Development Yes
Lisa Porras
Community Enhancement
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses 100,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 100,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 100,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 100,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
100,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 100,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Description
The East Side Innovation District Vision Plan ("Plan") was approved by the City Council in October 2022. The Plan contains 10 "Big Moves" for transformation in the district. Big Move #10 is to develop and adopt a shared district parking strategy, which includes refining parking requirements and developing a "park-once" strategy. The goal is to develop and define district parking requirements that address the range of existing and future users in the district.
Duration
Status
Programmed Funding
TBD
Staff recommends this project commence as soon as the funds are appropriated.
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible.
Justification
Staff is estimating that this project would require at least $100,000 in consulting fees. The actual costs could go up or down, depending on the results of a future request for proposals and consultant selection. A shared district parking strategy is a key implementation item within the East Side Innovation District Vision Plan.
X
C2206: East Side Innovation District Parking Strategy
6Category:
East Side Innovation District
Implementation
Location:
Strategic Plan:
Priorities:
Department:
Fund Number:
Project Manager:
Priority Rating:
10.a
June 12, 2023
Packet Pg. 454
General Fund Capital Project - 0025 East Side Innovation District Community Development & Public Works Yes
Lisa Porras
Community Enhancement 2
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses 200,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 200,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 200,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 200,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
200,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 200,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
The East Side Innovation District Vision Pla n ("Plan") was approved by the City Council in October 2022. The Plan contains 10 "Big Moves" for transformation in the district. Big Move #1 is to convert Industrial Road into a functional green boulevard that pr ovides a distinct identity, create sa sense of place, and weaves nature into the district. To achieve this, t he Plan's streetscape proposals for Industrial Road and other streets in the district will be used to develop street specif ications to implement discovery paths, non-vehi cular connections, and street standards. Street furn iture, directional signage, landscaping, stormwater, street trees and other element s noted in the East Side Innovation District Vision Plan will also be incorporated. Duration
Status
Programmed Funding
This project could take one year or less, depending on the finalized scope of work.
Staff recommends this project commence as soon as the funds are appropriated.
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible.
Justification
Staff estimates that this project would require at least $200,000 in consulting fees to develop. The actual costs could go up or down, depending upon the results of a future request for propos als and consultant selection. This project is a key i mplementation item within the East Side Innovation District Vision Plan.
X
Fund Number:
Project Manager:
Priority Rating:
C2207: East Side Innovation District Master Streetscape Plan Description
Category:
Location:
East Side Innovation District
Implementation
Strategic Plan:
Priorities:
Department:
10.a
June 12, 2023
Packet Pg. 455
General Fund Capital Project - 0025 Pulgas Creek Watershed Community Development & Public Works Yes
Lisa Porras
Community Enhancement 4
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses 500,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 500,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
500,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C2208: Pulgas Creek Watershed Study
Description
The East Side Innovation District Vision Plan ("Plan") was approved by the City Council in October 2022. The Plan contains 10 "Big Moves" for transformation in the district. The goal of Big Move #3 is to promote environmental stewardship, which includes establishing Pulgas Creek as a vital and accessible community open space and trail with improved stormwater and flood management strategies. To implement this vision, preparation of a watershed management plan is necessary in order to study the entire watershed and develop improvement recommendations in the district, and along Pulgas Creek, specifically.
Justification
Staff estimates that this project would require at least $500,000 in consulting costs to develop. The actual costs could go up or down, depending upon the results of a future request for proposals and consultant selection. Big Move #3 is a key implementation item within the Plan.
Category:
Location:
Strategic Plan:
Priorities:
Department:
Fund Number:
Project Manager:
Priority Rating:
East Side Innovation District
Implementation
Duration
Status
Programmed Funding
TBD
Staff recommends this project commence as soon as the funds are appropriated.
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible.
X
10.a
June 12, 2023
Packet Pg. 456
General Fund Capital Project - 0025 Pulgas Creek Watershed Community Development Yes
Lisa Porras
Community Enhancement 5
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses 30,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 30,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 30,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 30,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
30,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 30,000$ Child Care
X Climate Change Mitigation, Adaptation & Resilience
Downtown Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Department:
Fund Number:
Project Manager:
C2209: Zoning Code: Stream Development and Maintenance Overlay District Amendment Description
Category:
Location:
East Side Innovation District
Implementation
Priority Rating:
Strategic Plan:
Priorities:
The East Side Innovation District Vision Plan ("Plan") was approved by the City Council in October 2022. The Plan contains 10 "Big Moves" for transformation in the district. The goal of Big Move #3 is to promote environmental stewardship, which includes amending San Carlos' Stream Development and Maintenance Overlay District to increase the required setbacks and landscaping provisions from the existing creek top of bank to improve stormwater detention capacity and help address flooding issues.
Duration
Status
Programmed Funding
TBD
Staff recommends this project commence as soon as the funds are appropriated.
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible.
Justification
Staff estimates that this project will require at least $30,000 in consulting fees to develop. The actual costs could go up or down, depending upon the results of a future request for proposals and consultant selection. Big Move #3 is a key implementation item within the East Side Innovation District Vision Plan.
X
10.a
June 12, 2023
Packet Pg. 457
General Fund Capital Project - 0025 Northeast Area
Community Development No
Lisa Porras
Community Enhancement 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses 1,500,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,500,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total 1,500,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,500,000$ Fund Financing Sources
‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total ‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Total Capital Project
1,500,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,500,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructure
X Northeast Area Specific Plan
Recreation Services
Capitalized Projec
t Non-Capitalized Project
Fund Number:
Project Manager:
Priority Rating:
C2211: Northeast Area Specific Plan
Description
Category:
Location:
Strategic Plan
Strategic Plan:
Priorities:
Department:
As part of the 2022 Strategic Plan, the City Council directed staff to prepare a specific plan for the Northeast Area in anticipation of new development proposals. In addition to extensive community outreach, this work would require hiring professional consultants to assist staff.
Considerations include land use, urban design, infrastructure (sewer, water, etc.), street functions/operations, building design and massing, p ublic realm, and traffic/circulation, including multiple modalities for travel, walkability, housing, and districtwide maintenance.
Duration
Status
Programmed Funding
It is expected that this project will take 24 months to complete.
Following consultant selection, project kickoff would commence during the first quarter of 2023 (Jan - March 2023), and be completed in March 2025.
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible.
Justification
Based on an understanding of the project components outlined above, staff is estimating that this project would require at least $1,500,000 in consulting costs to develop. The actual costs could go up or down, depending upon the results of a future request for proposals and consultant selection. Staff is requesting appropriation of funds at this time, as the project is expected to commence in 2023. Any unused funds would go back to the General Capital Fund 25.
X
10.a
June 12, 2023
Packet Pg. 458
General Fund Capital Project - 0025 Laurel Street and San Carlos Avenue Public Works Downtown
Vatsal Patel Beautification
Streetscape 3
Appropriations
Total Approved
Budget Total Spent
Proposed
2023‐24
Proposed
2024‐25
Requested
2025‐26
Requested
2026‐27
Requested
2027‐28
Total Project
Funding
Expenses ‐ $ ‐ $ ‐ $ 3,500,000$ ‐ $ ‐ $ ‐ $ 3,500,000$ New request ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total ‐$ ‐ $ ‐ $ 3,500,000$ ‐ $ ‐ $ ‐ $ 3,500,000$ Fund Financing Sources
Developer Contribution ‐ $ ‐ $ ‐ $ 3,500,000$ ‐ $ ‐ $ ‐ $ 3,500,000$ Total ‐$ ‐ $ ‐ $ 3,500,000$ ‐ $ ‐ $ ‐ $ 3,500,000$ Total Capital Project
‐$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ Child Care
Climate Change Mitigation, Adaptation & Resilience
X Downtown Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Projec
t Non-Capitalized Project
C2215: Downtown Renovation Plan Implementation - AMENDED Description
This project is for the conceptual planning, design, and construction of various improvements downtown. Improvements may include decorative street and sidewalk improvements, street and pedestrian scale lighting, upgrade and installation of street landscaping, art features, dedicated parking for ride share and food delivery service, bike share, and movable hydraulic street bollard installations.
Justification
This project aligns with City Council's strategic goal Downtown to ensure that the improvements meet the needs of the community and businesses now and into the future.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
X
Duration
Status
Programmed Funding
On-going
New Project
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on operating budget is to be determined once the improvements are authorized by Council.
10.a
June 12, 2023
Packet Pg. 459
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
Capitalized Project Non-Capitalized Project
C2311: 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:
Duration
Status
Programmed Funding
One Year (12 months)
New Project.
X
Current Strategic Plan Objective
Future Impact on Operating Budget
There are no ongoing maintenance or other costs associated with this project following completion.
10.a
June 12, 2023
Packet Pg. 460
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
Capitalized Project Non-Capitalized Project
C2324: 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.