OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 637,000 815,659 670,400 798,400 690,500 801,300
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 ----> 637,000 815,659 670,400 798,400 690,500 801,300 GENERAL FUND NET EXPENSE (REVENUE) ----> 154,500 41,659 163,500 122,000 172,840 138,840 PERSONAL AND FAMILY DEVELOPMENT (01721000)
BUDGET SUMMARY
9.e
June 10, 2024
Packet Pg. 726
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 • Design, manage, and promote a wide variety of City-operated Community Events • Partner with outside agencies for event sponsorships and support • Research and obtain necessary permits and licenses for public Community Events • Showcase the unique family-friendly and community-oriented lifestyle in San Carlos, highlighting our vibrant downtown
• Facilitate and approve all non-profit Special Event permits, including youth sporting tournaments, school fun runs, community car show and neighborhood block parties
FY 2023-24
Accomplishments
• Successfully implemented 30 Community Events with a total estimated attendance of over 86,000
• Increased event sponsorship revenue by over 15%
• Created a second, dog-themed Block Party event downtown • Grew list of registered City volunteers to over 740, a 270% increase • Communicated directly with community service groups to increase morale and steward long term volunteer relationships
• Worked with Senior Sustainability Analyst to reduce environmental impact and waste generated during events
• Collaborated with Economic Development Coordinator and Chamber San Mateo County to create a new holiday downtown event as part of the City's "Shop Local" initiatives
FY 2024-25 Goals • Improve relationships with downtown businesses through additional communication and event partnerships
• Revamp the downtown summer Block Party and Harringtunes concert series by hosting fun local bands and family activities at Harrington Park • Continue planning efforts and kick-off the City’s Centennial year
Special Community
Events
Objective
Special Community Events provide opportunities for residents and visitors to attend City-sponsored events, including the Art & Wine Faire, Music in the Park, Hometown Days, Goblin Walk and Night of Holiday Lights. Parks & Recreation also partners with businesses, families, and non-profit community organizations to facilitate Special Event Permits such as the Farmer’s Market, Sports Tournaments, and neighborhood block parties.
By measuring the following data, staff can determine whether 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
Actuals
FY 2024
Projected
FY 2025
Proposed
# of Special Events sponsored or co-sponsored by
Parks & Recreation 24 30 30 30
% of department program budget recovered through
special community events 22% 41% 28% 42%
$ of revenues generated from community sponsors N/A $87,000 $100,000 $105,000 # of non-City sponsored special event permits issued 23 27 28 28 # of block party permits issued 27 21 23 25
9.e
June 10, 2024
Packet Pg. 727
EXPENDITURES SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
SALARIES 301,400 248,515 314,600 314,600 324,000 324,000 BENEFITS 128,300 95,814 134,600 132,800 141,100 137,200
PERSONNEL TOTAL ----> 429,700 344,329 449,200 447,400 465,100 461,200
UTILITIES - - - - - - OFFICE ADMINISTRATIVE 273,450 287,844 303,248 294,048 341,700 325,300 PROFESSIONAL SERVICES 203,350 197,644 211,000 197,300 217,375 213,075
UNIFORMS & SAFETY EQUIPMENT - - - - - - PROFESSIONAL DEVELOPMENT - 150 - - - - COMMUNITY RELATIONS 52,300 30,147 84,400 84,400 86,900 91,900 INSURANCE 27,600 22,983 28,700 28,700 29,600 29,600
VEHICLE USAGE - - - - - - EQUIPMENT MAINTENANCE 300 - 300 300 300 300
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 557,000 538,768 627,648 604,748 675,875 660,175
CAPITAL OUTLAY - - - - - - CAPITAL OUTLAY TOTAL ----> - - - - - - EXPENDITURES TOTAL ----> 986,700 883,097 1,076,848 1,052,148 1,140,975 1,121,375
TRANSFERS OUT - - - - - - ALLOCATIONS OUT FOR WORKERS COMP 200 200 10,900 10,900 11,200 11,200 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 200 200 2,600 2,600 2,700 2,700
TRANSFER OUT TOTAL ----> 400 400 13,500 13,500 13,900 13,900 EXPENDITURES & TRANSFERS TOTAL ----> 987,100 883,497 1,090,348 1,065,648 1,154,875 1,135,275 REVENUE SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
BUSINESS REGISTRATION - - - - - - CHARGES FOR CURRENT SERVICES 235,000 241,976 310,400 208,500 319,750 273,950
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - - OTHER REVENUE 145,000 120,436 165,800 88,600 170,400 197,200
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 380,000 362,412 476,200 297,100 490,150 471,150
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 ----> 380,000 362,412 476,200 297,100 490,150 471,150 GENERAL FUND NET EXPENSE (REVENUE) ----> 607,100 521,084 614,148 768,548 664,725 664,125 SPECIAL COMMUNITY EVENTS (01791000)
BUDGET SUMMARY
9.e
June 10, 2024
Packet Pg. 728
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)
9.e
June 10, 2024
Packet Pg. 729
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 730
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 six 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.
9.e
June 10, 2024
Packet Pg. 731
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 2023-24
Accomplishments
• Traffic Safety Grant Funding. Secured $207,400 in grant funding from the California Office of Traffic Safety (OTS). The funding will support several innovative traffic enforcement operations, the purchase of traffic safety equipment, and City of San Carlos traffic-related educational campaigns
• Anonymous Gun Buy Back Event. Hosted and organized two Anonymous Gun Buy Back events, where individuals relinquished firearms, with no questions asked, and received compensation in return.
• 487 firearms were collected in total at both events (the total included 14 assault weapons and 6 “ghost” guns)
• DUI Sobriety Checkpoints. Conducted two DUI Sobriety Checkpoints where 1945 vehicles were screened in San Carlos. The purpose of the checkpoints is to promote public safety, serve as a deterrent to potentially impaired drivers, and educate the public on the dangers of driving impaired
• FLOCK Safety. Upgraded the License Plate Readers (LPRs) throughout the City of San Carlos with an enhanced safety platform that includes vehicle FingerprintTM technology and real-time alerts that improve operational efficiency and provide actionable evidence
• Traffic Enforcement Operations. Enforced traffic laws to reduce traffic collisions and the resulting injuries and prioritized educating the community on the dangers of speeding, driving impaired, and bicycle and pedestrian safety • Created and distributed the 3-Foot Rule Violation Guide to the Sheriff’s Office • Participated in the Countywide Saturation Traffic Enforcement Program (S.T.E.P)
• Conducted 2 Pedestrian Safety Operations
• Participated in the Internal STEP Program - targeted enforcement operations related to primary collision factors
FY 2024-25 Goals • Improve community participation in traffic safety through education • Maintain a robust sobriety checkpoint and DUI saturation programs • Foster a welcoming workplace through diversity, equity, and inclusion • Enhance relationships with local businesses to reduce organized retail theft • Continue to improve service to the residents of San Carlos
9.e
June 10, 2024
Packet Pg. 732
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
Actuals
FY 2024
Projected
FY 2025
Proposed
# of calls for service 12,236 12,312 12,619 12,590
# of priority 1 calls 123 114 113 108
# of non-emergency calls 12,113 12,198 12,563 12,511
# of reports taken 1,998 1,998 2,063 2,057
# of traffic citations issued 3,805 4,296 4,637 4,904
# of arrests made 595 673 577 544
# of directed patrol activities completed 1,031 707 1,571 1,500 % of emergency calls responded to under 5 minutes 69% 72% 71% 75% % 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
Actuals
FY 2024
Projected
FY 2025
Proposed
% of violent crimes cleared 70% 72% 74% 77%
% of property crimes cleared 10% 14% 13% 13%
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
Actuals
FY 2024
Projected
FY 2025
Proposed
# of parking citations issued 5,033 5,601 4,277 3,789
# of warnings issued 279 363 450 437
% change in accidents reported year over year 27% increase compared to
FY 2021
6% decrease
compared to
FY 2022
1% increase
compared to
FY 2023
1% increase
compared to
FY 2024
9.e
June 10, 2024
Packet Pg. 733
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
Actuals
FY 2024
Projected
FY 2025
Proposed
# of abandoned vehicles marked 411 386 253 270
# of marked vehicles moved 388 370 243 250
# of marked vehicles towed 23 16 10 10
% of abandoned vehicles abated 100% 100% 100% 100%
9.e
June 10, 2024
Packet Pg. 734
EXPENDITURES SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
SALARIES - - - - - - BENEFITS 2,206,100 2,212,545 1,470,100 1,470,100 1,668,600 1,697,500 PERSONNEL TOTAL ----> 2,206,100 2,212,545 1,470,100 1,470,100 1,668,600 1,697,500
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - - PROFESSIONAL SERVICES 9,853,600 8,962,582 11,367,300 11,108,400 12,357,970 11,885,170
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - - EQUIPMENT MAINTENANCE 51,900 77,639 54,000 54,000 55,600 55,600
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 9,905,500 9,040,220 11,421,300 11,162,400 12,413,570 11,940,770
CAPITAL OUTLAY - - - - - - CAPITAL OUTLAY TOTAL ----> - - - - - - EXPENDITURES TOTAL ----> 12,111,600 11,252,766 12,891,400 12,632,500 14,082,170 13,638,270
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - - TRANSFER OUT TOTAL ----> - - - - - - EXPENDITURES & TRANSFERS TOTAL ----> 12,111,600 11,252,766 12,891,400 12,632,500 14,082,170 13,638,270 REVENUE SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
BUSINESS REGISTRATION - - - - - - CHARGES FOR CURRENT SERVICES 47,000 46,434 48,900 48,900 50,400 50,400 FINES & FORFEITURES 304,600 195,788 316,800 316,800 326,400 326,400
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - - OTHER REVENUE 11,500 35,238 1,000 1,000 1,000 1,000
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 363,100 277,460 366,700 366,700 377,800 377,800
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 ----> 363,100 277,460 366,700 366,700 377,800 377,800 GENERAL FUND NET EXPENSE (REVENUE) ----> 11,748,500 10,975,305 12,524,700 12,265,800 13,704,370 13,260,470
POLICE SERVICES
BUDGET SUMMARY (General Fund only)
9.e
June 10, 2024
Packet Pg. 735
EXPENDITURES SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
SALARIES - - - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - - PROFESSIONAL SERVICES 157,600 150,000 163,900 163,900 168,800 168,800
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 157,600 150,000 163,900 163,900 168,800 168,800
CAPITAL OUTLAY - - - - - - CAPITAL OUTLAY TOTAL ----> - - - - - - EXPENDITURES TOTAL ----> 157,600 150,000 163,900 163,900 168,800 168,800
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - - TRANSFER OUT TOTAL ----> - - - - - - EXPENDITURES & TRANSFERS TOTAL ----> 157,600 150,000 163,900 163,900 168,800 168,800 REVENUE SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - - FROM OTHER AGENCIES 168,100 165,271 174,800 174,800 180,000 180,000
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - - USE OF MONEY & PROPERTY 5,600 5,658 6,500 6,500 7,100 7,100
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 173,700 170,929 181,300 181,300 187,100 187,100
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 ----> 173,700 170,929 181,300 181,300 187,100 187,100 PD GRANT FUND NET EXPENSE (REVENUE) ----> (16,100) (20,929) (17,400) (17,400) (18,300) (18,300) POLICE GRANTS (17000000)
BUDGET SUMMARY
9.e
June 10, 2024
Packet Pg. 736
Management Analyst
(0.33)
Deputy Fire Chief
(0.66)
Redwood City/San Carlos Fire Department
Organization Chart
Fire 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)
9.e
June 10, 2024
Packet Pg. 737
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 738
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.
9.e
June 10, 2024
Packet Pg. 739
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 2023-24
Accomplishments
• Responded to storm and created a virtual EOC combined with the City of Redwood City
• Expanded the internal wellness program and hosted six eight-hour First Responder Resiliency training sessions
• Through a partnership with the Redwood City Human Resources, the Fire Department standardized a recruitment process by offering two recruitments in FY 23-24: a recruitment for Entry Level Firefighters/Firefighter Trainee (Apprentice) and a recruitment for Lateral Paramedics
• In consortium with San Mateo County, the Fire Department has secured a site for a training facility and is negotiating a lease agreement
• Partnered with College of San Mateo who hosted the first joint regional fire academy
• Secured a FEMA Assistance to Firefighters Grant in the amount of $1.3M in Federal funding to purchase mobile and portable radios
9.e
June 10, 2024
Packet Pg. 740
FY 2024-25 Goals • Submit a detailed request for proposal (RFP) and select a vendor to conduct annual physicals for all Fire Department personnel, ensuring their health and well-being, and evaluate potential vendors based on specific criteria and measurable metrics in line with National Fire Protection Association (NFPA) standards • Continue the partnership between the Human Resources Department and the Fire Department to standardize recruitment by offering two recruitments a year:
recruitment for Entry-level Firefighter/Engineer and Firefighter Trainee (Apprentice) by August 2024 and Lateral Firefighter/Engineer recruitment by January 2025 • Implement targeted recruitment strategies, including outreach by attending at least three career fair events, increasing social media activity and followers by 5%, and hosting at least two bi-annual recruiting events that align with Human Resources recruitment
• Partner with the College of San Mateo and Woodside Fire Protection District to complete the design and build of the fire training facility by June 2025 • Hire a consultant to perform a Fire Prevention Bureau analysis, develop a strategic plan, and assist in rebranding the Fire Prevention Bureau to a Community Risk Reduction model by July 1, 2024
• Conduct a language gap analysis between the community and the existing Fire Department workforce by October 2024. By January 2025, share an analysis of all the data collected. Create a training plan by June 2025 based on the department's analysis
9.e
June 10, 2024
Packet Pg. 741
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
Actuals
FY 2024
Projected
FY 2025
Proposed
# of fire & medical emergency incidents responded to
(by type)
Fire 48 45 42 40
Rupture/Explosion 5 2 2 2
EMS/Rescue 1,603 1,636 1,839 1,800
Hazardous Condition 89 165 102 100
Service Call 313 425 267 200
Good Intent 549 569 513 500
False Call 202 258 290 250
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
Actuals
FY 2024
Projected
FY 2025
Proposed
# of public education events conducted 10 42 26 36
# of events participants 435 1310 756 800
# of classes conducted 7 30 18 25
# of class participants 210 619 415 500
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
Actuals
FY 2024
Projected
FY 2025
Proposed
# of Fire and Life Safety inspections conducted 426 440 453 466 % of inspections that are completed 100% 100% 100% 100% # of plans reviewed 277 285 294 303
% of plans reviewed on time 100% 100% 100% 100%
# of investigations conducted 8 6 6 6
% of fire investigations with determined cause 50% 33% 50% 50%
9.e
June 10, 2024
Packet Pg. 742
EXPENDITURES SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
SALARIES 178,000 62,912 204,300 204,300 210,400 210,400 BENEFITS 2,066,600 2,039,058 2,075,100 2,075,100 2,078,200 2,178,200 PERSONNEL TOTAL ----> 2,244,600 2,101,969 2,279,400 2,279,400 2,288,600 2,388,600 UTILITIES 41,000 43,811 42,700 42,700 44,000 44,000
OFFICE ADMINISTRATIVE - - - - - - PROFESSIONAL SERVICES 9,228,500 9,196,514 9,800,500 9,800,500 9,952,100 10,341,500 UNIFORMS & SAFETY EQUIPMENT 600 - 600 600 600 600
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - - EQUIPMENT MAINTENANCE 116,900 60,240 121,600 121,600 125,200 125,200
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 9,387,000 9,300,565 9,965,400 9,965,400 10,121,900 10,511,300
CAPITAL OUTLAY - - - - - - CAPITAL OUTLAY TOTAL ----> - - - - - - EXPENDITURES TOTAL ----> 11,631,600 11,402,534 12,244,800 12,244,800 12,410,500 12,899,900 TRANSFERS OUT 115,500 115,500 76,000 76,000 76,000 76,000 ALLOCATIONS OUT FOR WORKERS COMP 2,200 2,200 6,500 6,500 6,700 6,700
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - - TRANSFER OUT TOTAL ----> 117,700 117,700 82,500 82,500 82,700 82,700 EXPENDITURES & TRANSFERS TOTAL ----> 11,749,300 11,520,234 12,327,300 12,327,300 12,493,200 12,982,600 REVENUE SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
BUSINESS REGISTRATION - - - - - - CHARGES FOR CURRENT SERVICES 192,100 275,088 199,800 199,800 205,800 205,800
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - - LICENSES & PERMITS 31,500 66,435 32,800 62,800 33,800 33,800 OTHER REVENUE - 24,801 - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 223,600 366,324 232,600 262,600 239,600 239,600
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 ----> 223,600 366,324 232,600 262,600 239,600 239,600 GENERAL FUND NET EXPENSE (REVENUE) ----> 11,525,700 11,153,910 12,094,700 12,064,700 12,253,600 12,743,000
FIRE & EMERGENCY SERVICES
BUDGET SUMMARY (General Fund only)
9.e
June 10, 2024
Packet Pg. 743
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 744
Sr Maintenance
Worker – Parks
(1)
City Engineer
(1)
Public Works
Superintendent
(1)
Public Works Department
Organization Chart
Public Works
Director
(1)
Maintenance
Contractors
Sr Maintenance
Worker ‐ Facilities
(2)
Public Works
Assistant
Superintendent
(1)
Sr Maintenance
Worker
(2)
Administrative
Assistant
(1)
Management
Analyst
(1)
Sr Maintenance
Worker‐ Parks
(4)
Maintenance Worker
(10)
Sr Admin Clerk
(1)
Maintenance
Contractors
New FY24‐25
Underfilled
Seasonal Staff
Principal Engineer
(1)
Senior Traffic
Engineer
(1)
Associate Engineer
(1)
Associate Engineer
(1)
Civil Engineering
Assistant
(1)
Civil Engineering
Technician
(1)
Associate Engineer
(1)
Sr Mechanic
(1)
Public Works
Inspector
(2)
Sr Maintenance
Worker ‐ Facilities
(1)
Intern
(1)
Public Works
Assistant
Superintendent
(1)
Assistant Public
Works Director
(1)
9.e
June 10, 2024
Packet Pg. 745
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 746
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 39 full- time regular employees and 12.9 contract employees.
Program Management
Administration/Engineering (13 FTEs) Public Works Director/City Engineer Facilities Maintenance (8 FTEs/Contract) Public Works Superintendent Fleet Maintenance (1 FTE) Public Works Superintendent
Park Maintenance (14.9 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
9.e
June 10, 2024
Packet Pg. 747
EXPENDITURES SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
SALARIES 3,072,075 2,541,066 3,270,775 3,314,125 3,369,075 3,626,075 BENEFITS 1,626,900 1,291,821 1,706,600 1,681,700 1,791,000 1,833,950 PERSONNEL TOTAL ----> 4,698,975 3,832,887 4,977,375 4,995,825 5,160,075 5,460,025 UTILITIES 710,600 738,464 762,900 762,900 970,400 970,400 OFFICE ADMINISTRATIVE 224,200 245,976 233,200 233,200 240,100 240,100 PROFESSIONAL SERVICES 2,687,700 2,776,462 2,896,152 2,896,152 3,071,900 3,071,900 UNIFORMS & SAFETY EQUIPMENT 10,000 5,723 10,200 10,200 10,400 10,400 PROFESSIONAL DEVELOPMENT 33,500 9,135 36,931 36,900 35,600 35,600
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - - VEHICLE USAGE 400 - 400 400 400 400 EQUIPMENT MAINTENANCE 142,700 159,711 155,600 155,600 153,700 153,700
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 3,809,100 3,935,472 4,095,383 4,095,352 4,482,500 4,482,500 CAPITAL OUTLAY 11,700 1,830 57,900 57,900 59,700 59,700 CAPITAL OUTLAY TOTAL ----> 11,700 1,830 57,900 57,900 59,700 59,700 EXPENDITURES TOTAL ----> 8,519,775 7,770,188 9,130,658 9,149,077 9,702,275 10,002,225
TRANSFERS OUT - - - - - - ALLOCATIONS OUT TO SEWER 26,000 26,000 52,100 52,100 53,700 53,700 ALLOCATIONS OUT FOR WORKERS COMP 49,100 49,100 70,800 70,800 73,000 73,000 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 137,900 137,900 155,100 155,100 159,800 159,800 TRANSFER OUT TOTAL ----> 213,000 213,000 278,000 278,000 286,500 286,500 EXPENDITURES & TRANSFERS TOTAL ----> 8,732,775 7,983,188 9,408,658 9,427,077 9,988,775 10,288,725 REVENUE SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
BUSINESS REGISTRATION - - - - - - CHARGES FOR CURRENT SERVICES 370,500 418,076 337,400 397,400 347,500 407,500
FINES & FORFEITURES - - - - - - FROM OTHER AGENCIES 5,800 1,253 6,000 6,000 6,200 6,200 LICENSES & PERMITS 336,000 498,985 349,400 349,400 359,900 359,900 OTHER REVENUE 293,400 518,975 305,100 363,000 363,400 363,400
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - - USE OF MONEY & PROPERTY - - - - 153,600 153,600
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 1,005,700 1,437,288 997,900 1,115,800 1,230,600 1,290,600
GENERAL TRANSFERS IN - - - - - - ALLOCATIONS IN FROM SEWER 986,000 986,000 1,164,500 1,164,500 1,199,500 1,374,500 ALLOCATIONS IN FROM NPDES 146,200 146,200 152,000 152,000 156,600 156,600 ALLOCATIONS IN FROM GAS TAX 242,600 242,600 335,300 335,300 345,400 345,400
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - - TRANSFER AND ALLOCATIONS IN TOTAL ----> 1,374,800 1,374,800 1,651,800 1,651,800 1,701,500 1,876,500 REVENUE & TRANSFERS TOTAL ----> 2,380,500 2,812,088 2,649,700 2,767,600 2,932,100 3,167,100 GENERAL FUND NET EXPENSE (REVENUE) ----> 6,352,275 5,171,100 6,758,958 6,659,477 7,056,675 7,121,625
PUBLIC WORKS DEPARTMENT
BUDGET SUMMARY (General Fund only)
9.e
June 10, 2024
Packet Pg. 748
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 13 FTEs: Public Works Director, Assistant Public Works Director, City Engineer, Senior Engineer, Senior Traffic Engineer, 2 Associate Engineers, 2 Civil Engineering Assistants, Civil Engineering Technician, 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
• Parking Programs
• Sidewalk Maintenance Program
9.e
June 10, 2024
Packet Pg. 749
FY 2023-24
Accomplishments
• Completed the backlog of the Sidewalk Repair Program and identified 150 new properties for repair
• Continued to reduce sanitary sewer overflows to a historically low level • Updated the current 5-year Paving Master Plan
• Facilitated the closure of the 700 block of Laurel Street • Installed two Rectangular Rapid Flashing Beacons and one High-Intensity Activated crossWalK(HAWK) signal to improve pedestrian safety
• Refreshed all the existing traffic striping, pavement markings, and crosswalks along all school frontages
• Initiated the Pulgas Creek Watershed Study
• Initiated the update to the Sewer Master Plan
• Treated approximately 90,000 feet of sewer main for root control to reduce back- ups and overflows
FY 2024-25 Goals • Continue implementing the Sidewalk Repair Program • Continue implementing the Bicycle and Pedestrian Master Plan to encourage alternative modes of transportation which includes micro-mobility, improved mobility, and safety for people of all ages and abilities • Continue implementing Safe Routes to School improvements • Implement the next 5-year Paving Master Plan
• Continue bringing the City's Pavement Condition Index up to the county average • 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
• Develop community education, reporting, outreach, and information tools using change management principles and practices
• Assist other departments with strategic plan goals and objectives • Implement the Traffic Signal Ma ster Plan recommended improvements • Identify and implement citywide street and intersection projects and initiatives to improve traffic flow and parking utilizing smart technologies
9.e
June 10, 2024
Packet Pg. 750
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
Actuals
FY 2024
Projected
FY 2025
Proposed
# of staff reports taken to Council 70 44 55 55
# of non-CIP related public information notices created 10 10 10 10 # of Inform San Carlos requests received
(Engineering) 437 102 156 160
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
Actuals
FY 2024
Projected
FY 2025
Proposed
Sq. ft. of sidewalk and driveway approaches repaired
by City (in CIP) 5,304 2,924 34,000 34,000
Linear feet of curb/gutter repaired by City (in CIP) 243 96 175 175 # of sidewalk inspections conducted 46 50 100 100
# of sidewalk locations repaired by City program 88 45 678 678 # of private sidewalk permits issued 45 36 42 42
9.e
June 10, 2024
Packet Pg. 751
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
Actuals
FY 2024
Projected
FY 2025
Proposed
# of traffic and circulation studies conducted 4 2 6 7
# of studies resulting in implementation of a traffic
calming measure 2 1 2 3
# of speed zone surveys done 25 32 70 70
# of speed zone surveys done in timely manner
according to regulations 25 32 70 70
# of traffic investigations submitted 10 40 75 75
# of traffic investigations completed 10 15 30 30
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
Actuals
FY 2024
Projected
FY 2025
Proposed
# of Residential GESC permits issued 1,620 1,644 1,700 1,700 % of total Residential GESC permits issued 93% 94% 97% 97% # of Business GESC permits issued 72 111 125 125
# of resident parking complaints received 5 4 10 10
% of parking complaints accepted and planned for
action within one business day 40% 50% 50% 50%
% of parking complaints completed within 24 hours 40% 25% 50% 50%
9.e
June 10, 2024
Packet Pg. 752
\\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
Actuals
FY 2024
Projected
FY 2025
Proposed
# Encroachment permits issued 316 280 268 268
# Sewer Lateral permits issued 168 94 60 60
# Utility permits issued 562 376 310 310
# of grading permits reviewed 22 20 16 16
# of inspections conducted 2,032 1,498 938 938
# of projects reviewed during entitlement 22 20 16 16
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
Actuals
FY 2024
Projected
FY 2024
Proposed
# of projects 42 42 45 45
$ Capital invested $39,740,000 $25,600,000 $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
9.e
June 10, 2024
Packet Pg. 753
EXPENDITURES SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-2 4 2023-24 2024-25 2024-25
SALARIES 1,838,650 1,459,055 1,965,650 1,993,000 2,023,450 2,143,950 BENEFITS 967,500 691,652 1,015,100 998,900 1,064,500 1,068,650 PERSONNEL TOTAL ----> 2,806,150 2,150,707 2,980,750 2,991,900 3,087,950 3,212,600 UTILITIES 100 - 100 100 100 100 OFFICE ADMINISTRATIVE 10,500 10,711 10,900 10,900 11,200 11,200 PROFESSIONAL SERVICES 551,200 535,415 729,200 729,200 751,100 751,100 UNIFORMS & SAFETY EQUIPMENT 800 - 800 800 800 800 PROFESSIONAL DEVELOPMENT 21,100 6,457 22,000 22,000 22,600 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 ----> 585,600 552,583 764,900 764,900 787,700 787,700 CAPITAL OUTLAY 1,600 - 1,700 1,700 1,800 1,800 CAPITAL OUTLAY TOTAL ----> 1,600 - 1,700 1,700 1,800 1,800 EXPENDITURES TOTAL ----> 3,393,350 2,703,290 3,747,350 3,758,500 3,877,450 4,002,100
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR SEWER - - - - - ALLOCATIONS OUT FOR WORKERS COMP 24,000 24,000 37,300 37,300 38,400 38,400 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 58,000 58,000 66,600 66,600 68,600 68,600 TRANSFER OUT TOTAL ----> 82,000 82,000 103,900 103,900 107,000 107,000 EXPENDITURES & TRANSFERS TOTAL ----> 3,475,350 2,785,290 3,851,250 3,862,400 3,984,450 4,109,100 REVENUE SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
BUSINESS REGISTRATION - - - - - - CHARGES FOR CURRENT SERVICES 370,500 418,076 337,400 397,400 347,500 407,500
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - - LICENSES & PERMITS 336,000 498,985 349,400 349,400 359,900 359,900 OTHER REVENUE 67,000 96,799 69,700 127,600 71,800 71,800
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 773,500 1,013,860 756,500 874,400 779,200 839,200
GENERAL TRANSFERS IN - - - - - - ALLOCATIONS IN FROM SEWER 773,500 773,500 913,500 913,500 940,900 1,090,900 ALLOCATIONS IN FROM NPDES 146,200 146,200 152,000 152,000 156,600 156,600 ALLOCATIONS IN FROM GAS TAX 242,600 242,600 335,300 335,300 345,400 345,400
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - - TRANSFER AND ALLOCATIONS IN TOTAL ----> 1,162,300 1,162,300 1,400,800 1,400,800 1,442,900 1,592,900 REVENUE & TRANSFERS TOTAL ----> 1,935,800 2,176,160 2,157,300 2,275,200 2,222,100 2,432,100 GENERAL FUND NET EXPENSE (REVENUE) ----> 1,539,550 609,130 1,693,950 1,587,200 1,762,350 1,677,000 PUBLIC WORKS ADMINISTRATION/ENGINEERING (01511000 and 01551000)
BUDGET SUMMARY
9.e
June 10, 2024
Packet Pg. 754
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 2023-24
Accomplishments
• Completed remodel of kitchen and bathrooms at Laureola Community Center •
New cabinets, appliances, counter tops, paint, flooring and plumbing • Upgrades brought ADA regulations
•
Bathrooms converted to “all gender” with baby changing stations FY 2024-25 Goals • Research options to bring parking lot and downtown sidewalk maintenance in house including purchasing commercial scrubbers, sweepers, equipment 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
Actuals
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%
9.e
June 10, 2024
Packet Pg. 755
EXPENDITURES SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
SALARIES 353,275 301,090 370,375 370,375 381,475 381,475 BENEFITS 191,000 158,156 198,900 196,900 208,900 204,400
PERSONNEL TOTAL ----> 544,275 459,246 569,275 567,275 590,375 585,875 UTILITIES 304,600 305,855 316,700 316,700 510,900 510,900 OFFICE ADMINISTRATIVE 500 3,103 500 500 500 500 PROFESSIONAL SERVICES 434,300 487,508 444,200 444,200 596,700 596,700 UNIFORMS & SAFETY EQUIPMENT 2,000 1,503 2,000 2,000 2,000 2,000 PROFESSIONAL DEVELOPMENT 500 - 500 500 500 500
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - - EQUIPMENT MAINTENANCE 113,200 129,164 125,200 125,200 122,500 122,500
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 855,100 927,132 889,100 889,100 1,233,100 1,233,100 CAPITAL OUTLAY - 2,197 - - - - CAPITAL OUTLAY TOTAL ----> - 2,197 - - - - EXPENDITURES TOTAL ----> 1,399,375 1,388,575 1,458,375 1,456,375 1,823,475 1,818,975
TRANSFERS OUT - - - - - - ALLOCATIONS OUT FOR WORKERS COMP 5,900 5,900 9,000 9,000 9,300 9,300 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 1,900 1,900 2,500 2,500 2,600 2,600
TRANSFER OUT TOTAL ----> 7,800 7,800 11,500 11,500 11,900 11,900 EXPENDITURES & TRANSFERS TOTAL ----> 1,407,175 1,396,375 1,469,875 1,467,875 1,835,375 1,830,875 REVENUE SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - - OTHER REVENUE - 24,172 - - 49,100 49,100
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - - USE OF MONEY & PROPERTY - - - - 153,600 153,600
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> - 24,172 - - 202,700 202,700
GENERAL TRANSFERS IN - - - - - - ALLOCATIONS IN FROM SEWER 63,800 63,800 75,400 75,400 77,700 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 ----> 63,800 63,800 75,400 75,400 77,700 77,700 REVENUE & TRANSFERS TOTAL ----> 63,800 87,972 75,400 75,400 280,400 280,400 GENERAL FUND NET EXPENSE (REVENUE) ----> 1,343,375 1,308,402 1,394,475 1,392,475 1,554,975 1,550,475 FACILITIES MAINTENANCE (01712000-01719000)
BUDGET SUMMARY
9.e
June 10, 2024
Packet Pg. 756
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 2023-24
Accomplishments
• Specced and purchased five new EV Ford Lightning trucks • Specced and purchased a new off road Peterson CAT track loader and mini excavator
• Purchased a new off road Utility Vehicle #468 for Parks & Rec equipment • New Aerial Boom Truck accepted the new terms for Traffic/Streets Division • Attended Tymco Sweeper Training and conducted training for Corporation Yard employees
• Changed and updated Off Road Regulation plan for certification • Smogged all 2023 vehicles with odd Vehicle Identification Numbers (VIN) • Received passing Fuel Station Certification testing results • Achieved Clean Diesel Tank of debris and condition fuel • Surplused small gas-powered equipment, replaced with new zero emission for 2024 • Surplused truck #109 and #402 scissor lift
FY 2024-25 Goals • Surplus vehicle #123, 104, 113, 121, 185, 186, 124, 168, and small engine equipment
• Smog all vehicles with even VINs and smoke test heavy duty trucks to implement the new regulations.
• Continue low usage hours for California Air Resources Board (CARB) and vehicle #108 patch truck for Streets/Traffic division
• Spec and request purchase requests for new Sewer, Street, Traffic, and Building Inspector vehicle replacements
• Provide Aerial Lift Training for Articulating Lift vehicle #404 and new vehicle #112 Altec Boom Truck to Corporation Yard employees
• Provide Hazmat Training for Corporation Yard employees • Develop equipment best practices and provide safety training for all Corporation Yard employees
• Purchase new garage truck lift
9.e
June 10, 2024
Packet Pg. 757
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 surplus (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
Actuals
FY 2024
Projected
FY 2025
Proposed
# of inventory vehicles, equipment & misc. equipment 206 206 201 201 # of vehicles/equipment pieces maintained (routine
and non-routine) 200 206 201 201
% of fleet receiving preventative maintenance
inspections each year 75% 80% 85% 90%
$ value of surplus vehicles and equipment $6,022 $16,414.15 $20,000 $6,000 # of fuel station violations 0 0 0 0
9.e
June 10, 2024
Packet Pg. 758
EXPENDITURES SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
SALARIES 117,725 100,400 127,125 127,125 130,525 130,525 BENEFITS 62,800 68,965 66,300 65,400 69,900 68,600 PERSONNEL TOTAL ----> 180,525 169,365 193,425 192,525 200,425 199,125 UTILITIES 200 - 200 200 200 200 OFFICE ADMINISTRATIVE 4,600 4,113 4,800 4,800 4,900 4,900 PROFESSIONAL SERVICES 9,700 18,966 10,100 10,100 10,400 10,400 UNIFORMS & SAFETY EQUIPMENT 1,400 1,774 1,400 1,400 1,400 1,400 PROFESSIONAL DEVELOPMENT 1,100 105 1,100 1,100 1,100 1,100
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - - EQUIPMENT MAINTENANCE 3,200 2,388 3,300 3,300 3,400 3,400
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 20,200 27,346 20,900 20,900 21,400 21,400 CAPITAL OUTLAY 3,600 (4,703) 49,500 49,500 51,000 51,000 CAPITAL OUTLAY TOTAL ----> 3,600 (4,703) 49,500 49,500 51,000 51,000 EXPENDITURES TOTAL ----> 204,325 192,008 263,825 262,925 272,825 271,525
TRANSFERS OUT - - - - - - ALLOCATIONS OUT FOR WORKERS COMP 2,200 2,200 2,400 2,400 2,500 2,500 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 600 600 600 600 600 600 TRANSFER OUT TOTAL ----> 2,800 2,800 3,000 3,000 3,100 3,100 EXPENDITURES & TRANSFERS TOTAL ----> 207,125 194,808 266,825 265,925 275,925 274,625 REVENUE SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 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 148,700 148,700 175,600 175,600 180,900 180,900
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - - TRANSFER AND ALLOCATIONS IN TOTAL ----> 148,700 148,700 175,600 175,600 180,900 180,900 REVENUE & TRANSFERS TOTAL ----> 148,700 148,700 175,600 175,600 180,900 180,900 GENERAL FUND NET EXPENSE (REVENUE) ----> 58,425 46,108 91,225 90,325 95,025 93,725 FLEET MAINTENANCE (01531000)
BUDGET SUMMARY
9.e
June 10, 2024
Packet Pg. 759
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 760
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 7 FTEs: Public Works Superintendent, Public Works Assistant 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 2023-24
Accomplishments
•Per Council’s direction, fabricated and installed over 130 water wall sleeves in the downtown with self-wate
ring kits and plants
•
Resurfaced and restriped Crestview basketball court and added two pickle ball courts
FY 2024-25 Goals •Maintain all water wall sleeves with plants throughout the city •
Continue resurfacing and restriping the basketball courts in City parks 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
Actuals
FY 2024
Projected
FY 2025
Proposed
# of acres of developed parks maintained 62.5 62.5 62.5 62.5 # of work orders completed in-house 800 162 300 300
# 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% 88% 88% # 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%
9.e
June 10, 2024
Packet Pg. 761
EXPENDITURES SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
SALARIES 762,425 680,520 807,625 823,625 833,625 970,125 BENEFITS 405,600 373,049 426,300 420,500 447,700 492,300
PERSONNEL TOTAL ----> 1,168,025 1,053,569 1,233,925 1,244,125 1,281,325 1,462,425 UTILITIES 228,200 240,470 237,400 237,400 244,500 244,500 OFFICE ADMINISTRATIVE 169,100 177,557 175,900 175,900 181,200 181,200 PROFESSIONAL SERVICES 1,045,400 1,138,339 1,159,200 1,159,200 1,194,000 1,194,000 UNIFORMS & SAFETY EQUIPMENT 4,100 2,391 4,300 4,300 4,500 4,500 PROFESSIONAL DEVELOPMENT 7,100 2,573 7,300 7,300 7,500 7,500
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - - VEHICLE USAGE 100 - 100 100 100 100 EQUIPMENT MAINTENANCE 14,300 23,033 14,800 14,800 15,200 15,200
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 1,468,300 1,584,364 1,599,000 1,599,000 1,647,000 1,647,000 CAPITAL OUTLAY 6,200 4,337 6,400 6,400 6,600 6,600 CAPITAL OUTLAY TOTAL ----> 6,200 4,337 6,400 6,400 6,600 6,600 EXPENDITURES TOTAL ----> 2,642,525 2,642,269 2,839,325 2,849,525 2,934,925 3,116,025
TRANSFERS OUT - - - - - - ALLOCATIONS OUT FOR WORKERS COMP 17,000 17,000 22,100 22,100 22,800 22,800 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 77,400 77,400 85,400 85,400 88,000 88,000
TRANSFER OUT TOTAL ----> 94,400 94,400 107,500 107,500 110,800 110,800 EXPENDITURES & TRANSFERS TOTAL ----> 2,736,925 2,736,669 2,946,825 2,957,025 3,045,725 3,226,825 REVENUE SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - - OTHER REVENUE 95,900 170,345 99,700 99,700 102,700 102,700
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 95,900 170,345 99,700 99,700 102,700 102,700
GENERAL TRANSFERS IN - - - - - - ALLOCATIONS IN FROM SEWER - - - - - 25,000
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - - TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - 25,000 REVENUE & TRANSFERS TOTAL ----> 95,900 170,345 99,700 99,700 102,700 127,700 GENERAL FUND NET EXPENSE (REVENUE) ----> 2,641,025 2,566,324 2,847,125 2,857,325 2,943,025 3,099,125 PARK MAINTENANCE (01711000)
BUDGET SUMMARY
9.e
June 10, 2024
Packet Pg. 762
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 2023-24
Accomplishments
• Lowered number of sewer spills
•
Purchased skid steer and ordered mini excavator (pending delivery) •
Provided excellent customer service and emergency sewer response • Trained all staff on new Sanitary Sewer Spill requirements FY 2024-25 Goals • Purchase and install manhole telemetry system for critical manholes •
Continue to reduce the number of sanitary sewer spills throughout the city •
Maintain compliance with the State Waterboard according to the Waste Discharge Requiremen
ts (WRD)
•
Repair/replace grade 4 and 5 defects on sewer main lines 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
Actuals
FY 2024
Projected
FY 2025
Proposed
# sewer line point repairs 40 40 80 80
# linear feet of sewer lines cleaned 242,020 281,214 285,000 285,000 % of sewer system cleaned 44% 51% 53% 53%
# of emergency responses 313 138 180 180
# of citizen requests 140 51 100 100
Number of sanitary sewer overflows per 100 miles of
sewer line per year 16 9 8 8
Number of sanitary sewer lower lateral spills 4 2 2 2
Number of capacity assurance projects completed (11
mandated per capacity assurance program) 0 0 0 0
# of feet of sewer line rehabilitated 6,500 1,485 9,153 9,153 % of sewer lines replaced per the sewer master plan 1.14% 0.27% 1.65% 1.65% # of sanitary sewer overflows 16 9 9 9
# of laterals replaced (by City and permitted private
work) 250 122 250 250
# of laterals cleaned 685 628 680 680
9.e
June 10, 2024
Packet Pg. 763
EXPENDITURES SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
SALARIES 1,539,300 1,244,521 1,614,500 1,544,500 1,663,900 1,663,900 BENEFITS 879,900 1,107,553 924,400 924,400 971,700 950,300 PERSONNEL TOTAL ----> 2,419,200 2,352,074 2,538,900 2,468,900 2,635,600 2,614,200 UTILITIES 17,200 29,322 17,800 17,800 18,300 18,300 OFFICE ADMINISTRATIVE 63,400 61,677 66,000 66,000 68,000 68,000 PROFESSIONAL SERVICES 5,422,700 4,876,174 5,285,300 5,285,300 4,588,300 4,588,300 UNIFORMS & SAFETY EQUIPMENT 15,000 30,326 15,600 15,600 16,100 16,100 PROFESSIONAL DEVELOPMENT 18,800 12,696 19,600 19,600 20,300 20,300
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - - VEHICLE USAGE 100 - 100 100 100 100 EQUIPMENT MAINTENANCE 76,600 65,925 79,700 79,700 82,100 82,100 SERIAL BONDS 3,500,300 3,268,368 3,307,700 3,307,700 6,401,600 6,401,600
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 9,114,100 8,344,487 8,791,800 8,791,800 11,194,800 11,194,800 CAPITAL OUTLAY 167,228 1,142,447 220,000 220,000 78,400 78,400 CAPITAL PROJECTS 7,279,934 1,079,176 11,358,318 11,358,318 8,375,000 8,525,000 CAPITAL OUTLAY TOTAL ----> 7,447,163 2,221,623 11,578,318 11,578,318 8,453,400 8,603,400 EXPENDITURES TOTAL ----> 18,980,463 12,918,184 22,909,018 22,839,018 22,283,800 22,412,400 TRANSFERS OUT 685,000 685,000 712,400 712,400 740,900 740,900 ALLOCATIONS OUT TO GENERAL FUND 2,480,500 2,480,500 2,929,700 2,929,700 3,017,700 3,192,700 ALLOCATIONS OUT FOR WORKERS COMP 91,700 91,700 113,500 113,500 116,900 116,900 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 757,500 757,500 822,200 822,200 846,900 846,900 TRANSFER OUT TOTAL ----> 4,014,700 4,014,700 4,577,800 4,577,800 4,722,400 4,897,400 EXPENDITURES & TRANSFERS TOTAL ----> 22,995,163 16,932,884 27,486,818 27,416,818 27,006,200 27,309,800 REVENUE SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - - OTHER REVENUE 21,904,000 20,844,396 27,129,200 23,279,200 26,931,400 26,931,400
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - - USE OF MONEY & PROPERTY 362,800 784,041 737,300 737,300 814,600 814,600
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 22,266,800 21,628,437 27,866,500 24,016,500 27,746,000 27,746,000
GENERAL TRANSFERS IN - - - - - - ALLOCATIONS IN FROM GENERAL FUND 26,000 26,000 52,100 52,100 53,700 53,700 ALLOCATIONS IN FROM NPDES 290,100 290,100 351,700 351,700 362,300 362,300 ALLOCATIONS IN FROM GAS TAX 236,400 236,400 245,900 245,900 253,300 253,300
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - - TRANSFER AND ALLOCATIONS IN TOTAL ----> 552,500 552,500 649,700 649,700 669,300 669,300 REVENUE & TRANSFERS TOTAL ----> 22,819,300 22,180,937 28,516,200 24,666,200 28,415,300 28,415,300 WASTEWATER FUND NET EXP (REV) ----> 175,863 (5,248,053) (1,029,382) 2,750,618 (1,409,100) (1,105,500) WASTEWATER (SEWER) FUND (06631000)
BUDGET SUMMARY
9.e
June 10, 2024
Packet Pg. 764
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 2023-24
Accomplishments
• Completed storm preparations
•
Cleaned over 250 Trash Captures 3 times a year
•
Worked with Engineering to build a concrete retaining wall at 3017 Brittan and 1000 Drake
•
Worked with Engineering to repair retention basin standpipe FY 2024-25 Goals • Work with Engineering to repair damaged storm lines •
Work with Engineering on landslides
•
Clean Trash Captures Devices 3 times a year
•
Prepare for 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
Actuals
FY 2024
Projected
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 40 35 35 Linear feet of storm drain lines installed 250 0 101 101 # of inlets replaced 15 0 5 5
% or # of MRP 2.0 internal deadlines met 100% 100% 100% 100%
9.e
June 10, 2024
Packet Pg. 765
EXPENDITURES SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
SALARIES - - - - - -
BENEFITS - - - - - - PERSONNEL TOTAL ----> - - - - - - UTILITIES 3,800 5,779 3,900 3,900 4,000 4,000 OFFICE ADMINISTRATIVE 6,700 5,570 7,000 7,000 7,200 7,200 PROFESSIONAL SERVICES 79,800 49,675 83,000 83,000 85,500 85,500 UNIFORMS & SAFETY EQUIPMENT 2,500 2,774 2,600 2,600 2,600 2,600 PROFESSIONAL DEVELOPMENT 24,600 23,362 25,600 25,600 26,400 26,400
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - - EQUIPMENT MAINTENANCE 3,400 223 3,500 3,500 3,600 3,600
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 120,800 87,383 125,600 125,600 129,300 129,300 CAPITAL OUTLAY 3,600 - - - - - CAPITAL OUTLAY TOTAL ----> 3,600 - - - - - EXPENDITURES TOTAL ----> 124,400 87,383 125,600 125,600 129,300 129,300
TRANSFERS OUT - - - - - - ALLOCATIONS OUT TO GENERAL FUND 166,400 166,400 173,100 173,100 178,200 178,200 ALLOCATIONS OUT TO SEWER 290,100 290,100 351,700 351,700 362,300 362,300 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 103,600 103,600 113,900 113,900 117,300 117,300 TRANSFER OUT TOTAL ----> 560,100 560,100 638,700 638,700 657,800 657,800 EXPENDITURES & TRANSFERS TOTAL ----> 684,500 647,483 764,300 764,300 787,100 787,100 REVENUE SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - - OTHER REVENUE 628,100 660,131 633,100 633,100 638,300 638,300 OTHER TAX 76,700 54,388 66,000 66,000 68,000 68,000
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - - USE OF MONEY & PROPERTY 8,600 13,951 14,000 14,000 13,400 13,400
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 713,400 728,470 713,100 713,100 719,700 719,700
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 ----> 713,400 728,470 713,100 713,100 719,700 719,700 STORMWATER FUND NET EXP (REV) ----> (28,900) (80,987) 51,200 51,200 67,400 67,400
BUDGET SUMMARY
NPDES/STORMWATER FUND (15521000)
9.e
June 10, 2024
Packet Pg. 766
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 2023-24
Accomplishments
• Assisted Engineering with minor road repairs
• Assisted Engineering with stripping intersections
• Maintained traffic signs around the city
• Replaced all traffic signs around the city with low retro-reflectivity (Blue-Dome) FY 2024-25 Goals • Continue to assist with minor road repairs • Continue to maintain all city traffic signs
• Continue Blue-Dome maintenance with added pavement striping and curb lining • 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
Actuals
FY 2024
Projected
FY 2025
Proposed
# of street lights repaired 51 40 30 30
# 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 400 850 500 300
# of square feet of potholes repaired by
Maintenance 1,200 1,300 1,300 1,300
# of Inform San Carlos requests received (PW
Maintenance) 228 237 215 215
Average response rate for Inform San Carlos
requests 3 days 3 days 3 days 3 days
9.e
June 10, 2024
Packet Pg. 767
Street Maintenance
Objective 2 Maintain quality and reliability of streets through annual striping, repair, and upgrading projects.
We use these metrics along with the Pavement Condition In dex (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
Actuals
FY 2024
Projected
FY 2025
Proposed
# of miles paved 1.4 2.4 2.47 2.47
% of total system paved since 2010 2.91% 2.78% 2.86% 2.86% # miles of streets sealed 0 1.4 5.97 5.97
% of total system sealed since 2010 1.58% 1.62% 6.91% 6.91% Linear feet of striping replaced 1,500 16,780 46,449 46,449 Square feet of markings replaced 1,000 2,096 6,448 6,448 Pavement Condition Index (PCI) 57p 56 60 62
9.e
June 10, 2024
Packet Pg. 768
EXPENDITURES SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
SALARIES T - - - - - -
BENEFITS T - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES T 177,500 192,139 208,500 208,500 214,700 214,700 OFFICE ADMINISTRATIVE T 39,500 50,492 41,100 41,100 42,300 42,300 PROFESSIONAL SERVICES T 647,100 596,234 553,452 553,452 519,700 519,700 UNIFORMS & SAFETY EQUIPMENT T 1,700 55 1,700 1,700 1,700 1,700 PROFESSIONAL DEVELOPMENT T 3,700 - 6,031 6,000 3,900 3,900
COMMUNITY RELATIONS T - - - - - -
INSURANCE T - - - - - -
VEHICLE USAGE T - - - - - -
EQUIPMENT MAINTENANCE T 10,400 5,127 10,700 10,700 11,000 11,000
SERIAL BONDS T - - - - - -
PROGRAM COSTS T - - - - - -
OPERATING EXPENSE T - - - - - -
OPERATING EXPENSE TOTAL ----> 879,900 844,047 821,483 821,452 793,300 793,300 CAPITAL OUTLAY T 300 - 300 300 300 300
CAPITAL OUTLAY TOTAL ----> 300 - 300 300 300 300
EXPENDITURES TOTAL ----> 880,200 844,047 821,783 821,752 793,600 793,600
TRANSFERS OUT T - - - - - -
ALLOCATIONS OUT TO SEWER T 26,000 26,000 52,100 52,100 53,700 53,700
ALLOCATIONS OUT FOR WORKERS COMP T - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE T - - - - - - TRANSFER OUT TOTAL ----> 26,000 26,000 52,100 52,100 53,700 53,700 EXPENDITURES & TRANSFERS TOTAL ----> 906,200 870,047 873,883 873,852 847,300 847,300 REVENUE SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
BUSINESS REGISTRATION T - - - - - -
CHARGES FOR CURRENT SERVICES T - - - - - -
FINES & FORFEITURES T - - - - - -
FROM OTHER AGENCIES T 5,800 1,253 6,000 6,000 6,200 6,200
LICENSES & PERMITS T - - - - - -
OTHER REVENUE T 130,500 227,659 135,700 135,700 139,800 139,800
OTHER TAX T - - - - - -
PROPERTY TAX T - - - - - -
SALES TAX T - - - - - -
TRANSIENT OCCUPANCY TAX T - - - - - -
USE OF MONEY & PROPERTY T - - - - - -
VEHICLE IN LIEU T - - - - - -
REVENUE TOTAL ----> 136,300 228,912 141,700 141,700 146,000 146,000
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 ----> 136,300 228,912 141,700 141,700 146,000 146,000 GENERAL FUND NET EXPENSE (REVENUE) ----> 769,900 641,136 732,183 732,152 701,300 701,300
BUDGET SUMMARY
STREET MAINTENANCE (01541000 and 01561000)
9.e
June 10, 2024
Packet Pg. 769
EXPENDITURES SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
SALARIES - - - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES 93,700 91,582 94,000 94,000 95,900 95,900
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE
- - - - - -
OPERATING EXPENSE TOTAL ----> 93,700 91,582 94,000 94,000 95,900 95,900
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 93,700 91,582 94,000 94,000 95,900 95,900 TRANSFERS OUT 1,150,000 1,150,000 1,200,000 1,200,000 1,236,000 1,236,000
ALLOCATIONS OUT TO GENERAL FUND - - - - - -
ALLOCATIONS OUT TO SEWER - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - - TRANSFER OUT TOTAL ----> 1,150,000 1,150,000 1,200,000 1,200,000 1,236,000 1,236,000 EXPENDITURES & TRANSFERS TOTAL ----> 1,243,700 1,241,582 1,294,000 1,294,000 1,331,900 1,331,900 REVENUE SUMMARY Revised Revised Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX 905,600 1,154,183 1,221,700 1,221,700 1,246,100 1,246,100
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 12,100 12,117 12,800 12,800 10,900 10,900
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 917,700 1,166,300 1,234,500 1,234,500 1,257,000 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 ----> 917,700 1,166,300 1,234,500 1,234,500 1,257,000 1,257,000 MEASURE A FUND NET EXP (REV) ----> 326,000 75,282 59,500 59,500 74,900 74,900 MEASURE A TRAFFIC CONGESTION FUND (14571000)
BUDGET SUMMARY
9.e
June 10, 2024
Packet Pg. 770
EXPENDITURES SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 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 600,000 600,000 495,000 495,000 406,900 406,900
ALLOCATIONS OUT TO GENERAL FUND - - - - - -
ALLOCATIONS OUT TO SEWER - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - - TRANSFER OUT TOTAL ----> 600,000 600,000 495,000 495,000 406,900 406,900 EXPENDITURES & TRANSFERS TOTAL ----> 600,000 600,000 495,000 495,000 406,900 406,900 REVENUE SUMMARY Revised Revised Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX 383,350 514,184 395,000 395,000 406,900 406,900
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - 3,648 500 500 600 600
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 383,350 517,832 395,500 395,500 407,500 407,500
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 ----> 383,350 517,832 395,500 395,500 407,500 407,500 MEASURE W FUND NET EXP (REV) ----> 216,650 82,168 99,500 99,500 (600) (600) MEASURE W TRAFFIC CONGESTION FUND (18188000)
BUDGET SUMMARY
9.e
June 10, 2024
Packet Pg. 771
EXPENDITURES SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 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 10,163,750 5,155,276 7,725,000 7,725,000 7,980,000 9,460,000 CAPITAL OUTLAY TOTAL ----> 10,163,750 5,155,276 7,725,000 7,725,000 7,980,000 9,460,000 EXPENDITURES TOTAL ----> 10,163,750 5,155,276 7,725,000 7,725,000 7,980,000 9,460,000
TRANSFERS OUT - - - - - - ALLOCATIONS OUT TO GENERAL FUND 292,200 292,200 403,800 403,800 415,800 415,800 ALLOCATIONS OUT TO SEWER 236,400 236,400 245,900 245,900 253,300 253,300 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 485,000 485,000 531,100 531,100 547,000 547,000 TRANSFER OUT TOTAL ----> 1,013,600 1,013,600 1,180,800 1,180,800 1,216,100 1,216,100 EXPENDITURES & TRANSFERS TOTAL ----> 11,177,350 6,168,876 8,905,800 8,905,800 9,196,100 10,676,100 REVENUE SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - - FROM OTHER AGENCIES - 148,090 - - - - LICENSES & PERMITS 28,900 107,425 26,000 26,000 26,800 26,800 OTHER REVENUE 1,595,000 1,494,565 1,684,300 1,618,140 1,733,600 1,843,600 OTHER TAX 76,700 54,388 66,000 77,269 68,000 68,000
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - - USE OF MONEY & PROPERTY 28,100 186,224 123,000 123,000 140,100 140,100
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 1,728,700 1,990,692 1,899,300 1,844,409 1,968,500 2,078,500 GENERAL TRANSFERS IN 1,250,000 1,250,000 2,945,000 2,945,000 2,797,900 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 ----> 5,275,000 5,275,000 7,820,000 7,820,000 7,767,900 7,767,900 REVENUE & TRANSFERS TOTAL ----> 7,003,700 7,265,692 9,719,300 9,664,409 9,736,400 9,846,400 GAS TAX FUND NET EXPENSE (REVENUE) ----> 4,173,650 (1,096,816) (813,500) (758,609) (540,300) 829,700 GAS TAX FUND (16610000)
BUDGET SUMMARY
9.e
June 10, 2024
Packet Pg. 772
EXPENDITURES SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
SALARIES - - - - - -
BENEFITS - - - - - - PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - - PROFESSIONAL SERVICES 115,594 - 75,000 75,000 - -
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - - OPERATING EXPENSE TOTAL ----> 115,594 - 75,000 75,000 - -
CAPITAL OUTLAY - - - - - -
CAPITAL PROJECTS - - - - - - CAPITAL OUTLAY TOTAL ----> - - - - - - EXPENDITURES TOTAL ----> 115,594 - 75,000 75,000 - - TRANSFERS OUT - - 250,000 250,000 29,672 73,655
ALLOCATIONS OUT TO GENERAL FUND - - - - - -
ALLOCATIONS OUT TO SEWER - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - -
TRANSFER OUT TOTAL ----> - - 250,000 250,000 29,672 73,655 EXPENDITURES & TRANSFERS TOTAL ----> 115,594 - 325,000 325,000 29,672 73,655 REVENUE SUMMARY Revised Audited Revised Projected Revised Proposed Update 2022-23 2022-23 2023-24 2023-24 2024-25 2024-25
BUSINESS REGISTRATION - - - - - - CHARGES FOR CURRENT SERVICES 3,200 4,340 - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - - USE OF MONEY & PROPERTY 4,300 7,649 700 700 - -
VEHICLE IN LIEU - - - - - - REVENUE TOTAL ----> 7,500 11,989 700 700 - -
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 ----> 7,500 11,989 700 700 - - PARKING IN LIEU FUND NET EXPENSE (REV) ----> 108,094 (11,989) 324,300 324,300 29,672 73,655 PARKING IN LIEU FUND (28281000)
BUDGET SUMMARY
9.e
June 10, 2024
Packet Pg. 773
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 774
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 07/01/23-06/30/26
Management 07/01/23-06/30/26
AFSCME Technical and Professional 07/01/23-06/30/26
Teamsters 09/01/23-08/31/26
Part-Time Employees 1/1/24
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 nine 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.
9.e
June 10, 2024
Packet Pg. 775
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 11 (eleven) 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 $315 per month for transit passes and van pool services and up to $315 per month for qualified parking expenses in 2024. 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 $3,200 per calendar year and up to $5,000 per calendar year for eligible dependent care (for 2024). Money in the reimbursement accounts must be used by the end of the calendar year. Up to $640 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 $23,000 of pre-tax dollars towards a 457(b) deferred compensation plan per year (in 2024). Employees age 50 or older may contribute up to an additional $7,500 for a total of $30,500 per year (in 2024). The City provides a contribution to an employee’s deferred compensation account in an amount equal to the employee’s contribution at a ratio of 1:1, to a maximum of $225 per month for Confidential Group, AFSCME and Teamsters Units and a maximum of $400 per month for Management Group.
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.
9.e
June 10, 2024
Packet Pg. 776
Revised Adopted Revised Adopted 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 Building 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
Assistant Public Works Director7 0.00 0.00 0.00 0.00 1.00 Associate Engineer8 2.00 2.00 3.00 3.00 3.00
Associate Planner9 1.00 1.00 2.00 2.00 2.00
Building Inspector II10 4.00 3.00 4.00 4.00 4.00
Building Official 1.00 1.00 1.00 1.00 1.00
City Attorney11 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 Assistant
12 0.00 1.00 1.00 1.00 1.00
Civil Engineering Technician 1.00 1.00 1.00 1.00 1.00
Communications Coordinator13 0.00 0.00 1.00 0.00 0.00
Communications Manager14 0.00 0.00 1.00 1.00 1.00
Community Development Director 1.00 1.00 1.00 1.00 1.00 Cook15 0.00 0.00 1.00 1.00 1.00
Deputy City Clerk16 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/Housing 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 Manager 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 Management 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 Secretary
17 0.00 0.00 0.00 1.00 1.00
Maintenance Worker 10.00 10.00 10.00 10.00 10.00
Management Analyst18 4.00 4.00 3.00 4.00 4.00
Mechanic19 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 Technician20 0.00 0.00 1.00 1.00 1.00
Planning Manager 1.00 1.00 1.00 1.00 1.00
Principal Engineer21 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 Superintendent22 1.00 1.00 1.00 1.00 2.00 Public Works Director 1.00 1.00 1.00 1.00 1.00
Public Works Inspector23 1.00 1.00 2.00 2.00 2.00
Public Works Superintendent 1.00 1.00 1.00 1.00 1.00
Recreation Coordinator24 4.00 5.00 5.00 5.00 5.00
Recreation Manager25 0.00 0.00 1.00 1.00 1.00
Recreation Supervisor26 3.00 3.00 2.00 2.00 2.00
Senior Accountant 2.00 2.00 2.00 2.00 2.00
Senior Administrative Clerk27 1.00 3.00 4.00 4.00 4.00
Senior Building Inspector28 0.00 1.00 1.00 0.00 0.00
Senior Engineer29 1.00 1.00 1.00 0.00 0.00
Senior Facility Attendant30 0.00 1.00 1.00 1.00 1.00
Senior Maintenance Worker31 8.00 8.00 10.00 10.00 10.00 Senior Management Analyst 3.00 3.00 3.00 3.00 3.00
Senior Mechanic32 0.00 0.00 0.00 1.00 1.00
PERSONNEL SUMMARY
9.e
June 10, 2024
Packet Pg. 777
Revised Adopted Revised Adopted Proposed
Budget Budget Budget Budget Budget
Classification 2020-21 2021-22 2022-23 2023-24 2024-25
PERSONNEL SUMMARY
Senior Planner33 0.00 1.00 2.00 2.00 2.00
Senior Sustainability Analyst34 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 Engineer35 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 98.00 101.00 103.00
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 338,200 445,200 431,500 504,300 552,550 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 $560,450 3 Account Technician II position added in FY2023-24 to support t he increased volume of needs in the Finance division 26 Recreation Supervisor position downgraded from the Recreation Manager position in FY2020-21 as a cost saving measure but upgra ded 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
27 Senior Administrative Clerk position in Planning Division eliminated in FY2020-21 as a cost saving measure; Senior Administra tive 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 A dministrative 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 successi on planning efforts to offer growth opportunities and reduce high turnover rate in this position
7 Assistant Public Works Director added FY2024-25 to assist the Public Works Director with the Engineering Division 28 Senior Building Inspector upgraded from Building Inspector II in FY 2021-22 to assist with large scale development projects, e lectronic plan review, and assist the Building Official with training and coordination of field inspections; and upgraded to Assi stant Building Official in FY2023-24 in order to assume a lead role with large scale development projects as well as assist the Building Official with training and coordination of field inspecti ons and mentoring of field inspectors and permit technicians 29 Senior Engineer position upgraded to Principal Engineer position in FY2023-24 to manage and deliver Capital Improvement Progra m projects 17 Legal Secretary position added in FY2023-24 to support the full time in house City Attorney 4 Administrative Assistant position in the Public Works Depart ment added in FY2022-23 to support administrative duties in the En gineering 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 ski ll 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 r ole with large scale development projects as well as assisting the Building Official with training and coordination of field inspecti ons and mentoring of field inspectors and permit technicians 21 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 20 Permit Technician position in the Public Works Department added in FY2022-23 to assist with ongoing permit application intake, minor tenant improvement projec ts, electronic plan review of residential solar and fire permit applications, and review of kitchen and bath remodel projects 24 Recreation Coordinator position added on the J anuary 24th, 2022 Council Meeting to support the coordination and management of special events 15 Cook position upgraded from Part Time to Full Time in FY2022-23 to support the expansion of the Adult Community Center Lunch P rogram 19 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 23 Public Works Inspector position added in FY2022-23 to suppor t the increasing number of capital improvement projects 22 2nd Public Works Assistant Superintendent added in FY2024-25 to a ssist with Public Works Superintendent to oversee two of the four divisions in Public Works Maintenance Division 35 Senior Traffic Engineer added in FY2022-23 to better respond to traffic calming request and to manage mobility and transportat ion infrastructure projects and initiatives 8 Associate Engineer position added in FY2022-23 to support the increasing number of Capital Improvement Program projects 10 Building Inspector II positions upgraded to Senior Building Inspecto r in FY2021-22 to assist with large scale development proj ects, electronic plan review, and assist the Building Official with training and coordination of field inspections; Building Inspecto r II position added in FY2022-23 to assist with ongoing reside nt projects, minor tenant improvem ent projects, permit intake, and electronic plan review
12 Civil Engineering Assistant position eliminated in FY2020-21 as a cost saving measure, and restored in FY2021-22 to support th e increasing commercial development applications 13 Communications Coordinator position added in FY2022-23 to support communications and outreach efforts and upgraded to Manageme nt Analyst in FY2023-24 to better represent the full scope of services provided by the Communications Coordinator 14 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
18 Management Analyst positions in the City Manager upgraded to Communications Manager and Senior Sustainability Coordinator in F Y2022-23; Management Analyst position added to the Administrative Services Department in FY2022-23 to support the in creasing needs in the department; Management Analyst position i n 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 25 Recreation Manager position downgraded to the Recreation Supervisor position in FY2020-21 as a cost savings measure, and upgra ded from the Recreation Supervisor position in FY2022- 23 to support the growth of the department and impending staffing transitions 31 Two Senior Maintenance Worker positions added in FY2022-23 to support parking lot maintenance and open space maintenance 16 Deputy City Clerk position added FY2023-24 to provide City Clerk with support requiring greater depth of skill and expertise a bove and beyond basic clerical functions 33 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 9 Associate Planner position added in FY2022-23 to support the Advance Planning Division 34 Senior Sustainability Analyst position in the City Manager's D epartment added in FY2022-23 to support the implementation of th e Climate Mitigation and Adaptation Plan ("CMAP") 30 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 32 Senior Mechanic position upgraded from Mechanic in FY2023-24 to su pport the transition from internal combustion engines to an EV platform which requires senior level skill set 11 City Attorney position converted from a contract position to a full time in house position in FY2023-24 to support increasing legal services
9.e
June 10, 2024
Packet Pg. 778
Revised Revised Revised Adopted 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
9.e
June 10, 2024
Packet Pg. 779
Revised Revised Revised Adopted Proposed
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
Assistant Public Works Director 0.00 0.00 0.00 0.00 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 13.00 *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
9.e
June 10, 2024
Packet Pg. 780
Revised Revised Revised Adopted 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
Public Works Assistant Superintendent 0.00 0.00 0.00 0.00 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 7.00
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 98.00 101.00 103.00 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
9.e
June 10, 2024
Packet Pg. 781
Revised Revised Revised Adopted 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
9.e
June 10, 2024
Packet Pg. 782
CAPITAL IMPROVEMENT PROGRAM BUDGET
In June 2023, the City Council adopted the FY 2023-25 Biennial Budget, which was the result of an inclusive and interactive staff budget development process, the City Council Budget Study Session held on May 5, 2023, as well as Council direction given throughout the year.
Resolution 2023-066 set the appropriation (expense) levels for both FY 2023-24 and FY 2024-
25. One of the primary advantages of a two-year budget cycle is the amount of time savings that can be realized by both staff in the preparation of the budget and the governing body, who must review and adopt the budget.
Capital project budgets fund major, one-time and on-going infrastructure improvement needs including resurfacing and sidewalk projects, traffic safety improvements, park construction and improvements, facility improvements, and enterprise technology projects. Funds are often accumulated over a period of years and then spent when a sufficient amount of revenue is available to pay for the desired projects. There is sufficient revenue or fund balance to finance the proposed changes to the capital project budgets.
Sections 65400, 65401, and 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 City’s Planning and Transportation Commission reviewed the Capital Improvement Program Budget at its May 6, 2024 meeting and concluded that the proposed capital projects are in conformance with the goals, policies, and actions contained within the General Plan.
Below is a summary highlighting recommended changes to existing projects since the FY 2023- 25 Adopted Budget (“Adopted Budget”) and background of newly proposed projects grouped by fund. Detailed descriptions of these projects can be found in the attachments.
Wastewater Fund 06
The Wastewater Fund is the City’s only Enterprise Fund. An Enterprise Fund is used to account for operations that are financed and operated like a private business enterprise. The Wastewater Fund, therefore, has the rates and fees necessary to fund the sewage treatment, transmission, major capital replacements, and improvements to the sewer system.
The following new Wastewater Fund Project is recommended:
Manhole Monitoring System Upgrade. Utilizing telemetry in sewer systems improves operational reliability, efficiency, and environmental sustainability, concurrently fostering cost reduction and advancing public health and safety initiatives. Moreover, it mitigates the occurrence of sanitary sewer overflows, thereby minimizing environmental impact and ensuring regulatory compliance. $150,000 is recommended for funding in FY 2024-25 to install telemetry monitoring technology at various sewer manholes.
Gas Tax Fund 16
The Gas Tax Fund is used to account for revenue received and expended under the State of California, Street and Highways Code Sections 2106, 2107, and 2107.5. The revenues received must be spent on maintenance and construction related to streets.
9.e
June 10, 2024
Packet Pg. 783
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. This revenue has been incorporated into the five-year capital project proposal. SR revenues are projected at $1.7 million in FY 2024-25.
Measure A. Measure A was passed originally in 1988 and then extended by voters in 2004 (to 2033) to improve transit and relieve traffic congestion. It includes funds for local community shuttle services, railroad/street grade separations, and a major infusion of tax dollars for pedestrian and bicycle projects and some operating funds that can be channeled to Caltrans.
Measure W. Measure W was passed in 2018, and went into effect in July 2019, approving a half cent sales tax to provide the County with additional resources to improve transit and relieve traffic congestion. This tax measure is generating funds for a period 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.
Due to higher prices and high interest rates, many local agencies, including San Carlos, have seen a decrease in sales tax and thus a decrease in revenue from Measure A and Measure W.
Although there was a decrease in revenues, the fund balance was sufficient to recommend a decrease in the transfer from Fund 14 (Measure A) and Fund 18 (Measure W) into Fund 16 (Gas Tax Fund) by $52,000, or from $1.69 million to $1.64 million, in FY 2024-25.
Staff proposes changes to the following previously approved projects:
Annual Street Resurfacing Project (C9416). $15 million of total project funding was originally approved, with $7.5 million appropriated for FY 2023-24, $7.5 million for FY 2024-25 and $24 million requested for FY 2025-26 through 2027-28, which includes $8.55 million in funding from the Facility/Infrastructure Reserve. Staff now recommends funding an additional $4 million, or $1 million per year for FY 2024-25 through FY 2027-28. Timely and regular maintenance and rehabilitation will prevent costly reconstruction, and spending at this level will raise the Pavement Condition Index of City streets from its current level of 57 “at risk” to a level of 62 or “fair” condition over the next four years.
Annual Sidewalk Replacement/Reconstruction (C9465). $180,000 was previously adopted in FY 2024-25 and proposed each year for FY 2025-26 through FY 2027-28. Staff proposes additional, one-time funding of $480,000 for FY 2024-25. The City performs sidewalk repair projects annually and then bills property owners for their portion of the 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.
General Fund Capital Projects Fund 25
The General Fund Capital Projects Fund accounts for general capital improvements and replacements, including building construction, technology, and other infrastructure improvements.
The major sources of revenue for this fund are the franchise fee revenue received from the Shoreway Transfer Station, estimated at approximately $2.6 million in FY 2024-25, with increases of $50,000 per year in next three fiscal years; and the Educational Revenue Augmentation Fund
9.e
June 10, 2024
Packet Pg. 784
(ERAF) rebate, which reflects property taxes previously taken from the City by the State, estimated at $3 million in FY 2024-25, and $2 million per year in FY 2025-26 through FY 2027-
28. Included in the FY 2023-25 Adopted Budget was a transfer of $2 million from the General Fund in FY 2024-25 through FY 2027-28 to fund infrastructure projects, including storm drain improvements and four landslide repair projects located at Big Canyon Park and Dartmouth Road.
A transfer of approximately $3.3 million in FY 2024-25 and FY 2025-26, and $2.9 million in FY 2026-27 and FY 2027-28 from the General Capital Fund to the Gas Tax Fund was also included in the Adopted Budget to help offset the increasing annual street resurfacing costs.
Project near completion in FY 2023-24:
Roof Repairs at Various Buildings (C1721)
Storm Drainage System
Staff proposes change to the following previously approved project:
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. Staff now recommends funding an additional $550,000 for FY 2025-26.
Streets and Sidewalks
Staff proposes changes to the following previously approved projects:
Upgrade Pedestrian Signal Heads to Countdown Pedestrian Signals (C1725). $200,000 in funding was adopted for this project. An additional funding of $630,000 is requested for FY 2024-25 as the cost has increased and grant funding is no longer available.
San Carlos Ave Pedestrian Safety Improvements (C1806). $6.7 million was previously appropriated for this project. $3.8 million is currently offset by developer donations, Measure A bicycle/pedestrian funding, and Traffic Mitigation Fee Reserve funds. Staff recommends moving an additional $1 million in Traffic Mitigation Fee Reserve funding from C1803 (Brittan Ave and Alameda de las Pulgas Widening) in FY 2024-25.
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. Staff now recommends funding an additional $870,000 for FY 2024-25. 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.
9.e
June 10, 2024
Packet Pg. 785
Arroyo Avenue and Chestnut Street Safe Routes to School Improvements and Paving (C2201). $525,000 was appropriated previously for FY 2023-24. 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 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. Staff proposes an additional $342,000 in FY 2024-25. $150,000 will be covered by the Priority Legislative Budget Projects Grant, $375,000 by the Traffic Mitigation Fee Reserve and $20,457 by San Carlos School District.
San Carlos Avenue Pedestrian Safety Improvement Phase IV (C2325). $300,000 for FY 2023-24 and $1.2 million for FY 2024-25 was previously adopted for this project which will fund 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. A transfer of $150,000 each year from the Traffic Mitigation Fee Reserve was included in the Adopted Budget. Staff recommends an additional $1 million transfer from the Traffic Mitigation Fee Reserve in FY 2024-25.
The following new and future General Fund capital project is recommended.
Landslide Repairs (Hillsides above Eaton Trail, 3101 Brittan, Sheldon Road & Chilton Park). Staff recommends $1 million in funding for FY 2024-25. During the 2022- 2023 winter storms, the hillsides above Eaton Trail, 3101 Brittan Avenue, Sheldon Road, and Chilton Park slipped and eroded due to oversaturated soil and caused soil and debris to mobilize down the slope into the property owner's rear yard in addition to the roadway.
This project is also in line with 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 to the residences adjacent to the hillside and right-of-way; provide a safe path of travel for pedestrians using Eaton Trail above the hillside and Sheldon Avenue; and improve drainage to reduce the amount of runoff, dirt, and debris that enters adjacent properties.
Traffic and Transit
Staff proposes changes to the following previously approved projects:
Brittan Ave and Alameda de las Pulgas Widening (C1803). $250,000 was previously included in the Adopted Budget for this project for design work as well as $850,000 to proceed with the construction phase to widen Alameda de las Pulgas to provide a separate northbound right turn lane at the intersection with Brittan Avenue to reduce the bottleneck.
A transfer of $1.1 million funding from the Traffic Mitigation Fee Reserve to cover the costs of this project was also included in the Adopted Budget. Staff recommends re-allocating $1 million of the Traffic Mitigation Fee Reserve funding to project C1806 (San Carlos Ave Pedestrian Safety Improvements) which is scheduled to start sooner.
Traffic Circle and Midblock Crossing (Alameda de las Pulgas (ADLP), Industrial, Crestview, and Morse) (C1807). $2,971,000 was appropriated previously. Staff recommends moving $216,000 to a new project, Roundabout at Crestview and Edmonds, in FY 2024-25.
9.e
June 10, 2024
Packet Pg. 786
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 City Council in October 2022. The Plan contains 10 “Big Moves” for transformation in the district. Big Move #9 is to reduce congestion through coordinated transportation strategies, which calls for expanding the San Carlos Municipal Code Chapter 18.25 Transportation Demand Management ordinance to better calibrate City standards to the East Side District's needs and also to meet future regional requirements. Staff recommends $442,300 additional funding in FY 2024-25 due to six new laws passed that require local jurisdictions to address specific parking and TDM strategies. In addition, the City's impending Transportation Impact Analysis (TIA) Guidelines rely heavily on having an updated citywide TDM policy and strategy.
Four Corners Traffic Improvements (C9838). $2 million was previously requested for FY 2027-28. $250,000 of that amount is now being requested to be moved to FY 2025-26 for the construction phase of this project. No additional changes are recommended.
The following new and future General Fund capital projects are recommended.
Industrial Road Turning Mitigation (Between Holly St and PAMF). Staff recommends $100,000 in funding for FY 2024-25 and $400,000 for FY 2025-26. Increased developments in the neighborhood necessitated the need to improve the turning movements. This project will repave the roadway and construct improvements to address the turning movements.
Traffic Signal Masterplan Implementation. Staff recommends $250,000 in funding for FY 2024-25 and $150,000 for FY 2025-26. The City has 24 signalized intersections with older infrastructure that need to be upgraded to utilize available technology to improve operations and reduce traffic congestion. In addition, several of the City’s signals are not part of the C/CAG San Mateo County Smart Corridor System and need to be integrated into this system for optimized operations and better emergency access.
Roundabout at Crestview and Edmonds. Staff recommends $316,000 in funding for FY 2024-25, which includes $216,000 moving from adopted project Traffic Circle and Midblock Crossing (Alameda de las Pulgas (ADLP), Industrial, Crestview, and Morse) (C1807). This project will fund a traffic calming pilot improvement at the intersection of Crestview Drive and Edmonds Road to address community safety concerns.
Parks & Recreation
Staff proposes changes to the following previously approved projects:
North Crestview Passive Park Improvement (C1716). $350,000 was previously adopted in FY 2024-25. Due to a new project, North Crestview Park Design, that is proposed to begin in FY 2025-26, staff recommends removing this $350,000 funding.
Big Canyon Park Landslide Repair (Behind 995 Crestview Drive) (C2318). $1 million in funding was adopted for FY 2023-24. The City’s budget preparation began in January 2023. At this time, staff assumed the worst-case scenario and much larger and deeper
9.e
June 10, 2024
Packet Pg. 787
repair areas for these projects. This led to the higher budget request. Once the engineers obtained the geotechnical information in September 2023, they determined that the size and depth of the repair area was smaller than estimated, which led to significantly lower costs. Staff recommends decreasing the Adopted Budget by $825,000.
Big Canyon Park Landslide Repair (Above 3144 Brittan Avenue) (C2319). $1.5 million in funding was adopted for FY 2023-24. For the same reasons as the Big Canyon Park Landslide Repair (Behind 955 Crestview Drive) project, staff recommends decreasing the Adopted Budget by $1 million.
Big Canyon Park Landslide Repair (Behind 3141-3161 Melendy Drive) (C2320). $1.5 million in funding was adopted for FY 2023-24. For the same reasons as the Big Canyon Park Landslide Repair (Behind 955 Crestview Drive) project, staff recommends decreasing the Adopted Budget by $1.26 million.
Dartmouth Road Landslide Repair (Between Garden Lane & Northam Ave) (C2321). $1 million in funding was adopted for FY 2023-24. For the same reasons as the Big Canyon Park Landslide Repair (Behind 955 Crestview Drive) project, staff recommends decreasing the Adopted Budget by $710,000.
The following new and future General Fund capital projects are recommended.
Highlands Park Snack Shack Repairs. Staff proposes $65,000 of funding in FY 2024-
25. This project will include a renovation of the interior of the snack shack at Highlands Park. Improvements include new refrigeration for beverages, new interior paint, new cabinets, and opening up an interior wall to open up the serving area. $10,000 of this cost will be offset by The Parks and Recreation Foundation.
North Crestview Park Design. Staff recommends $500,000 in funding in FY 2025-26.
The City Council directed staff to begin the process for a new Master Plan for North Crestview Park. By the end of 2024, it is anticipated that the Master Plan will be adopted by the Council. Following this action, should the Council prioritize this capital project, the design phase may begin. This funding request includes the estimated cost of design of park plans.
Planning
Staff proposes changes to the following previously approved projects:
East Side Innovation District Parking Strategy (C2206). $100,000 in funding was previously adopted for this project. 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. Staff proposes transferring $43,983 from Fund 28 to partially cover the cost of this project.
Northeast Area Specific Plan (C2211). Funding of $1.5 million was adopted in FY 2022-
9.e
June 10, 2024
Packet Pg. 788
23 for consulting fees. Staff are requesting appropriation of an additional $50,000 in funds for FY 2024-25. This would bring the total appropriation to $1.55 million. Any unused funds would go back to the General Capital Fund 25. As part of the 2022 Strategic Plan, the 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, public realm, and traffic/circulation including multiple modalities for travel, walkability, housing, and districtwide maintenance.
2030 General Plan Amendment - Resetting Buildout to Allow Continued Improvements to 2030 (C2311). $390,000 was previously approved for this project. An additional $30,000 is requested for FY 2024-25 to perform a demand analysis based on economic and development patterns and conditions to provide context to future planning assumptions and policies related to buildout. $264,021 will be covered by the General Plan Update Reserve.
General Plan Open Space Element Update (C2324). $300,000 was previously included in the Adopted Budget for FY 2024-25 for this project. $123,903 was also approved to be transferred from 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). Staff recommends transferring an additional $176,097 from the General Plan Update Reserve to offset the remainder of the project costs.
Facilities, Technology and Equipment
The following new and future General Fund capital projects are recommended.
2nd Floor City Hall Remodel. Staff requests $1.75 million in funding for FY 2025-26. This project would consist of remodeling and updating the 2nd floor of City Hall (south end) to provide a more efficient layout and employee work area for Public Works staff and permitting services, City Manager's Office, Emergency Operations, City Attorney's Office, and employee break room.
ACC Sound Panels & Office/Conference Room Door Replacement. Staff proposes $150,000 in funding in FY 2024-25. The funding includes the installation of sound absorption panels throughout the lobby, lounge, and Chestnut room. Staff will work with a consultant for proper design and aesthetics to complement the facility. $50,000 will be covered by Friends of ACC.
Fire Alarm System Upgrade. Staff proposes $150,000 in funding for FY 2024-25 to replace the existing fire alarm panel system, which has been operational since 1990 in the Corporation Yard.
Corporation Yard Kitchen and Restroom Upgrade. Funding in the amount of $170,000 is recommended in FY 2024-25. This project is to replace and upgrade the kitchen area and restroom amenities that are used by employees on a daily basis.
Roof Replacement and Solar Panel Upgrade. Funding in the amount of $175,000 is recommended in FY 2024-25 to replace the roof and existing solar panels at the
9.e
June 10, 2024
Packet Pg. 789
Corporation Yard to optimize operational efficiency and address critical requirements.
Sheriff's Department Floor and Cabinet Replacements. Staff recommends $175,000 in funding for FY 2024-25. This project is to replace the current flooring in the common area, reporting room, and locker room, in addition to upgrading the cabinetry in both the kitchen and common area. The cost will be covered by the Sheriff’s Office Trust Fund Reserve.
CMMS Tool Upgrade and Integration with Other IT Tools. Staff proposes $150,000 in funding in FY 2024-25. This project is to upgrade the City's comprised maintenance management system (CMMS) to manage Corp Yard assets, schedule maintenance, and track and prioritize work orders for Sewer, Streets, Traffic, Stormwater, Parks (Developed and Open Space), and Facilities.
Purchase and Implement a New Agenda and Meeting Management System (AMMS).
Staff proposed $150,000 in funding for FY 2025-26. Staff are requesting funds to purchase and implement a new Agenda and Meeting Management System (AMMS) and to migrate existing meeting data into the new system. An AMMS plays a significant role in administrative functions citywide. All departments use the system to prepare and route staff reports and meeting materials, which then are compiled and made available to the public through the system's meeting portal on the City's website.
Child Care Development Fund 26
The Child Care Fund accounts for development fees collected and used to finance new childcare facility development and childcare space. There are no new projects or changes requested for FY 2024-25.
Park-in-Lieu Fund 27
The Park-in-Lieu Fund accounts for development fees collected and used to finance the acquisition, construction, and major improvement of City parks.
The following new and future Park-in-Lieu capital projects are recommended.
Burton Park Infield Renovations. Staff proposes $150,000 in funding for FY 2024-25 to renovate the infields at Burton Park, to reduce the dimensions of the Flanagan Field infield, and to increase the dimensions of Madsen Field infield to better accommodate the age and skill levels that primarily use each of these fields for softball and baseball play. The renovation will also result in an increase in the amount of grass to expand the playable space for youth soccer. $75,000 will be covered by donations from Softball, AYSO, and the P&R Foundation.
Chilton Park Pathway Modifications. Staff recommends $150,000 in funding for FY 2024-25. This project will include removing a layer of the decomposed granite surface material and installing a fabric under layer and header board. Once these are in place, the decomposed granite surfacing will be reinstalled and compacted.
Parking-in-Lieu Fund 28
The Parking-in-Lieu Fund accounts for parking fees collected and used to finance improvements
9.e
June 10, 2024
Packet Pg. 790
related to parking in San Carlos. No amendments and new projects are recommended at this time.
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. No amendments and new projects are recommended at this time.
Library Improvement Fund 95
The Library Improvement Fund accounts for rents and other tenant activities at the San Carlos Library. Revenues are used to offset building maintenance, improvements and/or large maintenance projects in the library building. No amendments and new projects are recommended at this time.
Unfunded List
The unfunded list represents projects totaling approximately $305 million that have been requested but have not been recommended for funding at this time. After the audit has been completed, if there are savings from FY 2024-25, the City Manager may bring forward a recommendation to possibly fund some of these projects.
9.e
June 10, 2024
Packet Pg. 791
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 792
$- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000 FY 2023-24ProjectedFY 2024-25Proposed UpdateOther Funds$4,271,831 $2,050,000Gas Tax Fund$7,725,000 $9,460,000Wastewater Fund$11,358,318 $8,525,000General Projects Fund$40,209,141 $11,279,300Housing Fund$23,107,136 $10,000,000 CAPITAL IMPROVEMENT PROGRAMFY 2023-24 and FY 2024-25
9.e
June 10, 2024
Packet Pg. 793
Wastewater Fund - Fund 0006 Restricted
Restricted Fund Balance 33,858,624$ 41,156,742$ 41,156,742$ SVCW Investment 8,625,973 7,467,296 7,467,296 Total Restricted Fund Balance 42,484,597 48,624,038 48,624,038
0.0% 0.0%
Operating Revenues * 22,787,114 27,866,500 24,016,500 General Operating Expenses (3,922,643) (3,594,000) (3,524,000) Capital Projects (1,081,676) (11,358,318) (11,358,318) SVCW Operating Expenses (4,036,296) (4,086,539) (4,086,539) Existing SVCW Bonds (2,982,510) (2,987,700) (2,987,700) Cash-in-lieu of Debt
SCVW Future Bonds - - - SCVW Future SRF Loans - - - State Revolving Loan & Reserve Requirement (285,858) (320,000) (320,000) SVCW Capital Contributions (609,200) (562,461) (562,461) Net Transfers & Allocations to other funds (3,462,200) (3,928,100) (3,928,100) Investment in SVCW (1,158,677) - - Net change in current year 5,248,051 1,029,382 (2,750,618) SVCW Investment 7,467,296 7,467,296 7,467,296 Wastewater Fund - Est. Restricted Ending Balance 41,156,742$ 42,186,124$ 38,406,124$ * Note: Sewer Projected Revenues include Fee Increases that will need to be approved by Council and will be subject to Prop 218 hearings Gas Tax Fund - Fund 0016
Beginning Fund Balance 8,973,354$ 10,070,170$ 10,070,170$ Other Operating Revenues 293,649 149,000 149,000 Gas Tax Revenues 1,463,347 1,644,300 1,578,140 Measure M 54,388 66,000 77,269 Outside Funding for Capital Projects 179,309 40,000 40,000 Capital Projects (5,155,276) (7,725,000) (7,725,000) Transfer from GF - Facility/Infrastructure Reserve - 2,850,000 2,850,000 Transfer from GF - PG&E Settlement - - - Transfer from GF 400,000 - - Transfer from General Capital Fund 25 3,125,000 3,275,000 3,275,000 Transfer from Measure A/K (F14) and Measure W (F18) Funds1,750,000 1,695,000 1,695,000 Net Transfers & Allocations from/(to) other funds*(1,013,600) (1,180,800) (1,180,800) Net Change in Fund Balance 1,096,816 813,500 758,609 Gas Tax Fund - Estimated Ending Balance 10,070,170$ 10,883,670$ 10,828,779$ Capital Projects Fund - Fund 0025
Unrestricted Fund BalanceUnrestricted Fund Balance 27,295,508$ 28,051,141$ 28,051,141$ Restricted 4,965,907 3,741,622 3,741,622 Total Beginning Fund Balance 32,261,415 31,792,763 31,792,763 Operating Revenues 5,382,834 4,115,200 6,722,700 Restricted Revenues 381,133 3,031,900 3,098,200 Outside Funding for Capital Projects 1,901,698 2,162,724 2,162,724 Capital Projects (8,969,317) (37,822,992) (40,209,141) Net Transfers & Allocations from/(to) other funds 835,000 1,975,000 1,975,000 Net Change in Fund Balance (468,652) (26,538,168) (26,250,517) Restricted Fund (Bldg. Maintenance/Imp) 79,500 79,500 79,500 381,438 510,238 510,238 Technology Fee Reserve 154,635 188,335 188,335 Traffic Mitigation Fee Reserve 1,585,996 1,340,546 1,340,546 General Plan Update Reserve 364,021 147,721 214,021 Levee Assessment Reserve 144,062 174,062 174,062 PEG Fund Reserve 227,160 227,160 227,160 Parks and Recreation Reserve 804,810 804,810 804,810 Total Restricted Fund 3,741,622 3,472,372 3,538,672 Capital Fund - Est Unrestricted Ending Balance 28,051,141$ 1,782,223$ 2,003,574$
CAPITAL IMPROVEMENT PROGRAM
FUND SUMMARY
FY 23-24
Projected
Turf Replacement Reserve
FY 22-23
Audited
FY 23-24
Revised
Projected Sewer Rate Increase
9.e
June 10, 2024
Packet Pg. 794
38,406,124$ 38,406,124$ 39,511,624$ 41,512,324$ 35,473,783$ 7,467,296 7,467,296 7,467,296 7,467,296 7,467,296 45,873,420 45,873,420 46,978,920 48,979,620 42,941,079
3.0% 3.0% 3.0% 3.0% 4.0%
27,746,000 27,746,000 32,936,700 24,665,400 25,522,800 (3,574,200) (3,552,800) (4,114,700) (3,879,800) (4,384,300) (8,375,000) (8,525,000) (13,275,000) (11,875,000) (10,275,000) (3,132,053) (3,132,053) (3,922,000) (4,075,000) (4,248,000) (2,989,100) (2,989,100) (2,975,900) (2,973,500) (2,976,800) (2,062,500) (2,062,500) (852,741) - - (86,000) (260,000) (275,000) (1,050,000) (1,050,000) (1,050,000) (1,050,000) (2,750,000) (300,000) (300,000) (300,000) (300,000) (300,000) (800,947) (800,947) (878,000) (955,000) (1,032,000) (4,053,100) (4,228,100) (4,334,400) (4,482,900) (4,637,900) - - - - - 1,409,100 1,105,500 2,000,700 (6,038,541) (5,356,200) 7,467,296 7,467,296 7,467,296 7,467,296 7,467,296 39,815,224$ 39,511,624$ 41,512,324$ 35,473,783$ 30,117,583$ 10,828,779$ 10,828,779$ 9,999,079$ 9,624,779$ 5,484,879$ 166,900 166,900 186,800 128,800 37,900 1,693,600 1,693,600 1,744,200 1,796,300 1,849,900 68,000 68,000 70,000 72,100 74,300 40,000 150,000 40,000 40,000 40,000 (7,980,000) (9,460,000) (8,980,000) (9,480,000) (9,980,000) 2,850,000 2,850,000 2,850,000 - - - - - - - - - - - - 3,275,000 3,275,000 3,275,000 2,850,000 2,850,000 1,642,900 1,642,900 1,692,100 1,742,700 1,794,700 (1,216,100) (1,216,100) (1,252,400) (1,289,800) (1,328,500) 540,300 (829,700) (374,300) (4,139,900) (4,661,700) 11,369,079$ 9,999,079$ 9,624,779$ 5,484,879$ 823,179$ 2,003,574$ 2,003,574$ 2,254,521$ 255,803$ 1,251,903$ 3,538,672 3,538,672 2,554,451 7,601,069 7,906,369 5,542,246 5,542,246 4,808,972 7,856,872 9,158,272 4,228,300 5,728,300 4,884,800 4,946,100 5,007,800 1,289,500 1,354,800 5,988,100 305,300 313,500 3,500,000 3,730,457 - - - (10,575,000) (11,279,300) (6,550,000) (3,100,000) (4,850,000) (548,564) (267,529) (1,275,000) (850,000) (850,000) (2,105,764) (733,273) 3,047,900 1,301,400 (378,700) 79,500 79,500 79,500 79,500 79,500 642,938 642,938 779,638 920,438 1,065,438 223,035 223,035 258,735 295,535 333,435 372,946 372,946 5,122,946 5,183,846 5,246,546 58,518 - 94,218 131,018 168,918 204,062 204,062 234,062 264,062 294,062 227,160 227,160 227,160 227,160 227,160 804,810 804,810 804,810 804,810 804,810 2,612,969 2,554,451 7,601,069 7,906,369 8,219,869 823,513$ 2,254,521$ 255,803$ 1,251,903$ 559,703$ FY 26-27
Requested
FY 27-28
Requested
CAPITAL IMPROVEMENT PROGRAM
FUND SUMMARY
FY 25-26
Requested
FY 24-25
Revised
FY 24-25
Proposed Update
9.e
June 10, 2024
Packet Pg. 795
CAPITAL IMPROVEMENT PROGRAM
FUND SUMMARY
Child Care Fund - Fund 26
Beginning Fund Balance - - - Operating Revenues - 3,671,700 1,105,700 Operating Expenses - private grant program - - - Outside Funding for Capital Projects - - - Capital Projects - - - Net Transfers & Allocations to other funds - - - Net Change in Fund Balance -$ 3,671,700$ 1,105,700$ Child Care Fund - Est Ending Balance -$ 3,671,700$ 1,105,700$ Park In Lieu Fund - Fund 27
Beginning Fund Balance 2,539,633$ 1,546,077$ 1,546,077$ Operating Revenues 466,548 267,100 285,400 Operating Expenses - - - Outside Funding for Capital Projects - 208,000 208,000 Capital Projects (104) (1,700,000) (1,975,000) Net Transfers & Allocations to other funds (1,460,000) - - Net Change in Fund Balance (993,556) (1,224,900) (1,481,600) Park In Lieu Fund - Est Ending Balance 1,546,077$ 321,177$ 64,477$ Parking In Lieu Fund - Fund 0028
Beginning Fund Balance 385,966$ 397,955$ 397,955$ Operating Revenues 11,989 700 700 Operating Expenses - - - Capital Projects - (75,000) (75,000) Net Transfers & Allocations to other funds - (250,000) (250,000) Net Change in Fund Balance 11,989 (324,300) (324,300) Parking In Lieu Est Ending Balance 397,955$ 73,655$ 73,655$ Housing Fund - Fund 0029 and 0031
Beginning Fund Balance 23,718,214$ 23,024,910$ 23,024,910$ Operating Revenues 790,056 15,201,300 15,201,300 Operating Expenses (195,154) (695,000) (695,000) Capital Projects (883,005) (19,007,136) (23,107,136) Net Transfers & Allocations to other funds (405,200) (421,400) (421,400) Net Change in Fund Balance (693,303) (4,922,236) (9,022,236) Housing in Lieu Est Ending Balance 23,024,910$ 18,102,674$ 14,002,675$ Library Improvements Fund 0095
Beginning Fund Balance 2,538,920$ 2,447,613$ 2,447,613$ Operating Revenues 320,718 283,800 283,800 Operating Expenses (351,371) (351,200) (351,200) Outside Funding for Capital Projects - 1,135,565 1,173,600 Capital Projects (60,654) (1,291,831) (2,221,831) Net Transfers & Allocations to other funds - - - Net Change in Fund Balance (91,306) (223,666) (1,115,631) Library Improvements Est Ending Balance 2,447,613$ 2,223,947$ 1,331,981$
9.e
June 10, 2024
Packet Pg. 796
CAPITAL IMPROVEMENT PROGRAM
FUND SUMMARY
1,105,700 1,105,700 3,934,100 2,227,800 995,800 1,578,400 4,078,400 4,543,700 18,000 13,000 - - - - - - - - - - (1,250,000) (1,250,000) (6,250,000) (1,250,000) (250,000) - - - - - 328,400$ 2,828,400$ (1,706,300)$ (1,232,000)$ (237,000)$ 1,434,100$ 3,934,100$ 2,227,800$ 995,800$ 758,800$ 64,477$ 64,477$ 423,377$ 492,577$ 1,666,077$ 1,138,900 1,138,900 299,200 1,173,500 349,600 - - - - - 20,000 20,000 20,000 - - (500,000) (800,000) (250,000) - - - - - - - 658,900 358,900 69,200 1,173,500 349,600 723,377$ 423,377$ 492,577$ 1,666,077$ 2,015,677$ 73,655$ 73,655$ 0 $ 0$ 0$ - -$ - - - - -$ - - - - -$ - - - (29,672) (73,655)$ - - - (29,672) (73,655) - - - 43,983$ 0$ 0$ 0$ 0$ 14,002,675$ 14,002,675$ 10,507,075$ 17,931,275$ 9,840,875$ 7,653,900 7,653,900 18,608,100$ 629,100 477,100 (715,400) (715,400) (736,800) (758,900) (781,500) (10,000,000) (10,000,000) (10,000,000) (7,500,000) (5,000,000) (434,100) (434,100) (447,100) (460,600) (474,500) (3,495,600) (3,495,600) 7,424,200 (8,090,400) (5,778,900) 10,507,075$ 10,507,075$ 17,931,275$ 9,840,875$ 4,061,975$ 1,331,981$ 1,331,981$ (0) $ (0)$ (0)$ - - - - - - - - - - - - - - - - - - - - (1,134,534) (1,331,981) - - - (1,134,534) (1,331,981) - - - 197,447$ (0)$ (0)$ (0)$ (0)$
9.e
June 10, 2024
Packet Pg. 797
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 798
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/13/2024
Completed Projects
C9610 Shelford Drive Landslide Investigation 273,000 214,793 - - - - - 273,000 C9609 Wastewater Financial Plan & Rate Study 120,000 27,766 - - - - - 120,000 C9617 Annual Sewer System Rehabilitation Program282,819 979,314 7,000,000 7,000,000 7,000,000 7,000,000 7,000,000 35,282,819 C1702 Annual On-Call Sewer Contracts 546,394 - 900,000 900,000 900,000 900,000 900,000 5,046,394 C1736 Sewer System CCTV Inspection 982,701 935,364 400,000 - 400,000 - 400,000 2,182,701 C1737 Annual Sewer Lateral Replacement 215,161 13,373 300,000 300,000 300,000 300,000 300,000 1,715,161 C1752 Annual Sewer System Root Foaming 162,978 153,159 175,000 175,000 175,000 175,000 175,000 1,037,978 C2101 250,000 52,464 - - - - - 250,000 C2301 Sewer and Storm Pump Station Assessment - - 150,000 - - - - 150,000 C2302 Sewer Model Update - 31,813 374,560 - - - - 374,560 C2303 Shoreway Road Sewer Main Relocation Project - 13,901 605,000 - - - - 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 C2401 Man Hole Monitoring System Upgrade - - 150,000 - - - 150,000 Total Outside Funding - - - - - - - - Total Capital 2,833,053 2,421,945 10,904,560 8,525,000 13,275,000 11,875,000 10,275,000 57,414,614 Total Transfers (Inter-project) - - - - - - - - Total Wastewater Fund 0006 2,833,053 2,421,945 10,904,560 8,525,000 13,275,000 11,875,000 10,275,000 57,414,614 Ending Fund Balance Wastewater Fund 0006 38,406,124 39,461,646 41,462,346 35,423,805 30,067,605 FY 26-27
Requested
FY 27-28
Requested
Total Project
Funding
0006
FY 25-26
Requested
Fund/
Project Project Name
FY 23-24
Revised
FY 24-25
Proposed Update
Previously Approved/ongoing Projects
Generator Installation for Sewer Pump Stations
New Proposing Projects
9.e
June 10, 2024
Packet Pg. 799
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 800
9.e
June 10, 2024
Packet Pg. 801
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 802
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/13/2024
FY 26-27
Requested
FY 27-28
Requested
Total Project
Funding
FY 25-26
Requested
Fund/
Project Project Name
FY 23-24
Revised
FY 24-25
Proposed Update
C9416 Annual Street Resurfacing 5,047,876 237,927 7,500,000 8,500,000 8,500,000 9,000,000 9,500,000 48,047,876 C9416 Facility/Infrastructure Reserve (400,000) (2,850,000) (2,850,000) (2,850,000) (2,850,000) - - (8,950,000) C9416 PG&E Settlement - - - - - C9416
Transportation for Livable Communities
(TLC) Grant (148,090) - - - (148,090) C9417 Annual Traffic Markings & Striping 3,781 139,153 300,000 300,000 300,000 300,000 300,000 1,503,781 C9465 Annual Sidewalk Repair/Reconstruction 103,620 138,309 300,000 660,000 180,000 180,000 180,000 1,603,620 C9465 Property Owners Contribution (31,219) (8,319) (40,000) (150,000) (40,000) (40,000) (40,000) (341,219) C2201 - 11,008 (375,000) - - - - (375,000) Total Outside Funding (179,309) (8,319) (40,000) (150,000) (40,000) (40,000) (40,000) (489,309) Total Capital 5,155,276 526,398 7,725,000 9,460,000 8,980,000 9,480,000 9,980,000 50,780,276 Total Transfers (Inter-project) (400,000) (2,850,000) (2,850,000) (2,850,000) (2,850,000) - - (8,950,000) Total Gas Tax Fund 0016 4,575,967 (2,331,922) 4,835,000 6,460,000 6,090,000 9,440,000 9,940,000 41,340,967 Ending Fund Balance Gas Tax Fund 0016 10,828,779 9,999,079 9,624,779 5,484,879 823,179 0016
Arroyo Avenue and Chestnut Street Safe Routes
to School Improvements and Paving
Previously Approved/ongoing Projects
9.e
June 10, 2024
Packet Pg. 803
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 804
Gas Tax Fund - 0016 Citywide
Public Works Yes
Grace Le Council's Strategic Plan, Safety
Streets 1
Appropriations
Total Approved
Budget Total Spent
Adopted
2023-24
Proposed
Update
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-28
Total Project
Funding
Expenses 5,047,876 $ 237,927 $ 7,500,000$ 7,500,000$ 7,500,000$ 8,000,000$ 8,500,000$ 44,047,876$ New request - - - 1,000,000 1,000,000 1,000,000 1,000,000 4,000,000 Total 5,047,876$ 237,927$ 7,500,000$ 8,500,000$ 8,500,000$ 9,000,000$ 9,500,000$ 48,047,876$ 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 148,090 - - - - - - - Total 2,398,090$ 2,250,000$ 2,850,000$ 2,850,000$ 2,850,000$ -$ -$ 10,800,000$ Total Capital Project
2,649,786$ (2,012,073)$ 4,650,000$ 5,650,000$ 5,650,000$ 9,000,000$ 9,500,000$ 37,247,876$ 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 strategies 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 funding sources alone is insufficient to cover the annual funding needs, so General Funds must be used to supplement the project each year. $70 million would be needed in the next five years to achieve a pavement condition index (PCI) consistent with the County standard "excellent" condition, if that is the Council's goal. This 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 maintenance backlog of $42 million. The current 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” conditions category. It would cost approximately $70 million to raise the PCI to 83, or "excellent" level. The recommended five-year funding level will increase the PCI to 62 or “fair” condition. To achieve this, approximately 30% of City streets will be under construction per fiscal year.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
X X
Status
Programmed Funding
Continuous.
On-going.
Future Impact on Operating Budget
Current Strategic Plan Objective
Negligible impact.
9.e
June 10, 2024
Packet Pg. 805
Gas Tax Fund - 0016 Citywide
Public Works Yes
Evan Cai
Traffic & Transportation 1
Appropriations
Total Approved
Budget Total Spent
Adopted
2023-24
Proposed
Update
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-28
Total Project
Funding
Expenses 103,620$ 138,309$ 300,000$ 180,000$ 180,000$ 180,000$ 180,000$ 1,123,620$ New request - - - 480,000 - - - 480,000 Total 103,620$ 138,309$ 300,000$ 660,000$ 180,000$ 180,000$ 180,000$ 1,603,620$ Fund Financing Sources
Property Owner
Contribution 31,219$ 8,319$ 40,000$ 150,000$ 40,000 $ 40,000$ 40,000$ 341,219$ Total 31,219$ 8,319$ 40,000$ 150,000$ 40,000$ 40,000$ 40,000$ 341,219$ Total Capital Project
72,401$ 129,990$ 260,000$ 510,000$ 140,000$ 140,000$ 140,000$ 1,262,401$ 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 tripping hazards and improve pedestrian circulation. The City performs sidewalk repair projects annually, and then bills property owners for their cost of the repair work. There continues to be a need for sidewalk repair. The project also includes repairs along sidewalk, curb, gutter, and driveway approaches around City-owned buildings and parks, as well as other areas maintained by the City. In addition to sidewalk repair, staff also seeks to complete concrete shaving to eliminate areas that are below the Maintenance Program threshold, but still require mitigation. These areas were identified through an assessment (completed by an outside vendor) of the existing sidewalks throughout the city.
Justification
On March 13, 2017, the City Council adopted a resolution to share 50% of the sidewalk repair cost with property owners. The Sidewalk Repair Program continues to grow as more property owners are participating. There has always been a need to repair sidewalk, curb, gutter, and driveway approaches throughout the city for damage caused by trees and other factors. Similarly, sidewalk along City-owned facilities and parks also require repair. This project would address these major tripping hazards, increase pedestrian safety, and reduce the potential for claims. Furthermore, concrete shaving will further reduce tripping hazards that are below the Sidewalk Maintenance Program threshold. Concrete shaving will increase pedestrian safety and reduce the potential for claims. Concrete shaving will not be included as part of the shared responsibility with the property owners as they are minor and do not require full repair.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Legal requirement or mandate; safety
measure; and Council's Strategic Plan
Duration
Status
Programmed Funding
Continuous.
Ongoing.
X
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
9.e
June 10, 2024
Packet Pg. 806
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/13/2024
Total Project
Funding
FY 25-26
Requested
Fund/
Project Project Name
FY 23-24
Revised
FY 24-25
Proposed Update
FY 26-27
Requested
FY 27-28
Requested
Projects Nearing Completion
C1721 250,000 236,710 - - - - - 250,000 Previously Approved/Ongoing/New Proposing Projects
Storm Drainage System
C9531 962,123 2,443,777 1,600,000 1,000,000 1,000,000 1,000,000 1,000,000 6,562,123 Cost Reimbursement (8,975) (8,975)
C9806 Belmont Creek Watershed Improvement 500,000 231,516 - - 550,000 - - 1,050,000 C9828 Storm Channel Sediment Removal 870,000 139,380 150,000 500,000 500,000 500,000 500,000 3,020,000 C2108 500,000 - - - - - - 500,000 Streets and Sidewalks
C1712 205,000 1,596 - - - - - 205,000 C1722 1,309,644 922,706 - - - - - 1,309,644 C1725 200,000 - - 630,000 - - - 830,000 C1728 335,000 - - - - - - 335,000 C1746 610,000 25,829 - - - - - 610,000 C1746 Transit Village (150,000) (150,000) - - - - - (150,000) C1808 125,000 56,500 - - - - - 125,000 C1811 150,000 17,500 - 870,000 - - - 1,020,000 C2107 - 1,178 - - - - - - C2107 ATP Quick-Build Grant - - - - - - - - C2201 - 11,008 525,000 342,000 - - - 867,000 C2201 Priority Legislative Budget Projects Grant (150,000) - - - (150,000) C2201 Traffic Mitigation Fee Reserve (375,000) - - - (375,000) C2201 School District Reimbursement (20,457) (20,457) C2203 631,980 613,907 - - - - - 631,980 C2212 400,000 23,662 - - - - - 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 San Carlos Quick-Build Pilot Program
Arroyo Avenue and Chestnut Street Safe Routes
to School Improvements and Paving
San Carlos Avenue Asphalt Pathway
Replacement (ADLP to Cordilleras Ave)
Upgrade Pedestrian Signal Heads to Countdown
Pedestrian Signals
5KV Streetlight Conversion
ECR/Rail Corridor Tree Planting and Irrigation
Installation
GIS Sign Inventory
Repave Asphalt Walking Path at Highlands Park
Intersection Pedestrian Improvements
(Arroyo/Woodland, Olive/Elm)
SRTS Intersection and Sidewalk Improvements
(Tamarack, Belle, Elm, Arroyo, Belmont, Cedar,
and St. Francis)
0025
Roof Repairs at Various Buildings
Tree Well Replacement on Industrial Road
Storm Drain Improvements
Storm Water Motor Control Center and Pump
Replacements (Holly Street/Old County and
Brittan/Old County)
Illuminated St Name Sign Replacement
447 Hillcrest Wall Replacement
9.e
June 10, 2024
Packet Pg. 807
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/13/2024
Total Project
Funding
FY 25-26
Requested
Fund/
Project Project Name
FY 23-24
Revised
FY 24-25
Proposed Update
FY 26-27
Requested
FY 27-28
Requested
C1806 5,300,000 4,218,836 1,401,150 - - - - 6,701,150 C1806 Developer Donation (8,000) (8,000) - - - - - (8,000) C1806 Measure A Bike/Ped (1,400,000) (1,000,000) - - - - - (1,400,000) C1806 Traffic Mitigation Fee Reserve - - (2,401,150) (1,000,000) - - - (3,401,150) C2106 2,025,000 40,924 - - - - - 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) (1,150,000) - - - (1,300,000) C2338 - 86,501 100,000 - 100,000 C2340 - - 200,000 - - - - 200,000 C2403 - - - 1,000,000 1,000,000 Traffic and Transit
C9461 Brittan Ave Widening at Industrial Road 846,000 349,083 - - - - - 846,000 C9461 Traffic Mitigation Fee Reserve - - - - - - - - C9838 250,000 171,595 - - 250,000 - 1,750,000 2,250,000 C2007 350,000 128,924 - - - - - 350,000 C2210 80,000 - - 442,300 - - - 522,300 C1719 555,000 75,340 - - - - - 555,000 C1744 131,224 121,529 - - - - - 131,224 C1803 1,100,000 - - - - - - 1,100,000 C1803 Traffic Mitigation Fee Reserve (1,100,000) (1,100,000) - 1,000,000 - - - (100,000) C1807 2,121,000 2,136,622 850,000 (216,000) - - - 2,755,000 C2219 35,000 35,000 - - - - - 35,000 C2404 - - - 100,000 400,000 - - 500,000 C2405 250,000 150,000 - - 400,000 C2402 - - - 316,000 - - - 316,000 -
Parks & Recreation
C1716 11,305 11,305 - - - - 11,305 C1815 100,000 50,722 - - - - - 100,000 C1818 2,337,565 2,063,159 - - - - - 2,337,565 C2102 350,000 49,850 - - - - - 350,000 C2204 - - (350,000) - - - - (350,000) C2306 - - 450,000 - - - - 450,000 C2306 Parks & Recreation Foundation - - (25,000) - - - - (25,000) C2307 - - 150,000 150,000 - - - 300,000 Upgrade of Existing Tennis & Basketball Court
Lighting
City Tree Consultant
Construct and Install Wooden Planters Over
Orange Water Wall Barries
Industrial Road Turning Mitigation (Between Holly
St and PAMF)
Landslide Repairs (Hillsides Above Eaton Trail,
3101 Brittan, Sheldon Road & Chilton Park)
Kadence Adaptive Traffic Signal
North Crestview Passive Park Improvement
Burton and Harrington Park Maintenance
Replacement of Existing Fencing in Parks
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
Traffic Signal System Analysis/Study
Madsen Scorebooth @ Burton Park
East Side Innovation District Zoning Code:
Transportation Demand Management Ordinance
Amendment
Greater East San Carlos Neighborhood Slow
Street
Citywide Way-finding Program
Guardrail Installation at Torino/Winding Way
Intersection
Brittan Ave & Alameda de las Pulgas Widening
Traffic Circle and Midblock Crossing (ADLP,
Industrial, Crestview, and Morse)
Roundabout at Crestview and Edmonds
Four Corners Traffic Improvements
Traffic Signal Masterplan Implementation
9.e
June 10, 2024
Packet Pg. 808
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/13/2024
Total Project
Funding
FY 25-26
Requested
Fund/
Project Project Name
FY 23-24
Revised
FY 24-25
Proposed Update
FY 26-27
Requested
FY 27-28
Requested
C2308 - - 20,000 - - - - 20,000 C2308 Community Donation - - (20,000) - (20,000) C2318 - 81,349 1,000,000 (825,000) - - - 175,000 C2319 - 127,074 1,500,000 (1,000,000) - - - 500,000 C2320 - 134,348 1,500,000 (1,260,000) - - - 240,000 C2321 - 108,456 1,000,000 (710,000) - - - 290,000 C2309 - 2,053 250,000 750,000 - - - 1,000,000 C2334 - 6,764 150,000 - - - - 150,000 C2335 - 163,312 180,000 - - - - 180,000 C2339 - - 100,000 - - - - 100,000 C2406 - - - 65,000 - - - 65,000 C2406 PR Foundation - - - (10,000) - - - (10,000) C2413 - - - - 500,000 - - 500,000 Planning -
-
C1903 83,340 6,739 - - - - - 83,340 C1903 Developer Contributions (83,340) (83,340) - - - - - (83,340) C2105 1,000,000 413,338 445,000 - - - - 1,445,000 C2206 100,000 - - - - - - 100,000 Transfer From Fund 28 (43,983) - - - (43,983) C2207 200,000 - - - - - - 200,000 C2208 500,000 49,385 - - - - - 500,000 C2209 30,000 - - - - - - 30,000 C2211 1,500,000 599,870 - 50,000 - - - 1,550,000 C2215 - - - 3,500,000 - - - 3,500,000 C2215 Developer Contributions - - (3,500,000) - - - (3,500,000) C2311 - - 390,000 30,000 - - - 420,000 C2311 General Plan Update Reserve - - (250,000) (14,021) (264,021) C2324 General Plan Open Space Element Update - - - 300,000 - - - 300,000 C2324 General Plan Update Reserve - - - (300,000) - - - (300,000) Facilities, Technology and Equipment
C9823 Fire Station 16 Replacement 12,400,000 4,348,304 - - - - - 12,400,000 C9823 American Rescue Plan Act (ARPA) (5,341,910) (5,341,910) - - - - - (5,341,910) C1711 130,775 44,278 - - - - - 130,775 C1711
Tsf Fm Facility Infrastructure Improvement
Reserve (158,500) (158,500) - - - - - (158,500) C1753 184,728 25,075 - - - - - 184,728 C1813 250,000 - - - - - - 250,000 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
Fire Stations Repair
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)
Tree Replacement
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
AED Installment
Transfer Switches for Portable Generators
Highlands Park Snack Shack Repairs
North Crestview Park Design
City of San Carlos Centennial Celebration
Wheeler Plaza Garage Parking Management
System Expansion & Extension
9.e
June 10, 2024
Packet Pg. 809
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/13/2024
Total Project
Funding
FY 25-26
Requested
Fund/
Project Project Name
FY 23-24
Revised
FY 24-25
Proposed Update
FY 26-27
Requested
FY 27-28
Requested
C1904 295,000 278,885 50,000 - - - - 345,000 C1904 Parking In-Lieu Fund - - (250,000) - - - - (250,000) C1904 Contributions - (18,000) - - - - - - C1908 500,000 - - - - - - 500,000 C2003 566,801 585,284 - - - - - 566,801 C2111 9,998 9,998 - - - - - 9,998 C2202 957,444 966,955 - - - - - 957,444 C2205 550,000 506,028 - - - - - 550,000 C2217 92,500 92,500 - - - - - 92,500 C2218 500,000 264,500 - - - - - 500,000 C2218 Technology Fee Reserve - - - - - - - - C2310 - - - - 200,000 - - 200,000 C2312 - - 100,000 - - - - 100,000 C2313 - - - 150,000 - - - 150,000 C2314 - 136,362 180,000 - - - - 180,000 C2315 - 36,815 90,000 - - - - 90,000 C2317 - 14,072 100,000 - - - - 100,000 C2316 - - - 1,500,000 - - 1,500,000 Transfer From Fund 95 (856,177) (856,177)
C2322 - - 235,000 - - - - 235,000 C2323 - 102,403 347,100 75,000 - - - 422,100 C2336 - - 100,000 100,000 100,000 100,000 100,000 500,000 C2414 - - - - 1,750,000 - - 1,750,000 C2407 - - - 150,000 - - - 150,000 C2407 Friends of ACC (50,000) (50,000)
C2408 - - - 150,000 - - - 150,000 C2409 - - - 170,000 - - - 170,000 C2410 - - - 175,000 - - - 175,000 C2411 - - - 175,000 - - - 175,000 C2411 Sherrif Office Trust Fund Reserve (175,000) (175,000) C2412 150,000 150,000
C2415 150,000 150,000
Others
C2110 40,000 40,000 - - - - - 40,000 C2115 305,095 254,810 - - - - - 305,095 C2220 50,000 48,315 - - - - - 50,000 EV Charging Stations in City Facilties
2nd Floor Library Remodel (Phase II)
Citywide Pole Banners
Industrial Equipment and new vehicle Purchases
for Corp Yard
Standards of Cover Study
Greenhouse Gas In-Lieu Fee Study
Fire Alarm System Update
Sherrif's Department Floor and Cabinet
Replacements
Objective Design and Development Standards for
Single-Family, Multi-Family and Mixed-Use
Residential Projects
Website and Intranet Refreshment
Corporation Yard Kitchen and Restroom Upgrade
Filing Cabinet System
Backup & Disaster Recovery
2nd Floor City Hall Remodel Design
Drone Unmanned Aerial Vehicle (UAV) Program
Wheeler Plaza Garage Extra Lighting, Painting
and EV Stations
1201 San Carlos Ave Property Acquisition
Agenda Mangement Software Replacement
Roof Replacement and Solar Panel Upgrade
CMMS Tool Upgrade and Integration with Other
IT Tools
2nd Floor City Hall Remodel
ACC Sound system & Office/Conference Room
Door Replacement
OnBase Upgrade (SaaS)
Phone System Replacement
Door Access System Upgrade
Wheeler Plaza Garage Wayfinding Signage
Installation
Permitting Software
2nd Floor Library Remodel (Old Chamber Area
Suite 206)
City Facility Cameras
9.e
June 10, 2024
Packet Pg. 810
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/13/2024
Total Project
Funding
FY 25-26
Requested
Fund/
Project Project Name
FY 23-24
Revised
FY 24-25
Proposed Update
FY 26-27
Requested
FY 27-28
Requested
Total Outside Funding (6,983,250) (6,601,250) (53,975) (3,730,457) - - - (10,767,682) Total Capital 42,886,521 23,711,928 14,113,250 11,279,300 6,550,000 3,100,000 4,850,000 82,779,071 Total Transfers (Inter-project) (1,258,500) (1,258,500) (3,551,150) (2,514,021) (1,000,000) - - (8,323,671) Total General Capital Fund 0025 34,644,771 15,852,178 10,508,125 5,034,823 5,550,000 3,100,000 4,850,000 63,687,718 Ending Fund Balance General Capital Fund 0025 2,003,573 2,254,520 255,802 1,251,902 559,702
9.e
June 10, 2024
Packet Pg. 811
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 812
9.e
June 10, 2024
Packet Pg. 813
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 814
9.e
June 10, 2024
Packet Pg. 815
9.e
June 10, 2024
Packet Pg. 816
Capital Fund - 0025
Public Works
Jana Cadiz / Hanieh Houshmandi
Street; Traffic & Transportation
1 Appropriations
Total Approved
Budget Total Spent
Adopted
2023-24
Proposed
Update
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-28
Total Project
Funding
Expenses 375,000 $ 11,008$ 150,000$ - $ - $ - $ - $ 525,000$ New request - - - 342,000 - - - 342,000 Total 375,000$ 11,008$ 150,000$ 342,000$ - $ - $ - $ 867,000$ Fund Financing Sources
Priority Legislative Budget Projects Grant -$ - $ - $ 150,000$ - $ - $ - $ 150,000$ School District Reimbursement 20,457$
Traffic Mitigation Fee Reserve - $ - $ - $ 375,000$ - $ - $ - $ 375,000$ Total -$ - $ - $ 545,457$ - $ - $ - $ 525,000$ Total Capital Project
375,000$ 11,008$ 150,000$ (203,457)$ - $ - $ - $ 342,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience Insert photo here Downtown
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project 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. Planned improvements include: upgrades to existing crosswalks; construction and reconstruction of curb ramps; 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. The construction bids are higher than the estmiates and additional budget is needed for 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 pedestrians to 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
Master Plan; Safety; Council's Strategic
Plan
Duration
X
Programmed Funding
July 2024 - December 2025
Ongoing.
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.
Status
9.e
June 10, 2024
Packet Pg. 817
9.e
June 10, 2024
Packet Pg. 818
9.e
June 10, 2024
Packet Pg. 819
9.e
June 10, 2024
Packet Pg. 820
9.e
June 10, 2024
Packet Pg. 821
General Fund Capital Project - 0025 Citywide
Community Development Yes
Lisa Porras
Community Enhancement 3
Appropriations
Total Approved
Budget Total Spent
Adopted
2023-24
Proposed
Update
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-28
Total Project
Funding
Expenses 80,000 $ - $ - $ - $ - $ - $ - $ 80,000$ New request - - - 442,300 - - - 442,300 Total 80,000$ -$ -$ 442,300$ -$ -$ -$ 522,300$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ -$ -$ -$ -$ -$ -$ -$ Total Capital Project
80,000$ -$ -$ 442,300$ -$ -$ -$ 522,300$ 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
C2210: Zoning Code: Transportation Demand Management Ordinance Amendment - AMENDED 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). Amendment: Addressing TDM would be on a citywide basis and be calibrated to develop context specific strategies for the Industrial Arts Area, South Laurel, Northeast Area, Downtown, in addition to the East Side Innovation District.
Justification
Amendment: Factors driving this amendment include 6 new laws passed that require local juridictions to address specific parking and TDM strategies. In addition, the City's impending Tranportation Impact Analysis (TIA) Guidelines rely heavily on having an updated citywide TDM policy and strategy. This will require additional scope and cost beyond the original $80,000 placeholder that was held for a smaller scope.
Category:
Location:
Strategic Plan:
Priorities:
Department:
Fund Number:
Project Manager:
Priority Rating:
East Side Innovation District
Implementation
Duration
Status
Programmed Funding
A refined schedule will be established at project kickoff. The estimated schedule for completion is 1.2 years following project commencement.
Staff recommends this project commence as soon as the funds are appropriated.
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible.
X
9.e
June 10, 2024
Packet Pg. 822
9.e
June 10, 2024
Packet Pg. 823
9.e
June 10, 2024
Packet Pg. 824
General Fund Capital Project - 0025 North of Industrial Rd & Holly St Public Works Yes
Hanieh Houshmandi Safety
Traffic and Transit 3
Appropriations
Total Approved
Budget Total Spent
Adopted
2023-24
Proposed
Update
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-28
Total Project
Funding
Approved Expenses - $ - $ - $ - $ - $ - $ - $ New request - - - 100,000 400,000 - - 500,000 Total -$ -$ -$ 100,000$ 400,000$ -$ -$ 500,000$ Fund Financing Sources
Traffic Mitigation Fee Reserve -$ - $ - $ - $ - $ - $ - $ - $ Total -$ -$ -$ -$ -$ -$ -$ -$ Total Capital Project
-$ -$ -$ 100,000$ 400,000$ -$ -$ 500,000$ Child Care
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized ProjectX
C2404: Industrial Road Turning Mitigation (Between Holly St and PAMF) - NEW Description
This project will improve efficiency along Industrial Road between Holly Street and the Palo Alto Medical Foundation (PAMF) by reconfiguring turning movements.
Justification
Increased developments in the neighborhood necessitated the need to improve the turning movements. This project will repave the roadway and construct improvements to address the turning movements.
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 2024 - June 2026
New request
9.e
June 10, 2024
Packet Pg. 825
9.e
June 10, 2024
Packet Pg. 826
9.e
June 10, 2024
Packet Pg. 827
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 828
9.e
June 10, 2024
Packet Pg. 829
9.e
June 10, 2024
Packet Pg. 830
9.e
June 10, 2024
Packet Pg. 831
9.e
June 10, 2024
Packet Pg. 832
9.e
June 10, 2024
Packet Pg. 833
9.e
June 10, 2024
Packet Pg. 834
9.e
June 10, 2024
Packet Pg. 835
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 836
9.e
June 10, 2024
Packet Pg. 837
9.e
June 10, 2024
Packet Pg. 838
9.e
June 10, 2024
Packet Pg. 839
9.e
June 10, 2024
Packet Pg. 840
9.e
June 10, 2024
Packet Pg. 841
9.e
June 10, 2024
Packet Pg. 842
9.e
June 10, 2024
Packet Pg. 843
9.e
June 10, 2024
Packet Pg. 844
9.e
June 10, 2024
Packet Pg. 845
9.e
June 10, 2024
Packet Pg. 846
9.e
June 10, 2024
Packet Pg. 847
9.e
June 10, 2024
Packet Pg. 848
9.e
June 10, 2024
Packet Pg. 849
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 850
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/13/2024
FY 26-27
Requested
FY 27-28
Requested
Total Project
Funding
FY 25-26
Requested
Fund/
Project Project Name
FY 23-24
Revised
FY 24-25
Proposed Update
C2326 - - - - 5,000,000 - 5,000,000 C2327 - - - 1,000,000 1,000,000 1,000,000 3,000,000 C2333 - - - 250,000 250,000 250,000 250,000 1,000,000 Total Outside Funding - - - - - - - - Total Capital - - - 1,250,000 6,250,000 1,250,000 250,000 9,000,000 Total Transfers (Inter-project) - - - - - - - - Total Child Care Fund 0026 - - - 1,250,000 6,250,000 1,250,000 250,000 9,000,000 Ending Fund Balance Child Care Fund 0026 2,227,800 995,800 758,800 0026
New Child Care Facility Development
Child Care Space Reimbursement
New Proposing Projects
Family and Commercial Daycare Grant Program
9.e
June 10, 2024
Packet Pg. 851
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 852
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/13/2024
FY 26-27
Requested
FY 27-28
Requested
Total Project
Funding
FY 25-26
Requested
Fund/
Project Project Name
FY 23-24
Revised
FY 24-25
Proposed Update
C1905 499,358 499,358 - - - - - 499,358 C1905 Prop 68 Per Capita Funds (178,000) (196,287) - - - - - (178,000) C1732 600,000 - - - - - - 600,000 C1732 Park in Lieu Transit Village Project (600,000) (600,000) - - - - - (600,000) C2204 - - 200,000 - - - - 200,000 C2221 200,000 92,416 25,000 - - - - 225,000 C2328 - - 50,000 - - - - 50,000 C2328 Parks & Recreation Foundation - - (10,000) - - - - (10,000) C2329 - - 650,000 - - - - 650,000 C2330 - 68,988 250,000 300,000 250,000 - - 800,000 C2330 Parks & Recreation Foundation - (20,000) (20,000) (20,000) (20,000) - - (60,000) C2331 - - - 200,000 - - - 200,000 C2416 - - - 150,000 - - - 150,000 C2416 Softball, LL, AYSO, Foundation Donations - - - (75,000) - - - (75,000) C2417 - - - 150,000 - - - 150,000 Total Outside Funding (778,000) (816,287) (30,000) (95,000) (20,000) - - (923,000) Total Capital 1,299,358 660,762 1,175,000 800,000 250,000 - - 3,524,358 Total Transfers (Inter-project) - - - - - - - - Total Park in Lieu Fund 0027 521,358 (155,525) 1,145,000 705,000 230,000 - - 2,601,358 Ending Fund Balance Park in Lieu Fund 0027 492,577 492,577 1,666,077 2,015,677 Chilton Park Improvements
Laureola Park Improvements
Burton and Park Maintenance
Parks Master Plan
0027
Previously Approved/ongoing Projects
Burton Park Infield Rennovations
Trail Improvements, expansion and connections
Conceptual Design of Community Center
North Crestview Park New Master Plan
Arguello Shade Structure
Chilton Park Pathway Modifications
9.e
June 10, 2024
Packet Pg. 853
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 854
Fund 27 Burton Park
Parks and Recreation Yes
Tyler Muela & Lou Duran Recreation Services
Parks 2
Appropriations
Total Approved
Budget Total Spent
Adopted
2023-24
Proposed
Update
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-28
Total Project
Funding
Approved Expenses -$ -$ -$ -$ -$ -$ -$ -$ New request - - - 150,000 - - - 150,000 Total -$ -$ -$ 150,000$ -$ -$ -$ 150,000$ Fund Financing Sources
Softball, LL, AYSO, Foundation -$ -$ -$ 75,000$ -$ -$ -$ 75,000$ Total -$ -$ -$ 75,000$ -$ -$ -$ 75,000$ Total Capital Project
-$ -$ -$ 75,000$ -$ -$ -$ 75,000$ Child Care Which strategic objectives apply
Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
X Recreation Services
Capitalized Project Non-Capitalized ProjectX
C2416: Burton Park Infield Renovations - NEW
Description
This project will renovate the infields at Burton Park to reduce the dimensions of the Flanagan Field infield and increase the dimensions of Madsen Field infield to better accommodate the age and skill levels primarily at use at each of these fields for softball and baseball play. The renovation will also result in an increase to the amount of grass in order to expand the playable space for youth soccer.
Funding commitments have been made by Youth Softball, Little League, AYSO, San Carlos United, and the Parks and Recreation Foundation.
Justification
San Carlos Youth Softball has traditionally used the field at Tierra Linda as their organization's home field. However, that field no longer meets the needs of the organization. For the last several years, Youth Softball has put more effort into making Flanagan Field their "home field", similar to Arguello Park field for baseball. Last year, they started the conversation with other sports organizations on this infield renovation. All main San Carlos youth sports organizations support this project.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
Future Impact on Operating Budget
There are no future additional impacts on the operating budget for this request. Ongoing maintenance will be covered under current operating budget.
Duration
Status
Programmed Funding
FY 2024-25
This is a new project.
9.e
June 10, 2024
Packet Pg. 855
Fund 27 Chilton Park
Parks and Recreation Yes
Lou Duran Recreation Services
Parks 1
Appropriations
Total Approved
Budget Total Spent
Adopted
2023-24
Proposed
Update
2024-25
Requested
2025-26
Requested
2026-27
Requested
2027-28
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 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
X Recreation Services
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
There will be no additional ongoing maintenance costs once this project is complete. City has spent current operating funding on maintenance repairs.
This project will result in a reduced ongoing maintenance costs.
Duration
Status
Programmed Funding
FY 2024-26
This is a new project.
X
C2417: Chilton Park Pathway Modifications - NEW
Description
Following the renovations to Chilton Park, cracks have been forming in the pathway due to settling of the surface material and water run-off. This project would include removing a layer of the decomposed granite surface material and installing a fabric underlayer and header board. Once these are in place, the decomposed granite surfacing will be reinstalled and compacted.
Justification
The City has received reports from park users that the large cracks are impacting their use of the pathways and park. Cracks observed have been between 1 to 3 feet long, 6 inches wide, and 6 inches deep. The notice of completion was signed in November 2021 and the Maintenance Bond is for two years after the acceptance of the Notice of Completion. The maintenance bond has already expired.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
9.e
June 10, 2024
Packet Pg. 856
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/13/2024
FY 26-27
Requested
FY 27-28
Requested
Total Project
Funding
FY 25-26
Requested
Fund/
Project Project Name
FY 23-24
Revised
FY 24-25
Proposed Update
C1750 Reconfiguration Public Parking Plazas 19,406 19,406 - - - - - 19,406 C1816 75,000 22,129 - - - - - 75,000 Total Outside Funding - - - - - - - - Total Capital 94,406 41,535 - - - - - 94,406 Total Transfers (Inter-project) - - - - - - - - Total Parking in Lieu Fund 0028 94,406 41,535 - - - - - 94,406 Ending Fund Balance Parking in Lieu Fund 0028 73,655 0 0 0 0 0028
Parking Occupancy Study
Previously Approved/ongoing Projects
9.e
June 10, 2024
Packet Pg. 857
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 858
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/13/2024
FY 26-27
Requested
FY 27-28
Requested
Total Project
Funding
FY 25-26
Requested
Fund/
Project Project Name
FY 23-24
Revised
FY 24-25
Proposed Update
C9754 6,242,934 3,686,268 6,500,000 - - - - 12,742,934 C1906 821,199 821,199 - - - - - 821,199 C1906 SB 2 Planning Grant (199,441) (199,441) - - - - - (199,441) C1906 LEAP Grant (150,000) - - - - - - (150,000) C1906 REAP Grant (39,441) (80,034) - - - - - (39,441) C1906 CA State Grant - - (80,000) - (80,000) C2216 250,000 120,955 - - - - - 250,000 C2222 817 Walnut Oven Installation 200,000 - - - - - 200,000 C2332 Affordable Housing Site Acquisition/Construction - 13,100,000 10,000,000 10,000,000 7,500,000 5,000,000 68,700,000 Total Outside Funding (388,882) (279,475) (80,000) - - - - (468,882) Total Capital 7,514,132 4,628,421 19,600,000 10,000,000 10,000,000 7,500,000 5,000,000 82,714,132 Total Transfers (Inter-project) - - - - - - - - Total Housing in Lieu Fund 0029 7,125,250 4,348,947 19,520,000 10,000,000 10,000,000 7,500,000 5,000,000 82,245,250 C1733 7,300,000 4,142,175 - - - - - 7,300,000 Total Outside Funding - - - - - - - - Total Capital 7,300,000 4,142,175 - - - - - 7,300,000 Total Transfers (Inter-project) - - - - - - - - Total LMI Housing Fund 0031 7,300,000 4,142,175 - - - - - 7,300,000 14,425,250 8,491,122 19,520,000 10,000,000 10,000,000 7,500,000 5,000,000 89,545,250 Ending Fund Balance Housing Fund 14, 002,675 10,507,075 17,931,275 9,840,875 4,061,975 0029
Cherry Street Below Market Rate Housing
Study Land Use and Regulatory Options
Previously Approved/ongoing Projects
Completed Projects
0031
1232 Cherry Street Building Demolition
817 Walnut Street Redevelopment
Total Housing Fund 0029 & 0031
9.e
June 10, 2024
Packet Pg. 859
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 860
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2023
Total Project
Spent as of
3/13/2024
FY 26-27
Requested
FY 27-28
Requested
Total Project
Funding
FY 25-26
Requested
Fund/
Project Project Name
FY 23-24
Revised
FY 24-25
Proposed Update
Projects Nearing Completion
C2114 City Library Foundation Study and Stair Repair250,000 72,225 - - - - - 250,000 C2114 SMC Library Funding - - (150,000) - (150,000) -
C1734 458,568 356,083 130,000 - - - - 588,568 C1734 SMC Library Funding - - (185,565) - (185,565) C2008 1,000,000 14,986 - - - - - 1,000,000 C2008 SMC Library Funding - - - - C2337 Library New AC Rooftop Unit 800,000 - C2337 SMC Library Funding (800,000)
Total Outside Funding - - (1,135,565) - - - - (335,565) Total Capital 1,708,568 443,294 930,000 - - - - 1,838,568 Total Transfers (Inter-project) - - - - - - - - Total Library Improvements Fund 0095 1,708,568 443,294 (205,565) - - - - 1,503,003 Ending Fund Balance Library Improvements Fund 0095 1,331,981 (0) (0) (0) (0) 0095
Previously Approved/ongoing Projects
Library Maintenance and Repairs
Library Building Emergency Backup Power
9.e
June 10, 2024
Packet Pg. 861
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 862
CITY OF SAN CARLOS
FISCAL YEAR 2023-28 CAPITAL IMPROVEMENT PROGRAM
UNFUNDED PROJECT LIST
Fund /
Project Category Project Description
Est. Project
Total
Wastewater Fund 006
Ongoing Improve Infrastructure Annual Sewer System Rehabilitation Program 33,000,000 Total Unfunded Wastewater Fund33,000,000
Gas Tax Fund 0016
C9416 Maintenance Annual Street Resurfacing 53,000,000
C9417 Mandated Annual Traffic Markings & Striping 1,000,000 C9465 Mandated Annual Sidewalk Repair/Reconstruction III 18,000,000 Total Unfunded Gas Tax Fund72,000,000
General Fund Capital Projects Fund 0025
New Enhance Public Safety ADA Facilities 2,500,000
New Enhance Public Safety ADA Right of Way Improvements (Intersections) 3,000,000 New Enhance Public Safety ADA Right of Way Improvements (Pedestrian Signals) 600,000 New Community Enhancement Alameda De Las Pulgas/Howard Ave improvements 35,000 New Community Enhancement Alameda De Las Pulgas/San Carlos Ave improvements 700,000 New Community Enhancement Alameda De Las Pulgas/San Carlos Ave to Edgewood Road 163,000 C9327 Maintenance Arguello Park Plan Improvement Phase 2 3,875,000 C9806 Infrastructure/Public SafetyBelmont Creek Watershed Improvement 198,000 New Community Enhancement Brittan Ave & Laurel St Improvements 350,000 C9461 Infrastructure/Public SafetyBrittan Ave Widening at Industrial Road 4,500,000 New Maintenance City Hall - Remove & Replace 2nd Floor Roll Up Windows 126,000 New Improve Infrastructure City Hall - Repair Window Frames on 1st & 2nd Floor 175,000 New Infrastructure/Public SafetyCity Hall Emergency Operations Center Structural Upgrade Improvements 900,000 New Infrastructure/Public SafetyCity Hall Emergency Operations Center Structural Upgrade Study 200,000 C9309 Community Enhancement Citywide Drainage Improvements 35,000,000 New Public Safety Civic Center Cameras 100,000
C9834 Community Enhancement Community Garden 75,000
New Infrastructure Door Access Control System 150,000
C1901 Community Enhancement Downtown Plan 800,000
New Public Safety Emergency Notification Alarm System 40,000 New Improve Infrastructure Enterprise Resource Planning (ERP) Replacement 250,000 C9782 Community EnhancementFaçade Improvement Program 400,000 New Community Enhancement Heather Dog Exercise Area-ADA Ramp 45,000 New Community Enhancement Heather Dog Exercise Area-Stairway Replacement 35,000 New Community Enhancement Highlands Park-Picnic Area Enhancements 50,000 C9459 Community EnhancementHolly St/US 101 Interchange Modification 26,318,237 New Infrastructure Information Technology Master Plan 100,000 C9318 Maintenance Kiwanis Bldg. Improvements 650,000
New Infrastructure/Public SafetyMajor Intersections Assessment 200,000 New Community Enhancement Museum of San Carlos History ADA Compliance Project 250,000 C9803 Improve Infrastructure Police Gym Expansion Phase II 80,000 C9314 Maintenance Reconstruct Laureola Park Bldg. 4,000,000 New Traffic & Transit San Carlos Ave & Laurel St Construction of Pedestrian Scrambled Phase 100,000 C9315 Community Enhancement San Carlos Ave Park Renovation 2,000,000 C9827 Community Enhancement Skate Park 625,000
C9302 Reduction in Operation costs Solar Electric Panels of City Facilities 900,000 New
Mobility, Traffic and
Transportation InfrastructureCedar-Brittan Intersection Improvements 1,250,000 New Industrial Arts Plan 1,000,000
C1810 Infrastructure Park Water Feature Modifications 225,000 New Infrastructure Downtown Plan Implementation 100,000,000 New Recreation Services North Crestview Park Construction 9,000,000 Total Unfunded General Fund Capital Projects200,965,237 Total Unfunded list 305,965,237
9.e
June 10, 2024
Packet Pg. 863
This Page Intentionally Left Blank
9.e
June 10, 2024
Packet Pg. 864
GLOSSARY OF TERMS
AB 1234. The California State Assembly bill that requires cities, counties, and special districts in California to provide ethics training to their local officials. Public officials are required to complete the training within one year of taking office and repeat the training every two years.
Accounting System. The methods and records established to identify, assemble, analyze, classify, record, and report a government’s transactions and to maintain accountability for the related assets and liabilities.
Accrual Basis. A basis of accounting in which revenues are recognized when earned regardless of when they are received, and expenses are recorded at the time the liability is incurred, regardless of when it is paid.
Ad Valorem Tax. A tax calculated “according to the value” of property. Such a tax is based on the assessed valuation of real property and a valuation of tangible personal property.
Adopted Budget. The official budget as approved by the City Council at the start of each fiscal year.
Affordable Housing Impact Fee. Pursuant to City Municipal Code Section 3.34, affordable housing fees fund the construction, acquisition, or financing of new or existing single or multi-family affordable housing projects within the city for low or very low income residents.
Agency Fund. A fund normally used to account for assets held by a government as an agent for individuals, private organizations, or other governments and/or other funds.
Amended Budget. Also known as “Revised Budget”, is the official budget as adopted and as amended by the City Council through the course of a fiscal year.
Amortization. The gradual reduction in principal of an outstanding debt based upon a specific repayment schedule, which details specific dates and repayment amounts on those dates.
Annual Budget. A budget applicable to a single fiscal year.
Appropriated Budget. The expenditure authority created by appropriations bills or ordinances, which are signed into law, and the related estimated revenues. The appropriated budget would include all reserves, transfers, allocations, supplemental appropriations, an d other legally authorized legislative and executive changes.
Appropriation. A legal authorization granted by a legislative body for a given period to make expenditures and to incur obligations for specific purposes. An appropriation usually is limited in amount and time it may be expended.
Arbitrage. The gain that may be obtained by borrowing fund s at a lower (often tax-exempt) rate and investing the proceeds at higher (often taxable) rates. The ability to earn arbitrage by issuing tax-exempt securities has been severely curtailed by the Internal Revenue Code of 1986, as amended.
Assessed Valuation. The estimated value placed upon real and personal property by the County Assessor as the basis for levying property taxes. The appraised worth of property as set by a taxing authority through assessments for purposes of ad valorem taxation
Assigned Reserves. As per Government Accounting Standards Board (GASB 54) for Fund Balances, assigned fund balances include amounts that are constrained by the government’s intent that they be used for specific purposes.
9.e
June 10, 2024
Packet Pg. 865
Audit. Prepared by an independent Certified Public Accountant (CPA), the primary objective of an audit is to determine if the City’s financial statements present fairly the City’s financial position and results of operations in conformity with generally accepted accounting principles.
Authority. A government or public agency created to perform a single function or restricted group of related activities.
Beginning/Ending Fund Balance. Appropriated resources available in a fund from the prior/current years after payment of the prior/current fiscal year’s expenses. This is not necessarily cash on hand.
Bond. A written promise to pay a specific sum of money, called the face value or principal amount, at a specified date or dates in the future, together with per iodic interest at a special rate. A security that represents an obligation to pay a specified amount of money on a specific date in the future, typically with periodic interest payments.
Bond Anticipation Notes. Short-term notes issued usually for capital projects and paid from the proceeds of the issuance of long-term bonds. Provide in terim financing in anticipation of bond issuance.
Bond Counsel. A specialized, qualified attorney retained by the issuer to give a legal opinion concerning the validity of securities. The bond counsel’s opinion usually addresses the subject of tax exemption. Bond counsel typically prepares and/or advises the issuer regarding legal structure, authorizing resolutions, trust indentures and the like.
Bond Covenant. A legally enforceable promise made by an issuer of bonds to the bondholders, normally contained in the bond resolution or indenture.
Bond Insurance. A type of credit enhancement whereby an insurance company indemnifies an investor against default by the issuer. In the event of failure by the issuer to pay principal and interest in full and on time, investors may call upon the insurance com pany to do so. Once issued, the municipal bond insurance policy is generally irrevocable. The insu rance company receives its premium when the policy is issued and this premium is typically paid out of the bond issue.
Budget. A plan of financial operation embodying an estima te of the proposed expenditures for a given period and the proposed means of financing them.
Budget Message. Included in the opening section of the B udget, the Budget Message provides the City Council and the public with a general summary of the most important aspects of the budget, changes from previous fiscal years, and the views and recommendations of the City Manager.
California Public Employees’ Pension Reform Act of 2013 (PEPRA). The law that changed the way CalPERS retirement and health benefits are applied, and places compensation limits on members.
Call Option. The right to redeem a bond prior to its stated maturity, either on a given date or continuously.
The call option is also referred to as the optional redemption provision. Often a call premium is added to the call option as compensation to the holders of the earliest bonds called.
Capital Appreciation Bond. A municipal security on which the investment return on an initial principal amount is reinvested at a stated compounded rate until maturity, at which time the investor receives a single payment representing both the initial principal amount and the total investment return.
Capital Budget. A plan or proposal for capital outlays and the means of financing them.
Capital Improvement Program (CIP). A financial plan for capital improvements with single and multiple- year expenditures to meet capital needs arising from the assessment of long-term needs. It sets forth each project in which the government is to have a part and specifies the full resources estimated to be available to finance the projected expenditures.
9.e
June 10, 2024
Packet Pg. 866
Capital Projects Fund. A fund that accounts for the construction, rehabilitation, and acquisition of capital assets, such as buildings, equipment, and roads.
Capitalized Expenditures. Expenditures resulting in the acquisition and/or construction of fixed assets.
CDIAC. California Debt and Advisory Commission (“CDIAC”)
Certificates of Participation. A financial instrument representing a proportionate interest in payments such as lease payments by one party (such as a city acting as a lessee) to another party (often a JPA or non-profit).
Cohort. With respect to COVID-19, a stable group of no more than 14 children or youth and no more than two supervising adults in a supervised environment in which supervising adults and children stay together for all activities (e.g., meals, recreation, etc.), and avoid contact with people outside of their group in the setting.
Commercial Linkage Fee. Pursuant to Municipal Code Section 8.51, this fee applies to certain commercial development to help pay for construction, acquisition, or financing of new or existing multi-family affordable housing projects.
Committed Fund Balance . Funds that have been committed by Council via resolution for a specific purpose. A resolution is required to amend or rescind committed balances.
Competitive Sale. A sale of bonds in which an underwriter or syndicate of underwriters submit sealed bids to purchase the bonds. Bids are awarded on a true intere st cost basis (TIC), providing that other bidding requirements are satisfied. Competitive sales are recommended for simple financings with a strong underlying credit rating. This type of sale is in contrast to a Negotiated Sale
Comprehensive Annual Financial Report. A set of financial statements prepared by City staff and audited by an outside accounting firm annually.
Contact Tracing Program. Process of identifying persons who may have come into contact with a person infected with a disease, and subsequent collection of further information about these contacts.
Contracted Services. Services rendered in support of City operati ons and activities by external parties.
These may be based upon either formal contracts or ad hoc charges.
Contingency. A budgetary reserve set-aside for emergencies or unforeseen expenditures not otherwise budgeted.
Continuing Disclosure. The requirement by the Securities and Exchange Commission for most issuers of municipal debt to post current financial informat ion and notices of enumerat ed events on the MSRB’s EMMA website for access by the general marketplace.
Cost Accounting. The method of accounting that provides for assembling and recording of all the elements of cost incurred to accomplish a purpose, to carry on an activity or operation, or to complete a unit of work or a specific job.
Cost of Services Fees. Charges for services levied by the City to recover costs associated with providing a service or permitting an activity. They include such fees as recreational fees, plan checking fees, building permit fees, etc. Components of the full cost of service include direct labor costs, i ndirect labor costs, specific direct non-labor costs where applicable, a llocated non-labor costs, and allocated City-wide overhead.
COVID-19. Disease (novel coronavirus disease 2019) ca used by the virus SARS-CoV-2. The virus has spread to many countries around the world, includi ng the United States, prom pting the World Health
9.e
June 10, 2024
Packet Pg. 867
Organization to declare a pandemic. A pandemic occurs when the whole world is experiencing the same disease at the same time.
Credit Rating Agency. A company that rates the relative credit quality of a bond issue and assigns a letter rating. These rating agencies include Moody’s Investors Service, Standard & Poor’s, and Fitch Ratings.
Debt Limit. The maximum amount of debt that is legally perm itted by applicable charter, constitution, or statutes.
Debt Service. The amount necessary to pay principal and interest requirements on outstanding bonds for a given year or series of years.
Debt Service Fund. A fund established for the payment of interest and principal on all debt other than those payable exclusively from special assessments.
Default. The failure to pay principal or interest in full or on time and, in some cases, the failure to comply with non-payment obligations after notice and the opportunity to cure.
Department. A major organizational group of the City with overall management responsibility for an operation or a group of related operations within a functional area.
Depreciation. (1) Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy, or obsolescence; (2) That portion of the cost of a capital asset that is charged as an expense during a particular period.
Derivative. A financial instrument which derives its own value from the value of another instrument, usually an underlying asset such as a stock, bond, or an underlying reference such as an interest rate index.
Disclosure Counsel. A specialized, qualified attorney retained to provide advice on issuer disclosure obligations, to prepare the official statement and to prepare the continuing disclosure undertaking.
Discount. The difference between a bond’s par value and the price for which it is sold when the latter is less than par. Also known as “underwriter discount,” this is the fee paid to the underwriter its banking and bond marketing services.
Division. An organizational subgroup of a department.
Employee Services. Salaries plus fringe benefits earned by employees of the organization for work performed.
Encumbrance. The commitment of appropriated funds to purchase goods that have not yet been received, or services that have yet to be rendered.
Enterprise Activity. revenue generating project or business. The project often provides funds necessary to pay debt service on securities issued to finance the facility. Common examples include water, wastewater and solid waste enterprises
Enterprise Fund. A fund established to account for operations financed and operated in a manner similar to private business enterprises. In this case, the gove rning body intends that costs of providing goods or services to the general public on a continuing ba sis be financed or recovered primarily through user charges.
Entitlement. The amount of payment to which a state or local government is entitled pursuant to an allocation formula contained in applicable statutes.
9.e
June 10, 2024
Packet Pg. 868
ERAF. Educational Revenue Augmentation Fund. A shift of property tax revenue from local agencies to the State.
Expenditure. Decreases in net financial resources. Expe nditures include current operating expenses, which require the current or future use of net current assets, debt service, and capital outlays.
Financing Team. The working group of City staff and outside consultants necessary to complete a debt issuance.
Fiscal Year (FY). A 12-month period (for the City July 1 st through June 30th) to which the annual operating
budget applies and at the end of which a government determines its financial position and the results of its operations.
Fixed Assets. Equipment costing $5,000 or more, including tax, and not qualifying as a capital improvement project.
Full-Time Equivalent (FTE). The conversion of full-time and part-time employee hours to an equivalent of a full-time position. For example, one person workin g half-time would count as 0.5 FTE. One full-time equivalent equals 2,080 hours of work per year,
Fund. A fiscal and accounting entity with a self-balancing set of accounts in which cash and other financial resources, all related liabilities and residual equities , or balances, and changes therein, are recorded and segregated to carry on specific activities or attain certain objectives in accordance with special regulations, restrictions, or limitations.
Fund Balance. The amount of financial resources available for use. Also known as financial position, fund balance is the excess of assets over liabilities, and represents the cumulative effect of revenues and other financing sources over expenditure and other financing issues.
Gann Limit. An absolute dollar limit on the amount of funds derived from taxes that the City can legally appropriate and expend each fiscal year, as specified by Article 13-B of the State Constitution. Any tax revenues in excess of the Gann Limit must be returned to taxpayers.
GASB 34. The Government Accounting Standards Board (GASB), which defines the criteria that auditors use to judge the adequacy of local and state government financial statements, has changed long-standing practices by requiring that government entities inclu de reporting of their capital assets in their annual balance sheet and income statement. GASB Statement No. 34, adopted in June 1999, for the first time highlights the costs of acquiring, owning, operating, and maintaining public works infrastructure for government-bond holders and the public at large.
GASB 45. GASB Statement No. 45, new accounting stan dards for Other Post-Employment Benefits (OPEB) addresses how state and local governments ac count for and report post- employment healthcare and other non-pension benefits. T he statement generally requires t hat the state and local governments account for and report the annual cost of OPEB and the outstanding obligations and commitments related to OPEB in essentially the same manner as they currently do for pensions.
GASB 68. GASB Statement No. 68, Accounting and Financial Reporting for Pensions – an amendment of GASB Statement No. 27 – improves accounting and financial reporting by state and local governments for pensions. This statement establishes standards for measuring and recognizing liabilities and expenditures and identifies the methods and assumptions that shoul d be used to calculate those liabilities and expenditures.
General Fund. The primary operating fund used to account for most day-to-day activities.
General Obligation (GO) Bond. A municipal bond backed solely by the credit and taxing power of the issuing jurisdiction rather than the revenue from a given project. General obligation bonds are issued with the belief that a municipality will be able to repay its debt obligation through taxation or revenue from
9.e
June 10, 2024
Packet Pg. 869
projects. A bond secured by an unlimited property tax pledge. Requires a two-thirds vote by the electorate.
GO bonds usually achieve lower rates of interest than other financing instruments since they are considered to be a lower risk.
Generally Accepted Accounting Principles (GAAP). Uniform minimum standards of/and guidelines for financial accounting and reporting. They govern the form and content of the basic financial statements of an entity. GAAP encompasses the co nventions, rules, and procedures necessary to define accepted accounting practices at a particular time. They include not only broad guidelines of general application, but also detailed practices and proc edures. GAAP provides a standard by which to measure financial presentations.
Governmental Funds. The group of funds that are composed of the General Fund, Special Revenue Funds, Debt Service Funds, Capital Projects Funds, and Permanent Funds.
Grants. Contributions of cash or other assets from another governmental agency (usually) to be expended or used for a specified purpose, activity, or facility.
Housing Authority. Responsible for handling Housing assets and operations of the former Redevelopment Agency (RDA).
Indenture. A contract between the issuer and the trustee stipulating the characte ristics of the financial instrument, the issuer’s obligation to pay debt service, and the remedies available to the trustee in the event of default.
Infrastructure. All City-owned facilities supporting the operat ion of the governmental unit. It includes. streets, roads, bridges, curbs and gutters, parks, water and sewer lines, storm drains, water pump stations and reservoirs, water wells, sewer lift stations, all government buildings, and related facilities.
Issuance Costs. The costs incurred by the bond issuer during the planning and sale of securities. These costs include by are not limited to municipal adviso ry, bond counsel, disclosure counsel, printing, advertising costs, credit enhancement, rating agencies fees, and other expenses incurred in the marketing of an issue.
Internal Service Fund. A fund used to account for the financing of goods or services provided by one department to other departments on a cost-reimbursement basis.
Investment. Securities and real estate purchased and held for the production of income in the form of interest, dividends, rentals, or base payments.
Lease. An obligation wherein a lessee agrees to make pa yments to a lessor in exchange for the use of certain property. The term may refer to a capital lease or to an operating lease.
Lease Purchase. Contractual agreements which are termed leases, but whose lease amount is applied to the purchase (as with a COP debt).
Lease Revenue Bonds . Bonds that are secured by an obligat ion of one party to make annual lease payments to another.
Line Item. The description of an object of expenditure, i.e., salaries, benefits, professional services, etc.
Long Term Debt. Debt with a maturity of more than one year after the date of the issue.
Major Funds. Funds whose reve nues, expenditures/ex penses, assets, or liabilities (excluding extraordinary items) are at least 10 percent of corresponding totals for all governmental or enterprise funds and at least five percent of the aggregate amount for all governmental and enterprise funds. Any other fund may be reported as a major fund if the government's offi cials believe that fund is particularly important to financial statement users.
9.e
June 10, 2024
Packet Pg. 870
Materials & Services. Expenses that are charged directly as a part of the cost of a service.
Maturities. The dates on which the principal or state values of investments or debt obligations mature and may be reclaimed.
Maturity Date. The date upon which a specified amount of debt principal or bonds matures, or becomes due and payable by the issuer of the debt.
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.
Modified Accrual Basis. The accrual basis of accounting wher e revenues are recognized when they become both “measurable” and “available” to finance expenditures of the current period. All governmental funds and agency funds are accounted for using the modified accrual basis of accounting.
Municipal Advisor. A consultant who provides the issuer with advice on the structure of the bond issue, timing, terms and related matters for a new bond issue.
Municipal Securities Rulemaking Board (MSRB). A self-regulating organization established on September 5, 1975 upon the appointment of a 15-member board by the Secu rities and Exchange Agreement. The MSRB, comprised of representatives from investment banking firms, dealer ba nk representatives, and public representatives, is entrusted with the responsibility of writing rules of conduct for the municipal securities market. The MSRB hosts the EMMA website, which hosts information posted by issuers under their continuing disclosure undertakings.
Negotiated Sale. A sale of securities in which the term s of the sale are determined through negotiation between the issuer and the purchaser, typically an underwriter, without com petitive bidding. The negotiated sales process provides control over the financing structure and issuance timing. Negotiated sales are recommended for unusual financing terms, period of market volatility and weaker credit quality.
A thorough evaluation, usually with the assistance of the City’s Municipal Advisor, of the proposed bond’s credit characteristics in conjunct ion with market conditions will be performed to ensure reasonable final pricing and underwriting spread.
Net Allocation. The amount of funding designated to each expe nditure line. Rather than reallocating the entire revised amount, a net allocation allocates only amounts that update the previous allocations.
Net Income (Loss). Proprietary fund excess (deficit) of operating revenues and operating transfers-in over operating expenses, non-operating expenses, and operating transfers-out.
Net Present Value (NPV). A financial measurement whereby savings of a transaction are discounted back to money into a “today’s” dollars equivalent. Often the discount rate used is the true interest cost (TIC—see definition below) rate on the proposed new bond issuance. Typically, in the municipal market place it is common to then divide the NPV value by the outstanding par amount of the bonds that are to be refunded to develop a percentage value.
Non-Major Funds. Funds whose revenues, expenditures/expenses, assets, or liabilities (excluding extraordinary items) are smaller or less significant funds.
Non-Operating Expenses. Proprietary fund expenses not directly re lated to the fund’s primary activities (e.g., interest).
Non-Operating Revenues. Proprietary fund revenues incidental to , or by-products of, the fund’s primary activities.
Official Statement (Prospectus). A document published by the issuer in connection with a primary offering of securities that discloses material information on a new security issue including the purposes of the issue,
9.e
June 10, 2024
Packet Pg. 871
how the securities will be repaid, and the financial, economic and social characteristics of the security for the bonds. Investors may use this information to evaluate the credit quality of the securities.
Operating Expenses. Proprietary fund expenses related directly to the fund’s primary activities.
Operating Income. The excess of proprietary fund operating revenues over operating expenses.
Operating Revenues. Proprietary funds revenues directly relate d to the fund’s primary activities. They consist primarily of user charges for goods and services.
Operating Transfers. Legally authorized transfers from a fund receiving revenue to the fund through which the resources are to be expended, such as transfers from the General Fund to a Special Revenue or Capital Projects Fund.
Ordinance. A formal legislative enactment by the City Council. If it is not in conflict with any higher form of law, it has the full force and effect of law within the boundaries of the city.
Other Post Employment Benefits. Benefits that an employee will begin to receive at the start of retirement that does not include pension benefits paid to the reti red employees. These benefits vary depending on bargaining groups and employee’s date of hire.
Oversight Board. Composed of seven members to direct the staff of the Redevelopment Agency successor agency to perform work in furtherance of the oversight boar d’s duties and responsibilities. The board shall have fiduciary responsibilities to holders of enforceable obligations and the taxing entities that benefit from distribution of property tax and other revenues.
Par Value. The face value or principal amount of a security.
Park Facility Development Fee. Pursuant to Municipal Code section 3.34, the Park Facility Development Fee is imposed on all new development since new dev elopment in the city generates a need for added facilities and an increased demand on existing facilities.
Park in-Lieu Fee . Pursuant to Municipal Code 17.32.030, t he Park in-Lieu fee funds the acquisition, construction, and major improvement of City parks.
Pension Obligation Bonds. Financing instruments used to pay some or all of the unfunded pension liability of a pension plan. POBs are issued as taxable instruments over a 10-40 year term or by matching the term with the amortization period of the outstanding unfunded actuarial accrued liability.
Performance Measures. A series of indicators that measures levels of services and results.
Permanent Fund. A fund that accounts for resources that cannot be expended, but must be held in perpetuity. Generally, these resources are invested and a government may spend the earnings, often for a purpose specified by the provider of the resources.
Preliminary Budget. A budget in its preliminary preparation stage prior to review and formulation by the City Council. In the preliminary stage, a budget forecasts current costs into the future and new or modified spending proposals for the future.
Premium. The excess of the price at which a bond is sold over its face value.
Present Value. The value of a future amount or stream of revenues or expenditures.
Pricing Consultant. The Pricing Consultant provides a fairness letter to the City or its agent regarding the pricing of a new issue of municipal securities.
9.e
June 10, 2024
Packet Pg. 872
Private Placement. A bond issue that is structured specifically for one purchaser. Private placements are typically carried out when extraneous circumstances preclude public offerings. A private placement is considered to be a negotiated sale.
Program. Group activities, operations, or organization units directed to attaining specific purposes or objectives.
Program Purpose. A general statement explaining the reason a particular program or division exists.
Property Tax. An ad valorem tax imposed on real property, based upon the value of the property.
Proprietary Fund. The classification used to account for a government’s ongoing organizations and activities that are similar to those often found in th e private sector (i.e., enterprise and internal service funds). All assets, liabilities, equities, revenues, ex penses, and transfers relating to the government’s business and quasi-business activities are accounted for through proprietary funds.
Public Safety Power Shutoff (PSPS). Action determined to be necessary by PG&E to turn off electricity in the interest of public safety when severe weathe r threatens a portion of the electricity system. High temperatures, extreme dryness, and record-high winds could create conditions in our state where any spark at the wrong time and place can lead to a major wildfire.
Recognized Obligation Payment Schedule. A permanent schedule of obligations that replaces the Existing Obligation Payment schedule once it is approved by the Oversight Board to the Successor Agency to the Former Redevelopment Agency.
Redemption. Depending on an issue’s call provisions, an iss uer may on certain dates and at certain premiums, redeem or call specific outstanding matu rities. When a bond or certificate is redeemed, the issuer is required to pay the maturities’ par value, the accrued interest to the call date, plus any premium required by the issue’s call provisions.
Refunding. A procedure whereby an issuer refinances an outstanding debt issue by issuing a new debt issue.
Reserve Fund. A fund established by the indenture of a bond issue into which money is deposited for payment of debt service in case of a shortfall in current revenues.
Reserved Fund Balance. Those portions of fund balance that have not been appropriated for expenditure or that are legally segregated for a specific future use.
Resolution. A special or temporary order of the City Council requiring less formality than an ordinance.
Restricted Fund Balance. Non-spendable or restricted fund balances are amounts restricted by external parties or contracts.
Restrictive Covenant. A document recorded against a property that describes any land use limitations or conditions associated with that property.
Revenue Bond. A bond which is payable from a specific source of revenue and to which the full faith and credit of an issuer is not pledged. Revenue bonds ar e payable from identified sources of revenue, and do not permit the bondholders to compel a jurisdiction to pay debt service from any other source. Pledged revenues often are derived from the operation of an enterprise.
Revenues. (1) Increases in net current assets of a gover nmental fund type from other than expenditure refunds and residual equity transfer. (2) Increases in the net total assets of a proprietary fund type from sources other than expense refunds, capital contributions, and residual equity transfers.
9.e
June 10, 2024
Packet Pg. 873
Revised Budget. Also known as “Amended Budget”, this is the official budget as adopted and as amended by the City Council through the course of a fiscal year.
Risk Management. All the ways and means used to avoid accid ental loss or to reduce its consequences if it does occur.
Rule 15c2-12. Rule adopted by the Securities and Exchange Commission setting forth certain obligations of (i) underwriters to receive, review and dissemin ate official statements prepared by issuers of most primary offering of municipal securities, (ii) underwrit ers to obtain continuing disclosure agreements from issuers and other obligated persons to provide ongoing annual financial information on a continuing basis, and (iii) broker-dealers to have access to such continuing disclosure in order to make recommendations of municipal securities in the secondary market.
Sales Tax. A tax on sales or on the receipts from sales.
Secondary Market. The market in which bonds are sold after their initial sale in the new issue market.
Serial Bonds. Bonds of an issue that mature in consecutive years or other intervals and are not subject to mandatory sinking fund provisions.
Self-Insurance. A term often used to describe the retention by an entity of a risk of loss arising out of the ownership of property or from some other cause, instead of transferring that risk to an independent third party through the purchase of an insurance policy. It is sometimes accompanied by the setting aside of assets to fund any related losses. Because no insurance is involved, the term self-insurance is a misnomer.
Service Level Measure. A statement describing an activity conducted or performed by the program/division. A program will us ually have many Service Level Me asures. Serv ice Level Measures provide quantifiable and qualifiable information as to the level of service to be provided in relation to the level of fund indicated in the budget.
Service Reimbursements. Transactions that constitute reimbursements to a department/division for expenditures or expenses initially made from it but that properly apply to another department/division.
Sewer Capacity Charges. Pursuant to Municipal Code section 13 .04.025, the sewer capacity charge is imposed on all new development. The charge is to recover costs for the City’s sewer system infrastructure and assets that provide benefit to: a) new connections to the sanitary sewer system; and b) existing sanitary sewer connections that increase wastewater discharge.
Social Distancing. Also called “physical distancing”, a practice in which a safe space is maintained between two or more people not from the same household. Stay at least 6 feet (about 2 arms' length) from other people not from the same household in both indoor and outdoor spaces.
Special Revenue Fund. A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes.
Special Tax Bonds. Bonds issued to fund eligible improvements and paid with special taxes levied in a community facilities district formed under the Mello-R oos Community Facilities Act of 1982, as amended, or other applicable law.
Specific Program Objectives. An “action” statement indicating the new or special activities proposed for a program.
State Revolving Fund Loan. A loan administered by a U.S. state for the purpose of providing low-interest loans for investments in water and sanitation infrastructure.
State Revolving Funds . The State Revolving Fund (SRF) loan is a low interest loan program for the construction of water infrastructure projects.
9.e
June 10, 2024
Packet Pg. 874
Strategic Plan. Document established and used by the City Council that identifies current issues, needs, and interests that are of strategic importance to the quality of life of the community.
Successor Agency. Agency established to comply with State law AB1X26 regarding the dissolution of the former RDA and liquidation of assets in a manner that maximizes value for local taxing entities.
Tax Allocation Bonds. Historically, tax allocation bonds referred to bonds issued under the Community Redevelopment Law to fund eligible capital facilit ies located within a redevelopment project area.
However, as a result of the passage of AB X1 26, the San Carlos Redevelopment Agency has been dissolved and the successor agency’s obligations are limited to performing certain enforceable obligations.
The California Legislature has enacted a number of laws that establish alternative tax increment financing mechanisms, and tax allocation bonds may be issued by the City under these laws in the future.
Tax and Revenue Anticipation Notes (TRANS). Short term notes issued in anticipation of receiving tax receipts and revenues within a fiscal year. TRANs allow the municipality to manage the period of cash shortfalls resulting from a mismatch between timing of revenues and timing of expenditures.
Taxes. Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include spec ific charges made against particular persons or property for current or permanent benefits such as special assessments. Neit her does the term include charges for services rendered only to those paying such charges as, for example, user charges.
Term Bonds. Bonds that come due in a single maturity but where the issuer may agree to make periodic payments into a sinking fund for mandatory redemption of term bonds before maturity and for payment at maturity.
Traffic Impact Fee . Per Municipal Code section 8.50, the Traffic Impact Fee is assessed based upon evidence that a new development generates additional residents, employees, and structures, which in turn place an additional cumulative burden upon the local transportation system.
Transfers. Payments from one fund to another ideally for work or services provided, or to cover operating expense shortfalls.
Transient Occupancy Tax (TOT). Tax levied by cities on persons staying 30 days or less in room(s) in a hotel, inn, tourist home or house, motel, studio hotel, bachelor hotel, lodging house, rooming house, apartment house, dormitory, public or private club, mobile home or house trailer at a fixed location, or other similar structure.
True Interest Cost (TIC). Under this method of computing the interest expense to the issuer of bonds, true interest cost is defined as the rate necessary to di scount the amounts payable on the respective principal and interest payment dates to the purchase price received for the new issue of bonds. Interest is assumed to be compounded semi-annually. TIC computations produce a figure slightly different from the net interest cost (NIC) method because TIC considers the time value of money while NIC does not.
Trust Fund. Funds used to account for assets held by a gov ernment in a trustee capacity for individuals, private organizations, other governments and/or funds.
Trustee. A bank retained by the issuer as custodian of bond proceeds and offici al representative of bondholders. The trustee ensures compliance with the indent ure. In many cases, the trustee also acts as paying agent and is responsible for transmitting payments of interest and principal to the bondholders.
Unassigned Fund Balance. The portion of fund balance that is immediately available for use.
Underwriter. A broker-dealer that purchases a new issue of municipal securities from the issuer for resale in a primary offering. The bonds may be purchased eit her through a negotiated sale with the issuer or through a competitive sale.
9.e
June 10, 2024
Packet Pg. 875
Unfunded Liability. Money owed that do not have funds set aside. This is typically referring to the obligations under the pension system.
Water Infrastructure and Innovation Act. The Water Infrastructure Finance and Innovation Act of 2014 (WIFIA) established the WIFIA program, a federal credit program administered by the Environmental Protection Agency (EPA) for eligible water and wastewater infrastructure projects.
Way-Finding. Refers to information systems that guide people through a physical environment and enhance their understanding and experience of the space.
Wildfire Mitigation Plan (WMP). Provides details on PG&E's comprehensive Community Wildfire Safety Program (CWSP) and, incorporating lessons learned from the 2019 wildfire season, outlines the additional programs planned from 2020 to 2022 to prevent cata strophic wildfires. On February 7, 2020, PG&E submitted its 2020 plan in compliance with California SB 901, AB 1054, and with direction from the California Public Utilities Commission's (CPUC) Wildfire Safety Division.
Yield. The rate earned on an investment based on the price paid. The net rate of return, as a percentage, received by an investor on an investment. Yield calculat ions on a fixed income investment, such as a bond issue, take purchase price and coupon into account when calculating yield to maturity.
9.e
June 10, 2024
Packet Pg. 876
Commonly Used Acronyms in the City of San Carlos
2+2 Joint City/School Committee
AARP American Association of Retired Persons
AB Assembly Bill
ABAG Association of Bay Area Governments
ACC Adult Community Center
ADA Americans with Disabilities Act
ADU Accessory Dwelling Unit
AED Automatic External Defibrillator
AFSCME American Federation of Stat e, County, and Municipal Employees ALPR Automated License Plate Reader
ALS Advance Life Support
ALUC Airport Land Use Commission
ARPA American Rescue Plan Act
ARC Annual Required Contribution
ASAC Athletic Sites Advisory Committee
ATP Active Transportation Program
AV Audio Visual
AYSO American Youth Soccer Organization
BAAQMD Bay Area Air Qua lity Management District
BMPs Best Management Practices
BMR Below Market Rate
BR Business Registration
BSCFD Belmont San Carlos Fire Department
BSL Biosafety Level
C/CAG City/County Association of Governments of San Mateo County CAD Computer-Aided Disp atch System (Police)
CALCHA California Community Housing Agency
CALOES California Office of Emergency Services
CalPERS California Public Employees’ Retirement System
CAP Climate Action Plan
CARB California Air Resources Board
CARES Coronavirus Aid, Relief, and Economic Security (Act) CCTV Closed Circuit Television
CDAA California Disaster Assistance Act
CDC Centers for Disease Control and Prevention
CDF California Department of Forestry
9.e
June 10, 2024
Packet Pg. 877
CDIAC California Debt and Investment Advisory Commission CDPH California Department of Public Health
CDTFA California Department of Tax and Fee Administration CEQA California Environmental Quality Act
CERBT California Employer s’ Retiree Benefit Trust
CERT Community Emergency Response Team
CIP Capital Improvement Program
CMAP Climate Mitigation and Adaptation Plan
CMAQ Congestion Management & Air Quality (subcommittee of C/CAG) CMMS Computerized Maintenance Management System
CMO City Manager’s Office
CMTA California Municipal Treasurers Association
COOP Continuity of Operations Plan
COVID-19 Coronavirus Disease 2019
CPI Consumer Price Index
CPS Countdown Pedestrian Signal
CPUC California Public Utilities Commission
CPR Cardiopulmonary Resuscitation
CSAC California State Association of Counties
CSC City of San Carlos
CSCDA California Statewide Communities Development Authority CSMFO California Society of Municipal Finance Officers CSO Community Services Officer
CWSP Community Wildfire Safety Program
CYSA California Youth Soccer Association
DARE Drug & Alcohol Resistance Education
DBE Disadvantaged Business Enterprise Program or Goal
DDLA Disposition, Development, and Loan Agreement
DEIR Draft Environmental Impact Statement
EAP Employee Assistance Program
ECM Enterprise Content Management
ECMS Electronic Content Management System
EDD (California) Employment Development Department
EDP Economic Development Partnership
EIR Environmental Impact Statement
EOC Emergency Operations Center
EOP Emergency Operations Plan
ERAF Education Revenue Augmentation Fund
ERP Enterprise Resource Planning
9.e
June 10, 2024
Packet Pg. 878
EV Electric Vehicle
FAQ Frequently Asked Questions
FEMA Federal Emergency Management Agency
FLSA Fair Labor Standards Act
FMLA Family Medical Leave Act
FPPC Fair Political Practices Commission
FSA Flexible Spending Account
FTE Full Time Equivalent
FY Fiscal Year(s)
GAAP Generally Accepted Accounting Principles
GASB Governmental Accounting Standards Board
GCI General Commercial Industrial
GDP Gross Domestic Product
GESC Greater East San Carlos
GFOA Government Finance Officers Association
GIS Geographical Information System
GO General Obligation
HCDC Housing and Community Development Commission
HEART Housing Endowment and Regional Trust of San Mateo County JPA HHS Department of Health and Human Services
HIA Harbor Industrial Association
HIP (or HIP Housing) – Human Investment Project
HLC Housing Leadership Council
HSC Health and Safety Code
HVAC Heating Ventilation and Air Conditioning
IABA Industrial Arts Business Association
IAP Incident Action Plan
ICSC International Council of Shopping Centers
IEDA Industrial Employer s Distributors Association
ILP Intelligence Lead Policing
IPM Integrated Pest Management
JPA Joint Powers Authorit y or Joint Powers Agreement LEAP Local Early Action Planning
LHJ Local Health Jurisdiction
LSR Local Street Rehabilitation
LTD Long-Term Disability
LPR License Plate Reader
MFA Multi-Factor Authentication
MOU Memorandum of Understanding
9.e
June 10, 2024
Packet Pg. 879
MRP Municipal Regional Stormwater Permit
MSS Managed Security Services
MTC Metropolitan Transportation Commission
NAR National Association of Realtors
NFPA National Fire Protection Association
NPDES National Pollutant Di scharge Elimination System NSF Non-Sufficient Funds
NTMP Neighborhood Traffic Management Program
NWS National Weather Service
OES Office of Emergency Services
OIG Office of Inspector General
OPEB Other Post-Employment Benefits
OTS (California) Offi ce of Traffic Safety
PAL Police Activities League
PAMF Palo Alto Medical Foundation
PARS Public Agency Retirement Services
PC Planning Commission
PCI Pavement Condition Index
PCJPB Peninsula Corridor Joint Powers Board or Caltrain Board PD Planned Development
PEMHCA Public Employees' Medical and Hospital Care Act PEPRA California’s Public Employ ees’ Pension Reform Act of 2013 PERS (aka CalPERS) Public Employees' Retirement System PGE Pacific Gas and Electric Company
PIO Public Information Officer
PLAN Pooled Liability Assurance Network
PPE Personal Protective Equipment
PRA Public Records Application
PRCC Parks, Recreation & Culture Commission
PSPS Public Safety Power Shutoff
PTA Parent Teacher Association
PTCRA Peninsula Traffic Congesti on Relief Agency or Commute.org RDA Redevelopment Agency
RDRC Residential Design Review Committee
REAP Rural Energy for America
RFP Request for Proposals
RFQ Request for Qualifications
RHNA Regional Housing Needs Allocation
RMS Records Management System
9.e
June 10, 2024
Packet Pg. 880
ROPS Recognized Obligation Payment Schedule
RPA Request for Public Assistance
RPTTF Redevelopment Property Tax Fund
RWQCB Regional Water Quality Control Board
SA Successor Agency
SAL Sheriff’s Activity League
SAMCAT San Mateo County Telecommunications Authority
SAMTRANS San Mateo County Transit District
SAN Storage Area Network
SB Senate Bill
SBWMA South Bayside Waste Management Authority
SCADA Supervisory Control and Data Acquisition
SCBA Self-Contained Breathing Apparatus
SCDC San Carlos Development Corporation
SCEF San Carlos Education Fund
SCLL San Carlos Little League
SCMC San Carlos Municipal Code
SCU San Carlos United
SCYC San Carlos Youth Center
SCYSA San Carlos Youth Softball Association
SDI State Disability Insurance
SEC Securities and Exchange Commission
SLEF Supplemental Law Enforcement
SMC San Mateo County
SOP Standard Operating Procedure
SPUR San Francisco Planning and Urban Research
SRF State Revolving Fund
SRTS Safe Route to School
SSO Sanitary Sewer Overflow / Single Sign-On
SST Sustainable Solution Turnkey
STEP Saturated Traffic Enforcement Program
STOPP Stormwater Pollution Prevention Program
SUI State Unemployment Insurance
SVCW Silicon Valley Clean Water
SVEDA Silicon Valley Economic Development Alliance
SVIP Sheriff’s Volunteers in Policing
TA Transportation Authority or S an Mateo County Transportation Authority TDM Transportation Demand Management
TI Tax Increment
9.e
June 10, 2024
Packet Pg. 881
TLC Transportation for Livable Communities
TOT Transient Occupancy Tax
UAL Unfunded Accrued Liability
UAV Unmanned Aerial Vehicle
UBC Uniform Building Code
ULI Urban Land Institute
VMT Vehicle Miles Travelled
VLF Vehicle License Fee
VPN Virtual Private Network
VSP Vision Service Plan
WHO World Health Organization
WIFIA Water Infrastructure and Innovation Act
WMP Wildfire Mitigation Plan
YAC Youth Advisory Commission
YC Youth Center
ZEV Zero-Emission Vehicle
9.e
June 10, 2024
Packet Pg. 882
CITY COUNCIL
STAFF REPORT
MEETING DATE: June 10, 2024
ITEM TITLE: Adopt a Resolution Electing the Population and Price Adjustment Factors and Establishing the Fiscal Year (FY) 2024-25 Appropriations Limit of the City of San Carlos, Pursuant to California Constitution Article XIIIB and Section 7900 Et Seq. of the California Government Code.
RECOMMENDATION:
Staff recommends that the City Council adopt a Resolution electing the Population and Price Adjustment Factors and establishing the Fiscal Year (FY) 2024-25 Appropriations Limit of the City of San Carlos, pursuant to California Constitution Article XIIIB and Section 7900 et seq. of the California Government Code.
FISCAL IMPLICATIONS:
There are no fiscal implications associated with adopting the proposed Resolution. The City of San Carlos (“City”) is below the calculated appropriations limit.
BACKGROUND:
In 1980, California voters adopted Article XIIIB of the California State Constitution, commonly referred to as the Gann Initiative or Gann Appropriations Limit, placing limits on the amount of tax proceeds that state and local agencies can appropriate each year. The City’s limit is adjusted each year for inflation, population, and other factors.
On June 5, 1990, Proposition 111 was voted into California law. Among other provisions, Proposition 111 provided for changes in the calculation of the Gann Appropriations Limit. The annual adjustments to the spending limit were liberalized by Proposition 111 to be more closely linked to the rate of economic growth in personal income. Additionally, cities can choose to use the rate of change in population either within the city or county, whichever is higher. The City used elements of these adjustment factors in calculating this year’s Gann Appropriations Limit. The Gann calculation is reviewed annually by the City’s external audit firm as part of the annual audit.
ANALYSIS:
Section 7910 of the State Government Code requires a governing body to annually adopt by resolution, an Appropriations (Gann) Limit for the upcoming fiscal year.
The indexes used in calculating the appropriation limit for FY 2024-25 are the percentage change
9.i
June 10, 2024
Packet Pg. 883
in the California Per Capita Personal Income (3.62%) and San Mateo County’s population growth (-0.50%), totaling a combined growth rate of 3.10%. The resulting appropriation limit for FY 2024- 25 is $116,039,051. Appropriations for the City subject to the limit in FY 2024-25 total $54,754,564, or 47.19%. Therefore, the City is substantially below the maximum allowable appropriation limit and in compliance with state law.
ALTERNATIVES:
The alternatives available to the City Council include:
1. Adopt the Resolution electing the Population and Price Adjustment Factors and establishing the FY 2024-25 Appropriations Limit of the City of San Carlos, pursuant to California Constitution Article XIIIB and Section 7900 Et Seq. of the California Government Code; or
2. Do not adopt the Resolution; or
3. Provide staff with alternative direction.
Respectfully submitted by:
Rebecca Mendenhall, Administrative Services Director
Approved for submission by:
_______________________
Jeff Maltbie, City Manager
ATTACHMENT(S):
1. Resolution
2. GANN Appropriation FY 2024-25
9.i
June 10, 2024
Packet Pg. 884
RESOLUTION NO. 2024 – ____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS
ELECTING THE POPULATION AND PRICE ADJUSTMENT FACTORS AND ESTABLISHING THE FISCAL YEAR (FY) 2024-25 APPROPRIATIONS LIMIT OF THE CITY
OF SAN CARLOS, PURSUANT TO CALIFORNIA CONSTITUTION ARTICLE XIIIB AND SECTION 7900 ET SEQ. OF THE CALIFORNIA GOVERNMENT CODE.
WHEREAS, pursuant to Article XIIIB of the California Constitution, and Section 7900 et seq. of the California Government Code, the City of San Carlos is responsible for determination of the appropriations limit for the 2024-25 fiscal year; and
WHEREAS, pursuant to amendments to Article XIIIB enacted in 1990, the City Council is required to elect the population and price adjustment factors used to calculate the appropriations limit; and
WHEREAS, the City Council has considered the matter at a regularly scheduled Council meeting.
NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of San Carlos hereby approves:
SECTION 1. For the calculation of the appropriations limit for Fiscal Year 2024-25, the City Council elects the following annual adjustment factors: (1) the percentage change in the California per capita income and (2) the population adjustment factor of San Mateo County’s population growth.
SECTION 2. It is hereby determined that the appropriations limit for Fiscal Year 2024-25 for the City of San Carlos is One Hundred and Sixteen Million Thirty-Nine Thousand Fifty-One Dollars ($116,039,051). Appropriations subject to the limit, total $54,754,564, or 47.19%, of the Appropriations Limit. Therefore, the City is substantially below the maximum allowable appropriation limit and in compliance with state law.
* * * * *
I, City Clerk Crystal Mui, hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Carlos at a scheduled meeting thereof held on the 10th of June, 2024, by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:
NOES, COUNCILMEMBERS:
ABSENT, COUNCILMEMBERS:
9.i
June 10, 2024
Packet Pg. 885
Price
Factor:
Population
Factor:
Fiscal Year Price
Adjustment
Population
Adjustment
Total
Adjustment
Appropriations
Limit
% of City
Appropriations
Subject to the
GANN Limit
2015 1.0117 x 1.0089 = 1.0207 $65,985,846 37.20%
2016 1.1064 x 1.0100 = 1.1175 $73,736,808 29.35%
2017 1.0878 x 1.0091 = 1.0977 $80,940,818 36.85%
2018 1.0369 x 1.0056 = 1.0427 $84,397,528 30.53%
2019 1.0367 x 1.0073 = 1.0443 $88,133,630 33.96%
2020 1.0385 x 1.0028 = 1.0414 $91,783,048 41.13%
2021 1.0373 x 1.0166 = 1.0545 $96,786,987 42.05%
2022 1.0573 x 0.9925 = 1.0494 $101,565,385 55.38%
2023 1.0755 x 0.9908 = 1.0656 $108,228,622 40.52%
2024 1.0444 x 0.9957 = 1.0399 $112,547,927 47.03%
2025 1.0362 x 0.995 = 1.0310 $116,039,051 47.19%
(1)
TEN YEAR HISTORY OF PRICE AND POPULATION FACTORS &
TAX APPROPRIATIONS LIMIT (1)
FOR FISCAL YEARS 2015 to 2025
GANN ANNUAL APPROPRIATION LIMIT
FISCAL YEAR 2024-25
Appropriations Limitation, imposed by Propositions 4 and 111, establishes a formula to restrict the amount of revenues that can be appropriated in any fiscal year. The Limit is based on actual appropriations for base fiscal year 1978-79 and is increased annually using the growth in population and a price adjustment index, as well as commercial property development within the City during the year. Revenues that are restricted to the limitation are those which are referred to as “proceeds of taxes,” such as sales tax, property tax and business license tax.
The City must adopt an appropriation limit for each fiscal year. Beginning with the fiscal year 1990-1991, the law provides the local agency an option to calculate the adjustment factors by the following:
The percentage change in the California Per Capita Income Either the City’s own population growth or the population growth of the entire County.
In 1980, the State Legislature added Division 9 to Title I of the Government Code to implement Article XIIIB. This legislation required the governing body of each local jurisdiction in California to establish a tax appropriations limit on or before June 30 of each year for the following fiscal year, pursuant to which the City of San Carlos has been establishing this limit since 1981.
9.i
June 10, 2024
Packet Pg. 886
Step 1 Total all appropriations (2024-25 operating and capital from general and special funds) 123,805,240 $
Step 2 Deduct:
1. Non-Tax Proceeds (67,545,777) $
2. Debt Service Payments (1,504,900) $
Add:
1. Excess user fees which exceed actual costs - $
Step 3 Equals appropriations subject to limit (Step 1 - Step 2) 54,754,564 $ Step 4 Compare against 2024-25 Appropriations Limit (from below) 116,039,051 $ Dollar Amount Under Limit (Step 4 - Step 3) 61,284,488 $ Percentage of Limit (Step 3/Step 4) 47.19%
Step 5 Fiscal Year 2023-24 Appropriation Limit 112,547,927 $ Fiscal year 2024-25 Growth Factor based on California Per Capita Step 6 Income 1.0362 --- and the County Population Change 0.995 103.10% (1.0362*0.995)
Step 7 FY 2024-25 Appropriations Limit (Step 5 x Step 6) 116,039,051 $ Step 8 FY 2024-25 Appropriations Subject to Limit (from above) 54,754,564 $ Step 9 Dollar Amount Under Limit (Step 7 - Step 8) 61,284,488 $ Step 10 Percentage of Limit (Step 8/Step 7) 47.19%
GANN APPROPRIATIONS LIMIT CALCULATIONS
FISCAL YEAR 2024-2025
9.i
June 10, 2024
Packet Pg. 887
General Fund $61,875,040
Capital Improvement 34,139,200
Other Programs 5,378,600
Enterprise Sewer System 22,412,400
$123,805,240
Licenses & Permits $2,667,500
Business Registration 1,316,600
Fines & Forfeitures 328,700
Use of Money & Property 3,234,700
From Other Agencies 4,869,000
Charges for Services 5,167,550
Other Revenue 2,801,827
Sewer Operation & Maint. 27,746,000
NPDES 638,300
Capital Improvement Fund 25 5,068,200
Child Care Fund 26 4,000,000
In-Lieu Park Fund 27 1,136,100
Housing In-Lieu Fund 29 7,390,800
Post-Employment Benefits Fund 35 1,180,500
$67,545,777
Debt Services $1,504,900
$69,050,677
Non-Tax Proceeds and Debt Services
CHART OF FUNDS SUBJECT TO APPROPRIATION
2024-25 Appropriation from Operating, Capital Improvement and Other
9.i
June 10, 2024
Packet Pg. 888
CITY COUNCIL
STAFF REPORT
MEETING DATE: June 10, 2024
ITEM TITLE: Adopt a Resolution Classifying the Various Components of General Fund Fund Balance as Committed Balances as Defined in
Governmental Accounting Standards Board Statement No. 54 ("GASB 54").
RECOMMENDATION:
Staff recommends that the City Council adopt a Resolution classifying the various components of General Fund Fund Balance as Committed Balances as defined in the Governmental Accounting Standards Board Statement No. 54 (“GASB 54”).
FISCAL IMPLICATIONS:
There is no direct fiscal impact. The amounts reported in the total fund balance are not altered.
Classifications under GASB 54 are for financial reporting purposes only.
BACKGROUND:
GASB 54 was issued in February 2009 and implemented by the City in Fiscal Year (FY) 2010-11.
This pronouncement defines five distinct classifications of fund balances as follows:
CLASSIFICATION NATURE OF DESIGNATION
Non-Spendable Cannot be spent because they are either (a) not in spendable form or (b) legally or contractually required to remain intact.
Restricted Restriction either externally imposed or imposed by law through constitutional provisions or enabling legislation.
Committed Reserved for specific purposes pursuant to constraints imposed by formal action of the City Council. Commitments may be changed or lifted only by the government taking the same formal action that imposed the constraint originally.
Assigned Reserved by the City Council or the City Manager for the intent to be used for specific purposes, but neither restricted or committed.
Unassigned Residual balance not classified in any of the above categories and not restricted for any use. Unassigned fund balance is a residual classification and is technically available for any purpose.
Per the City’s Adopted Financial Policies (last adopted in May 2023), we will work toward establishing, dedicating, and maintaining reserves annually to meet known and estimated future
9.ii
June 10, 2024
Packet Pg. 889
obligations. The hierarchy followed to deplete these reserves is as follows: first unassigned fund balance will be depleted; second assigned fund balances will be deleted at discretion of the City Manager; and lastly committed fund balances will be depleted in accordance with the conditions of commitment and formal action of the City Council.
In addition, the financial policies state that we will commit amounts of fund balance for specific purposes as determined by formal action of the City Council, which include but are not limited to committing fund balance reserves for the following:
a. Economic Uncertainties (updated June 13, 2016, Resolution #2016-060) i. General Fund committed fund balance for Economic Uncertainties equal to a minimum of 12.5% of the General Fund expenditures with a target of increasing to 20% of General Fund expenditures.
ii. Once established, appropriations from the Economic Uncertainties fund balance commitment can only be made by formal action of the City Council.
Generally, appropriations and access to these funds will be reserved for emergency situations. Examples of such emergencies include but are not limited to: catastrophic disaster (declared by Governor); budgeted revenue taken by another government entity; or a more than 5% drop in projected revenue to the General Fund.
b. Strategic Property Acquisitions (approved October 25, 2010, Resolution 2010-090) i. General Fund committed fund balance for Strategic Property Acquisitions accumulates funds from the proceeds of future sales of City properties, as directed by the City Manager or City Council.
ii. Once established, appropriations from the Strategic Property Acquisitions fund balance commitment can only be made by formal action of the City Council.
Generally, appropriations and access to these funds will be reserved for funding strategic property acquisitions by the City.
On June 13, 2011, the City Council adopted Resolution 2011-040 to further define and classify the components of fund balance as follows:
•General Fund-Committed Fund Balance for Economic Uncertainties is:
oWill be equal to a minimum of 10% of the General Fund Adopted Appropriations each year (later updated to minimum of 12% in 2016); and oWith a goal of increasing the amount to 20% of the General Fund Adopted Appropriations each year, as recommended by the City Manager and approved by the City Council in the annual budget (currently at 17%). •General Fund-Committed Fund Balance for Strategic Property Acquisition in the amount which will be funded through the sales of City properties.
ANALYSIS:
Economic Uncertainty Reserve:
In the past fifteen years, the only time the City contemplated dipping into this reserve was during FY 2020-21, following the national declaration of the COVID-19 emergency. In March 2020, the
9.ii
June 10, 2024
Packet Pg. 890
City and the rest of the world experienced an unprecedented event with the declaration of the worldwide pandemic of a novel coronavirus (named “COVID-19” by the World Health Organization). It was also highly unexpected when the City of San Carlos was informed that a hotel within the city would be used to quarantine several individuals from a passenger ship that had been exposed to COVID-19. In response, the City Manager immediately activated the City’s Emergency Operations Center and, acting as Director of Emergency Services, proclaimed the existence of a local emergency pursuant to 2.28.060(A)(1) of the San Carlos Municipal Code.
Even though it was expected to be needed, due to higher revenues and savings achieved from vacancies throughout the year, it was not needed.
To further clarify the use of these funds, it is recommended that the Council reaffirm the restrictions or commitment definition to the following:
•appropriations and access to these funds will be reserved for emergency situations.
Emergency situations are further defined as catastrophic disasters as declared locally or by the state or federal government or budgeted revenue taken by another government entity.
This definition would require the formal action of City Council to utilize these funds and as stated in the definition, an emergency would not be something that should routinely occur. The reserve would not be used for ongoing expenditures and is therefore separate from a stabilization or “rainy-day” fund that could be used more frequently if budget projections are not met.
Strategic Property Acquisition Reserve (“SPAR”):
As is done at the end of every fiscal year audit, the City Manager and the Administrative Services Director review the fund balances and determine what the appropriate assignments should be.
In FY 2022-23, there were General Fund savings and a portion of that, or $3,000,000, was set aside to be added to the existing SPAR balance of $7,191,795. Since fund balances can only be committed by City Council, it is recommended that the City Council recognize the additional $3,000,000 as SPAR funds, bringing the total balance available for this purpose to $10,191,795.
If the attached Resolution is approved, the General Fund Reserve Balances would be the following:
Revised
FY 23-24
% of
FY 24
Exp
Proposed
Update
FY 24-25
% of
FY 24
Approp
Committed Fund Balances:
Economic Uncertainty 10.07$ 17.0% 10.52$ 17.0%
Strategic Property Acquisition 7.19 10.19
Assigned Fund Balances:
Unfunded Liabilities 4.00 3.60
Strategic Property Acquisition 3.00 -
Facility/Infrastructure 15.59 15.24
Ending Reserve Balances 39.85$ 67.3% 39.55$ 63.9% Unassigned Fund Balance 1.88 2.14
Nonspendable Fund Balances 1.84 1.06
Total Ending Fund Balance 43.57$ 42.75$
RESERVE FUND BALANCES - GENERAL FUND (In Millions)
9.ii
June 10, 2024
Packet Pg. 891
The Government Finance Officers Association (GFOA) has issued its best practice in determining the appropriate level of unrestricted fund balance in the General Fund to be at a minimum of no less than two months of regular general fund operating revenues or expenses, which equates to approximately 17%. The GFOA definition of Unrestricted Fund Balance includes three general categories: Committed Fund Balance; Assigned Fund Balance; and Unassigned Fund Balance.
When looking at the total reserve percentages, all categories need to be considered. In the Annual Comprehensive Financial Report, the categories that make up the unrestricted fund balance as defined by the GFOA are the following: Economic Uncertainty Reserve, Strategic Property Acquisition Reserve, Unfunded Liability Reserve, Facility and Infrastructure Reserve, and the Unassigned Fund balance. For our purposes, we will consider our reserves to be those defined as committed and assigned as noted in the following chart. Even excluding the unassigned fund balance, the City maintains healthy reserves well above the GFOA best practice guidelines.
As a general practice, use of reserves should not be used to offset annual operating expenses as these are not a continuous source of funding.
ALTERNATIVES:
The alternatives available to the City Council include:
1. Adopt a Resolution classifying the various components of General Fund Fund Balance as Committed Balances as defined in the Governmental Accounting Standards Board Statement No. 54 (“GASB 54”); or
2. Do not adopt a Resolution; or
3. Provide staff with alternative direction.
Respectfully submitted by:
Rebecca Mendenhall, Administrative Services Director
Approved for submission by:
_______________________
Jeff Maltbie, City Manager
ATTACHMENT(S):
1. Resolution
9.ii
June 10, 2024
Packet Pg. 892
RESOLUTION NO. 2024 – ____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS
CLASSIFYING THE VARIOUS COMPONENTS OF GENERAL FUND FUND BALANCE AS
COMMITTED BALANCES AS DEFINED IN GOVERNMENTAL ACCOUNTING STANDARDS BOARD STATEMENT NO. 54 (“GASB 54”).
WHEREAS, the Governmental Accounting Standards Board Statement No. 54 (GASB 54) was issued in February 2009 and implemented by the City in Fiscal Year (FY) 2010-11; and WHEREAS, the City Council has adopted Financial Policies outlining the definitions of fund balance; and
WHEREAS, the City Manager assigned fund balance in the amount of $3,000,000 to the Strategic Property Acquisition Assigned Fund Balance in FY 2022-23; and WHEREAS, the City Council would like to move the $3,000,000 from the Strategic Property Acquisition Assigned Fund Balance Reserve to the Committed Strategic Property Acquisition Fund Balance Reserve; and
WHEREAS, the City Council would like to further define the definition of an emergency and the Economic Uncertainty Reserve.
NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby adopts the following classifications of Committed Fund Balance in accordance with GASB 54:
1) The restrictions to the Economic Uncertainty Reserve will be updated to the following:
appropriations and access to these funds will be reserved for emergency situations and not to be used for ongoing expenditures. Emergency situations are further defined as catastrophic disasters as declared locally or by the state or federal government or budgeted revenue taken by another government entity; and 2) The balance of $3,000,000 will be transferred from the Assigned Strategic Property Acquisition Reserve to the Committed Strategic Property Acquisition Reserve. * * * * *
I, City Clerk Crystal Mui, hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Carlos at a scheduled meeting thereof held on the 10th day of June 2024, by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:
NOES, COUNCILMEMBERS:
ABSENT, COUNCILMEMBERS:
9.ii
June 10, 2024
Packet Pg. 893
CITY COUNCIL
STAFF REPORT
MEETING DATE: June 10, 2024
ITEM TITLE: Consideration of Increasing Residential and Commercial Wastewater Rates for Fiscal Years 2024-25 through 2026-27 and Introducing an Ordinance Amending San Carlos Municipal Code Section 13.08.160 – Sewer Service Charges and Fees Established.
RECOMMENDATION:
Staff recommends that the City Council approve a three-year increase in residential and commercial wastewater (“sewer”) rates by 3.0% annually beginning Fiscal Year (FY) 2024-25 through Fiscal Year 2026-27 and introduce an Ordinance amending San Carlos Municipal Code Section 13.08.160 – Sewer Service Charges and Fees Established.
FISCAL IMPLICATIONS:
Staff recommends that the City implement 3.0% sewer rate increases in each of the next three years. The rate increases are needed to ensure adequate funding for the following: operating and maintenance expenses for the City and Silicon Valley Clean Water (SVCW); a prudent level of pay‐as‐you‐go funding for capital improvements to the City’s aging collection system; and the City’s share of costs for a major rehabilitation and reconstruction of SVCW’s regional wastewater transmission and treatment facilities.
Proceeding with annual 3.0% rate increases as proposed in the Proposition 218 notification letter allows the City Council discretion to consider a lower rate change or shorter term at the public hearing. However, the City Council will not be able to set rates higher than shown in the Proposition 218 notice.
The figure below shows a five‐year projection of revenues versus the revenue requirement, which is broken out into five key functional categories. Revenues at current rates are insufficient to fund the growing revenue requirement, as demonstrated by the figure. The proposed rate increases are balanced with the use of reserves. Reserves help offset the increased costs projected, reducing the rate increases borne by ratepayers. The increases recommended ensure the Wastewater Enterprise has sufficient reserves to meet its operating cash flow and capital funding needs. Further, with recommended increases, the reserves maintained continue to meet the days of operating cash on hand to continue satisfying credit rating requirements.
10.a
June 10, 2024
Packet Pg. 894
10.a
June 10, 2024
Packet Pg. 895
The proposed sewer rates for the next three fiscal years are shown on the following table:
BACKGROUND:
The City owns and operates a wastewater collection system consisting of approximately 104 miles of sanitary sewer pipelines and four pump stations. The City’s sewer utility system is paid for by a self‐supporting enterprise fund, with sewer service charges providing roughly 81% of total revenues as of FY 2023-24. As such, the City’s sewer rates need to be set at levels adequate to fund the cost of providing wastewater service. These costs include both the City’s sewer collection system operating and capital improvement funding needs, and the City’s share of the cost for treatment plant operations and debt service. Therefore, the City must evaluate and adjust City sewer rates to maintain a self-sustaining budgetary status.
The City also requires sewer connection fees on new or expanded connections to the sewer system. Connection fees are levied as a condition of development or change in use, and are designed to recover the cost of capacity in infrastructure and assets benefitting new development.
These capacity charges are one‐time fees, paid upfront as a condition of new development or expansion. Capacity charges are separate from the City’s rates for sewer service and are not being adjusted at this time. The City updated its Sewer Capacity Charges in 2016 which are adjusted annually based on the change in the Engineering News-Record Construction Cost Index (20-Cities Average) from the March 2016 Index.
Current Proposed Rates Effective on or After
Units Sewer Rates 7/1/2024 7/1/2025 7/1/2026
Annual Rate Increase 3.0% 3.0% 3.0%
Residential Fixed Service Charges
Single-Family dwelling unit $1,401.27 $1,443.31 $1,486.61 $1,531.21 Multi-Family dwelling unit $1,203.44 $1,239.54 $1,276.73 $1,315.03 Nonresidential Sewer Rates
Commercial High Strength¹ hcf $22.30 $22.97 $23.66 $24.37 Commercial Mod Strength² hcf $19.13 $19.70 $20.29 $20.90 Commercial Std Strength hcf $14.36 $14.79 $15.23 $15.69 Institutional - Hospitals hcf $16.54 $17.04 $17.55 $18.08 Institutional - Public/Other hcf $13.90 $14.32 $14.75 $15.19 Industrial Flow hcf $11.89 $12.25 $12.62 $13.00
Industrial BOD lb $1.48 $1.52 $1.57 $1.62
Industrial TSS lb $1.66 $1.71 $1.76 $1.81
Minimum annual charge³ parcel/account $1,050.95 $1,082.48 $1,114.95 $1,148.40 ¹Includes restaurants, bakeries, mortuaries, markets with garbage disposals, and mixed use accounts whose wastewater is comprised of 75% or higher flow from high strength users. ²Includes hotels with food service and/or laundry facilities, and mixed use accounts whose wastewater is comprised of greater than 25% but less than 75% of flow from high strength users. ³All Commercial, Institutional, and Industrial accounts are subject to the minimum annual charge per parcel or account.
The City shall determine which customers class best reflects the wastewater characteristics of each account.
Note: 1 hcf = One hundred cubic feet, or approximately 748 gallons.
10.a
June 10, 2024
Packet Pg. 896
The City provides sewer service to approximately 11,000 sewer connections within the city.
Roughly 92% of total sewer connections are residential customers, 4% are commercial, 3% are industrial, and the remaining customers are institutional accounts. Wastewater is conveyed by the City from four San Mateo County sewer maintenance districts to the SVCW treatment plant pursuant to agreements with each agency. SVCW is a joint powers authority whose members include the Cities of San Carlos, Belmont, Redwood City and the West Bay Sanitary District. Since 2008, SVCW has been rebuilding, rehabilitating, and upgrading its wastewater transmission and treatment facilities, and the associated costs are allocated to each agency according to the structure of the original joint powers agreement.
ANALYSIS:
Based on financial projections and recommendations, the City’s sewer enterprise fund is facing a number of financial challenges that will require modest sewer rate increases in upcoming years:
•San Carlos is responsible for funding 15.14% of SVCW’s capital costs. Over the next ten years, SVCW anticipates $438 million in capital expenditures. SVCW’s spending plan continues to address the Regional Environmental Sewer Conveyance Upgrade (RESCU) program, a long-range capital infrastructure rehabilitation and replacement program to update wastewater conveyance and treatment facilities, initiated in 2008, which will total more than $1 billion over a four-decade period. As of the 2024 Long Range Financial Plan (LRFP) prepared by SVCW, SVCW estimated reserves and proceeds from previously issued bonds and loans have funded $959 million in CIP expenditures toward the program. •This year, SVCW identified $221 million in additional capital projects over the next decade.
The additional projects address treatment infrastructure, nutrient removal in anticipation of growing regulatory requirements, and pipe rehabilitation needs. SVCW projects will obtain long-term, debt service funding from three sources in the next two years:
California’s Clean Water State Revolving Fund (“SRF”) Financing Program; the United States Environmental Protection Agency’s Water Infrastructure Finance and Innovation Act (“WIFIA”) funding program; and revenue bonds, where necessary. SVCW’s projected debt service payments for new financing have been accounted for in this sewer rate study. •Many of the City’s sewer pipelines are 50 to 100 years old, made of vitrified clay, and will need to be replaced in coming years. The City has completed a number of pipeline replacements and upgrades in recent years to address critical deficiencies and comply with a Consent Decree to minimize potential for sanitary sewer overflows. However, there are substantial additional funding needs to address known deficiencies and replace aging infrastructure. Among other capital projects, the City plans to spend $7 million per year on its Annual Sewer System Rehabilitation Program. The program funds 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. Rate increases in recent years have enabled the City to increase funding for these pipeline replacements. However, additional funding is needed due to the age and condition of the City’s sewer collection system. •In general, the sewer enterprise needs small annual rate adjustments to keep revenues in line with utility cost inflation. The updated financial projections assume that City sewer operating costs escalate at an annual rate of approximately 3.6%, and SVCW wastewater treatment costs escalate at an annual rate of 4.0% based on SVCW’s latest projections.
HF&H Consultants developed a 10-year financial planning model to evaluate sewer
10.a
June 10, 2024
Packet Pg. 897
enterprise revenue requirements and rate increases. The projections incorporate the latest information available and a number of key assumptions detailed below. Sewer service charge revenues are projected based on current year billings and increase due to projected rate adjustments:
oCity operating and maintenance costs are based on the City’s cash flow forecasts through FY 2032-33.
oRate revenues assume account growth based on the City’s 2030 General Plan, with growth in residential accounts assumed at a ratio of 3:1 multi-family dwelling units compared to newly added single-family residential accounts. oSan Carlos’ share of SVCW operating, capital, and future debt service expenses are based on SVCW’s recently updated 2024 Long Range Financial Plan and the City’s cash flow forecasts through FY 2030-31.
oCity sewer collection system improvements are projected at an average of $10.4 million per year. Annual collection system improvements range from $8.3 to $11.8 million prior connection fee revenues which help offset the cost of improvements to be borne by rate payers. The City estimates receiving $13.9 million in connection fee revenues over the next five years. All City capital improvement figures provided have accounted for construction cost inflation.
•The projections indicate the need for steady annual 3.0% sewer rate increases to meet near-term and long-term financial needs while maintaining financial health. In future years, the City can update its financial projections and adjust course, as needed.
Draft Recommendation for Overall Sewer Rate Increases
FISCAL YEAR 2024-2025 2025-2026 2026-2027
Annual Rate Increase 3.0% 3.0% 3.0%
SVCW member agencies’ sewer rates are the underlying repayment security for SVCW debt. As such, San Carlos and the other member agencies need to adopt rates that provide adequate repayment security in advance to facilitate SVCW’s ability to issue future debt even if the debt service payments are deferred until future years.
The City currently maintains a healthy level of sewer fund reserves (in line with other agencies in the AA rating category). The City needs to maintain an adequate level of fund reserves in order to provide adequate funding for roughly six months of operations as most service charges are billed on the property tax rolls and are received twice per year; maintain additional fund reserves for emergency capital needs; and provide fund reserves, which are an important factor for bond ratings as SVCW is anticipating additional bond issues.
The City’s current sewer service charge for a single-family home of $1,401.27 per year (equivalent to $116.77 per month) is greater than the majority of 15 neighboring agencies. The City’s sewer rates are currently a little higher than the other SVCW member agencies. This may largely be due to the City’s level of funding for sewer collection system capital improvements. San Carlos is the only SVCW member agency that had to comply with a Consent Decree and has begun a multi- year program to address critical Grade 5 deficiencies and replace aging and deficient pipelines.
10.a
June 10, 2024
Packet Pg. 898
The City has a sewer rate reduction program for low-income single-family residential households that provides a 10% discount to customers that are on PG&E’s CARE Program or meet similar income limitations. Customers who may qualify may contact PG&E to sign up for the CARE Program via email at [email protected], or by phone at (866) 743-2273.
Next Steps
Pursuant to the California Constitution Article XIIID (also known as “Proposition 218”), the City is required to mail notices of proposed sewer rate increases to affected property owners at least 45 days in advance of the date of a public hearing. The notification letter has information on when the public hearing takes place, the reasons for the hearing, and how residents can provide written protests or other input on the proposed sewer service charges.
At its April 8, 2024 meeting, the City Council authorized publication of a notice of a public hearing to be held on June 10, 2024, pursuant to Proposition 218, to consider three annual 3.0% sewer rate increases, beginning in FY 2024-25 through FY 2026-27. No additional rate structure modifications were proposed.
The City notified the property owners, customers, and members of the public of the proposed sanitary sewer rate increase through a mailer on April 18, 2024, which exceeded the 45-day public notice requirement. As of June 4, 2024, the City received four protests in writing (enclosed as Attachment 3).
If written protests are submitted by more than 50% of the affected parcels prior to close of the public hearing, the City Council may not increase rates as a matter of law. Only one protest will be counted for each parcel. Otherwise, the City Council may consider adoption of sewer rates that cannot exceed the levels proposed.
ALTERNATIVES:
The alternatives available to the City Council include:
1. Increase residential and commercial wastewater rates by 3.0% annually beginning FY 2024-25 through FY 2026-27 and introduce an Ordinance amending San Carlos Municipal Code Section 13.08.160 – Sewer Service Charges and Fees Established; or
2. Do not increase the residential and commercial wastewater rates nor introduce the Ordinance; or
3. Provide staff with alternative direction.
Respectfully submitted by:
Steven Machida, Public Works Director
10.a
June 10, 2024
Packet Pg. 899
Approved for submission by:
_______________________
Jeff Maltbie, City Manager
ATTACHMENT(S):
1. Ordinance
2. Sewer Rate Study
3. Sewer Protests Received (as of June 4, 2024)
10.a
June 10, 2024 Packet Pg. 900
ORDINANCE NO. ____
AN ORDINANCE OF THE CITY OF SAN CARLOS AMENDING SAN CARLOS MUNICIPAL CODE SECTION 13.08.160 – SEWER SERVICE CHARGES AND FEES ESTABLISHED.
IT IS HEREBY ORDAINED by the City Council of the City of San Carlos as follows:
SECTION 1: Present Section 13.08.160 of the San Carlos Municipal Code entitled “Sewer Service Charges and Fees Established” is deleted.
SECTION 2: New Section 13.08.160, entitled “Sewer Service Charges and Fees Established,” is added to the San Carlos Municipal Code as follows:
Section 13.08.160 Sewer Service Charges and Fees Established The City Council hereby establishes the following schedule of user charges and fees by the classifications set forth. The fees and charges are for the use and maintenance of the sewage facilities and services furnished to and for the user premises.
The City Council finds that the fees and charges herein provide a fair and equitable allocation of the cost to provide sewage facilities and services for the users and are commensurate with the reasonable cost of providing facilities and services. After review and study of the administration, maintenance costs and capital needs of the City Sanitary Sewer facilities, the schedule of users, fees and charges is as follows:
Current Rates Effective on or After
Units Sewer Rates 7/1/2024 7/1/2025 7/1/2026
Annual Rate Increase 3.0% 3.0% 3.0%
Residential Fixed Service Charges
Single-Family dwelling unit $1,401.27 $1,443.31 $1,486.61 $1,531.21 Multi-Family dwelling unit $1,203.44 $1,239.54 $1,276.73 $1,315.03 Nonresidential Sewer Rates
Commercial High Strength¹ hcf $22.30 $22.97 $23.66 $24.37 Commercial Mod Strength² hcf $19.13 $19.70 $20.29 $20.90 Commercial Std Strength hcf $14.36 $14.79 $15.23 $15.69 Institutional - Hospitals hcf $16.54 $17.04 $17.55 $18.08 Institutional - Public/Other hcf $13.90 $14.32 $14.75 $15.19 Industrial Flow hcf $11.89 $12.25 $12.62 $13.00
Industrial BOD lb $1.48 $1.52 $1.57 $1.62
Industrial TSS lb $1.66 $1.71 $1.76 $1.81
Minimum annual charge³ parcel/account $1,050.95 $1,082.48 $1,114.95 $1,148.40 ¹Includes restaurants, bakeries, mortuaries, markets with garbage disposals, and mixed use accounts whose wastewater is comprised of 75% or higher flow from high strength users. ²Includes hotels with food service and/or laundry facilities, and mixed use accounts whose wastewater is comprised of greater than 25% but less than 75% of flow from high strength users. ³All Commercial, Institutional, and Industrial accounts are subject to the minimum annual charge per parcel or account.
The City shall determine which customers class best reflects the wastewater characteristics of each account.
Note: 1 hcf = One hundred cubic feet, or approximately 748 gallons.
10.a
June 10, 2024
Packet Pg. 901
SECTION 3: That the City Council hereby declares that it would have passed this Ordinance sentence by sentence, paragraph by paragraph and section by section and does hereby declare that any provisions of this Ordinance are severable and, if for any reason any sentence, paragraph or section of this Ordinance shall be held invalid, such decision shall not affect the validity of the remaining parts of this Ordinance.
SECTION 4: This Ordinance shall be published and posted according to law and shall take effect and be in force from and after 30 days after its passage and adoption.
* * * *
I, City Clerk Crystal Mui, hereby certify that the foregoing Ordinance was introduced on the 10th day of June, 2024 and passed and adopted as an Ordinance of the City Council of the City of San Carlos at a regular meeting thereof held on the ____ day of ______, 2024 by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
____________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:
NOES, COUNCILMEMBERS:
ABSENT, COUNCILMEMBERS:
10.a
June 10, 2024
Packet Pg. 902
Marc
h 27, 2024 - Final Report
CITY OF SAN CARLOS
FY 2024-25 SEWER RATE STUDY
HF&H Consultants, LLC
10.a
June 10, 2024
Packet Pg. 903
This page intentionally left blank for double-sided printing purposes.
10.a
June 10, 2024
Packet Pg. 904
City of San Carlos
600 Elm St
San Carlos, CA 94070
Final Report
FY 2024-25 Sewer Rate Study
March 27, 2024
HF&H Consultants, LLC
590 Ygnacio Valley Rd, Suite 190
Walnut Creek, CA 94596
© HF&H CONSULTANTS, LLC All rights reserved.
10.a
June 10, 2024
Packet Pg. 905
This page intentionally left blank for double-sided printing purposes.
10.a
June 10, 2024
Packet Pg. 906
Managing Tomorrow’s Resources Today
590 Ygnacio Valley Road, Suite 105 Northern California
Walnut Creek, California 94596 www.hfh-consultants.com
Telephone: 925/977-6950
March 27, 2024
Grace Le
City Engineer
City of San Carlos
600 Elm Street, 2nd Floor
San Carlos, CA 94070
Subject: FY 2024-25 Sewer Rate Study – Final Report
Dear Grace Le:
HF&H Consultants (HF&H) is pleased to submit this final sewer rate study report of the City of San Carlos’s (City’s) Wastewater Enterprise. This report summarizes our methodology and recommendations for annual rate increases over the five-year planning period, beginning FY 2024-25.
The Wastewater Enterprise’s current financial position and our recommended schedule of rate increases will allow the City to:
Fund inflationary increases in existing sta ff and sewer collection system operating and maintenance
costs.
Fund
an average of $8.8 million annually in City sewer collection system Operations and Maintenance (O&M) costs.
Fully-fun
d the City’s share of Silicon Valley Clean Water’s (SVCW’s) projected operating and capital costs to treat the City’s wastewater, which increases from $7.9 million to $12.4 million over the five-year study period.
Maintain suff
icient reserves to fully fund operating and capital reserve targets while minimizing rate increases to customers.
Adapt to larg
e, expected increases in SVCW debt service in subsequent years beyond FY 2024-25 without requ
iring sharp increases in rates beyond the five-year planning period. * * * * *
A copy of
the financial model is included in the appendix.
We appreciate this opportunity to continue working for the City.
Sincerely,
HF&H CONSULTANTS, LLC
Rick Simonson
Senior Vice President
10.a
June 10, 2024
Packet Pg. 907
City of San Carlos Sewer Rate Study
Final Report Table of Contents
HF&H Consultants, LLC Page i March 27, 2024
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY ........................................................................................... 1
1.1. Findings and Recommendations .............................................................. 1
2. INTRODUCTION ........................................................................................................ 4
2.1 Study Purpose .......................................................................................... 4
2.2. Study Objectives ...................................................................................... 4
2.3 Report Organization ................................................................................. 4
3. BACKGROUND ......................................................................................................... 5
3.1. Background .............................................................................................. 5
3.2. Ten-Year Financial Plan ........................................................................... 5
3.3 Recent Rate Increases ............................................................................. 5
3.4. Current Sewer Service Charge Rates ...................................................... 6
4. REVENUE REQUIREMENT PROJECTIONS ............................................................ 8
4.1. City O&M Expenses ................................................................................. 8
4.2. Sewer Enterprise Capital Expenditures .................................................... 9
4.3. SVCW Expenses ...................................................................................... 9
4.3.1. SVCW O&M Expenses ...................................................................................... 10
4.3.2. SVCW Capital Contributions ............................................................................. 10
4.3.3. SVCW Debt Service .............................................................................................. 11
4.4. Total Revenue Requirements ................................................................ 12
4.5. City Reserves ......................................................................................... 13
4.5.1. Recommended Minimum Balance ..................................................................... 13
4.5.2. O&M & Capital Target Balance ......................................................................... 13
4.6. Revenue Increases ................................................................................ 13
4.7. Fund Balance ......................................................................................... 14
4.7.1. Debt Service Coverage ......................................................................................... 14
4.7.2. Credit Rating Considerations ................................................................................ 15
5. RECOMMENDATIONS ............................................................................................ 16
5.1. Summary of Proposed Rates ................................................................. 16
5.2. Neighboring Agency Comparison ........................................................... 16
5.3. Future Considerations ............................................................................ 17
APPENDIX A. SEWER RATES MODEL
10.a
June 10, 2024
Packet Pg. 908
City of San Carlos Sewer Rate Study
Final Report Table of Contents
HF&H Consultants, LLC Page ii March 27, 2024
TABLE OF FIGURES
Figure 1-1. Projected Revenue Requirements ............................................................................................. 1 Figure 1-2. Collection System Capital Expenditures .................................................................................... 2 Figure 1-3. Fund Balance Projections ........................................................................................................... 3 Figure 1-4. Projected Rates (FY 2024-25 through FY 2028-29) .................................................................... 3 Figure 3-1. Recent Rates and Rate Increases ............................................................................................... 5 Figure 3-2. Current Sewer Rates .................................................................................................................. 7 Figure 4-1. Key Modeling Assumptions........................................................................................................ 8 Figure 4-2. City O&M Expense Summary ..................................................................................................... 8 Figure 4-3. Collection System Capital Expenditures .................................................................................... 9 Figure 4-4. SVCW O&M, Capital, and Debt Service Revenue Requirement .............................................. 10 Figure 4-5. Previous SVCW Aggregate Debt Service by Member Agency .................................................. 11 Figure 4-6. Updated SVCW Aggregate Debt Service by Member Agency .................................................. 12 Figure 4-7. Projected Revenue Requirements ........................................................................................... 12 Figure 4-8. Annual Revenue Increases ....................................................................................................... 13 Figure 4-9. Fund Balance Projections ......................................................................................................... 14 Figure 4-10. City Debt Coverage Ratio Calculations ................................................................................... 15 Figure 4-11. Days of Operating Cash on Hand Projection .......................................................................... 15 Figure 5-1. Projected Rates (FY 2024-25 through FY 2026-27) .................................................................. 16 Figure 5-2. Comparison of Annual Sewer Charges for Single-Family Customers ...................................... 17
ACRONYMS
FY Fiscal Year
BOD
Biological Oxygen Demand
CIP Capital Improvement Program
HCF Hundred cubic feet of metered water sold; 748 gallons; a cube of water 4.6 feet on edge.
O&M Operations and Maintenance
PAYGo Pay-As-You-Go, in reference to funding capital improvements from cash rather than from borrowed sources of revenue.
RESCU Regional Environmental Sewer Conveyance Upgrade, a long-term capital improvement program of Silicon Valley Clean Water.
SRF State Revolving Fund. A loan secured through the State of California.
SVCW Silicon Valley Clean Water, a Joint Powers Authority that is responsible for regional conveyance and wastewater treatment for th e cities of San Carlos, Redwood City, and Belmont, and West Bay Sanitary District.
TSS Total
Suspended Solids
WIFIA
Water Infrastructure Investment Act. A type of loan secured through the federal government.
10.a
June 10, 2024
Packet Pg. 909
City of San Carlos Sewer Rate Study
Final Report Table of Contents 1. Executive Summary
HF&H Consultants, LLC Page iii March 27, 2024
ACKNOWLEDGEMENTS
City Council
John Dugan, Mayor
Sara McDowell, Vice Mayor
Ron Collins, Council Member
Adam Rak, Council Member
Pranita Venkatesh, Council Member
City Staff
Grace Le, City Engineer
Steven Machida, Public Works Director
Rebecca Mendenhall, Administrative Services Director
Paul Harris, Financial Services Manager
Nidhi Thanki, Civil Engineering Assistant
HF&H Consultants, LLC
Rick Simonson, Senior Vice President
Gabe Sasser, Project Manager
Daniel Derby, Senior Associate
Alex Santos, Senior Associate
10.a
June 10, 2024
Packet Pg. 910
City of San Carlos Sewer Rate Study
Final Report 1. Executive Summary
HF&H Consultants, LLC Page 1 March 27, 2024
1. EXECUTIVE SUMMARY
1.1. Findings and Recommendations
In preparing this sewer rate study for the City, the following findings were made.
1. Updated revenue requirements. The City’s Wastewater Enterprise will be required to fund a growing revenue requirement over the five-year planning period. The revenue requirement, net of City interfund transfers and connection fee revenues, will grow from $25.1 million to as high as $31.2 million (in FY 2027-28), during the next five years. Figure 1-1 summarizes the projected annual net revenue requirements during the five-year planning period.
Figure 1-1. Projected Revenue Requirements
Increases in program expenses can be attributed to capital infrastructure investment in the City’s collection system and in the wastewater treatment system overseen by Silicon Valley Clean Water (SVCW). During the five-year period, the City plans to spend $7 million each year on its Annual Sewer System Rehabilitation Program to improve its collection system assets. As a member of SVCW, the City shares long-term debt service obligations to fund the authority’s long-term capital infrastructure replacement program. The City’s share of debt service will grow from $3.3 million to $6.6 million during the planning period. Proceeds from the debt service will continue to fund projects that make up the Regional Environmental Sewer Conveyance Upgrade (RESCU) and other capital improvements, including treatment systems to address nutrient removal regulations.
2. Connection Fee revenues. The City anticipates substantial connection fees over the five-year planning period, spurring an increase in their collection system capital improvement program.
Connection fee revenues reduce the required cash-funding required from rate revenues. As a result, net capital expenditures to be funded through rates will average $7.6 million over the five- year period. Figure 1-2 details the planned sewer collection system projects and connection fee revenue, which serves to offset some of the program’s expenses.
Current Year Projected
Net Expenses FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 1 City O&M Expenses $7,822,100 $7,927,300 $8,749,100 $8,662,700 $9,322,200 $9,519,300 2 City Capital Expenses $9,404,560 $3,875,000 $4,275,000 $11,744,000 $10,140,100 $8,236,100 3 SVCW Expenses $7,956,699 $11,144,578 $9,379,022 $10,661,724 $11,823,441 $12,408,356 4 Net Revenue Requirement $25,183,359 $22,946,878 $22,403,122 $31,068,424 $31,285,741 $30,163,756 5 -8.9% -2.4% 38.7% 0.7% -3.6%
10.a
June 10, 2024
Packet Pg. 911
City of San Carlos Sewer Rate Study
Final Report 1. Executive Summary
HF&H Consultants, LLC Page 2 March 27, 2024
Figure 1-2. Collection System Capital Expenditures
3. Five-year schedule of rate adjustments. While funding needs are increasing, the Wastewater Enterprise’s reserve fund balance allows the City to implement smaller rate increases over the five-year period. The City can utilize reserves in combination with inflationary-type increases to rates to address growing expenses. Figure 1-3 summarizes the financial health of the Wastewater Enterprise. The solid green line depicts the reserve balance with the recommend rate increases.
The City will not only have sufficient reserves to meet minimal operating cash flow needs (red line), but it will have sufficient reserves to meet its capital funding target needs (blue line), as well.
The City tracks its operating cash flow to maintain a strong credit rating. The threshold of 575 days of operating cash flow is shown as the dashed blue line. Projected rate increases over the next five years are projected to provide sufficient rese rves to meet this target. The dotted green line depicts how reserves would diminish without any rate increase over the next ten years.
The rates proposed in Figure 1-4 reflect uniform adjustments fo r all customers. Annual rate increases of 3% are recommended for FY 2024-25 through FY 2026-27, with projected 4% annual increases in FY 2027-28 and FY 2028-29.
Budgeted Projected
Capital Expenditures FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 1 Annual Sewer System Rehabilitation Program $7, 000,000 $7,000,000 $7,000,000 $7,000,000 $7,000,000 $7,000,000 2 Annual On-Call Sewer Contracts $900,000 $900,000 $900,000 $900,000 $900,000 $900,000 3 Sewer System CCTV Inspection $400,000 $0 $400,000 $0 $400,000 $0 4 Annual Sewer Lateral Replacement $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 5 Annual Sewer System Root Foaming $175,000 $175,000 $175,000 $175,000 $175,000 $175,000 6 Sewer and Storm Pump Station Assessment $150,000 $0 $0 $0 $0 $0 7 Sewer Model Update $374,560 $0 $0 $0 $0 $0
8 Shoreway Road Sewer Main Relocation Project $605,000 $0 $0 $0 $0 $0 9 Tierra Linda Pump Station Improvements $1,000,000 $0 $0 $0 $0 $0 10 Sewer Collection Projects $0 $0 $4,500,000 $3,500,000 $1,500,000 $0 11 Total Capital Expenses $10,904,560 $8,375,000 $13,275,000 $11,875,000 $10,275,000 $8,375,000 12 (Less) Connection Fee Revenue ($1,500,000) ($4,500,000) ($9,000,000) ($131,000) ($134,900) ($138,900) 13 Net Capital Expenditures $9,404,560 $3,875,000 $4,275,000 $11,744,000 $10,140,100 $8,236,100 14 -58.8% 10.3% 174.7% -13.7% -18.8%
15 5-Year Average Annual Capital Expenditures Net of Connection Fees $7,654,040
10.a
June 10, 2024
Packet Pg. 912
City of San Carlos Sewer Rate Study
Final Report 1. Executive Summary
HF&H Consultants, LLC Page 3 March 27, 2024
Figure 1-3. Fund Balance Projections
Figure 1-4. Projected Rates (FY 2024-25 through FY 2028-29)
Adopted Recommended
Units FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Annual Rate Increase 3.0% 3.0% 3.0% 4.0% 4.0%
Residential Fixed Service Charges
Single-Family dwelling unit $1,401.27 $1,443.31 $1,486.61 $1,531.21 $1,592.46 $1,656.16 Multi-Family dwelling unit $1,203.44 $1,239.54 $1,276.73 $1,315.03 $1,367.63 $1,422.34 Nonresidential Sewer Rates
Commercial High Strength hcf $22.30 $22.97 $23.66 $24.37 $25.34 $26.35 Commercial Mod Strength hcf $19.13 $19.70 $20.29 $20.90 $21.74 $22.61 Commercial Std Strength hcf $14.36 $14.79 $15.23 $15.69 $16.32 $16.97 Institutional - Hospitals hcf $16.54 $17.04 $17.55 $18.08 $18.80 $19.55 Institutional - Public/Other hcf $13.90 $14.32 $14.75 $15.19 $15.80 $16.43 Industrial Flow hcf $11.89 $12.25 $12.62 $13.00 $13.52 $14.06 Industrial BOD lb $1.48 $1.52 $1.57 $1.62 $1.68 $1.75
Industrial TSS lb $1.66 $1.71 $1.76 $1.81 $1.88 $1.96
Minimum annual charge parcel/account $1,050.95 $1,082.48 $1,114.95 $1,148.40 $1,194.34 $1,242.11
10.a
June 10, 2024
Packet Pg. 913
City of San Carlos Sewer Rate Study
Final Report 2. Introduction
HF&H Consultants, LLC Page 4 March 27, 2024
2. INTRODUCTION
2.1 Study Purpose
The purpose of this study is to update the City’s rates to ensure that they generate sufficient revenue and that the rate structure reflects the City’s current rate-making objectives.
2.2. Study Objectives
The City undertook this rate study to meet the following key objectives.
1. Provide revenue sufficiency and fiscal sustainability – Ensure revenue from future sewer rates cover costs without depleting reserves and maintaining necessary debt service coverage requirements.
Revenue requirement projections are increasing with expanded capital program expenses to upgrade infrastructure. The City must continue to generate revenues to satisfy existing debt service covenants and to uphold its strong credit rating.
2. Maintain adequate reserves and fiscal responsibility – Confirm future sewer rates will continue to generate revenues that will keep the City’s Enterprise reserve balance in line with its target threshold to have sufficient reserves on hand for operational cash flow and capital improvement funding.
Balance rate increases with the use of existing reserves to reduce impacts to ratepayers.
2.3 Report Organization
The report contains five sections:
1. Executive Summary – Summarizes our findings and recommendations.
2. Introduction – Provides purpose and objectives of the study.
3. Background – Provides financial context of the City’s Wastewater Enterprise.
4. Revenue Requirement Projections – Documents the annual revenue requirements and increases in rate revenue for the five-year planning period from FY 2024-25 through FY 2028-29.
5. Recommendations – Summarizes the recommended rates for the five-year planning period, as well as future considerations for the Wastewater Enterprise.
10.a
June 10, 2024
Packet Pg. 914
City of San Carlos Sewer Rate Study
Final Report 3. Background
HF&H Consultants, LLC Page 5 March 27, 2024
3. BACKGROUND
3.1. Background
The City provides wastewater collection and conv eyance services to approximately 11,000 accounts, comprised of residential, commercial, and industrial customers. Wastewater is collected and transported through a system of pipelines and pump stations. The City’s sanitary sewer system includes approximately 104 miles of gravity sewer mains, one mile of pre ssure mains, and four sewage pump stations. All wastewater is conveyed for treatment to the San Carl os Pump Station, which is owned and operated by SVCW. SVCW is a Joint Powers Authority (JPA) that pr ovides wastewater treatment services to the Cities of Belmont and Redwood City, West Bay Sanitary Distri ct, as well as the City. Wastewater from each of these member agencies is treated at the SVCW treatm ent plant. The City is billed for its proportionate share of treatment costs and this expense is included in the City’s sewer service charges.
3.2. Ten-Year Financial Plan
This report presents a financial plan for the City th at incorporates the capital improvements identified through the City’s Sewer Master Plan and via discussions with City sta ff, as well as the latest available projections provided by SVCW in their 2024 Long Range Financial Plan, provided to the City in January 2024. A spreadsheet model was developed to derive revenue requirements for a ten-year planning period, FY 2024-25 through FY 2033-34. The financial plan comprises:
Projected City operating and capital expenses to maintain the collection system. Projected SVCW operating and capital expenses to maintain and upgrade the sewer treatment plant.
Projected reserve balances and targets.
Projected revenues from the City’s current and proposed sewer service charges; and, Projected growth within the City.
The results of the financial plan indicate the annual increases in sewer service charges that are projected to fund the City’s expenses and maintain adequa te reserves. Detailed spre adsheets comprising the ten- year financial plan are included in Appendix A. For brevity, only the first five years of the financial plan are presented in the body of this report.
3.3 Recent Rate Increases
The City last conducted a rate study in 2019 to se t rates from FY 2019-20 to FY 2022-23. Rates were not increased in FY 2023-24, as shown in Figure 3-1.
Figure 3-1. Recent Rates and Rate Increases
FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-2 4
1 Residential Sewer Service Charge $1,283.19 $1,340.93 $1,401.27 $1,401.27 2 Percentage Increase 4.5% 4.5% 4.5% 0.0%
3 Annual Increase ($/Year) $55.26 $57.74 $60.34 $0.00
10.a
June 10, 2024
Packet Pg. 915
City of San Carlos Sewer Rate Study
Final Report 3. Background
HF&H Consultants, LLC Page 6 March 27, 2024
3.4. Current Sewer Service Charge Rates
The City charges sewer customers annually on the ta x rolls, which is a common practice for billing for sewer service. Billing on the tax rolls is less expensive than it would be if the City issued its own bills while allowing the County to easily levy liens for nonpayment. Even though th e City bills through the tax rolls, its sewer service charges are not a tax or assessmen t. Unlike taxes or assessments, which are based on land-related characteristics, such as assessed value or parcel size, the City’s sewer charges are a form of service fee or charge that is proportionate to the cost of providing service.
Residential customers are assessed an annual fixed charge per dwelling unit. Commercial customers pay charges based on their metered water use from the prior calendar year (measured in HCF or hundred cubic feet). Each commercial charge is the product of the customer’s actual flow multiplied by the rate corresponding to the customer’s class. Customer classes reflect difference in wastewater effluent strength characteristics. Higher strength wastewater is more costly to treat, which is reflected in the pricing signal provided by current rates. Commercial customer accounts are subject to a minimum annual charge to allow the City to recoup fixed costs that do not fluctuate based on sewage volume discharged. Customers are charged the greater of the calculated charge based on metered water use or the minimum annual charge.
Industrial customers are billed based on each customer’s annual flow and the strength of the customer’s wastewater based on sampling data.
Rates were most recently adopted by the City Council in 2019, following a comprehensive, multi-year rate study and public implementation process. Following an analysis last year, the Ci ty elected not to raise rates. Current rates for FY 2023-24 are as follows:
10.a
June 10, 2024
Packet Pg. 916
City of San Carlos Sewer Rate Study
Final Report 3. Background
HF&H Consultants, LLC Page 7 March 27, 2024
Figure 3-2. Current Sewer Rates
Note: minimum annual charge applies to each Nonresidential customer. Charge will be assessed on a per parcel basis when multiple connections on the same parcel provide service to one customer. Charge will be assessed per account when multiple connections on the same parcel provide service to more than one account holder.
Adopted
Units FY 2023-24
Annual Rate Increase
Residential Fixed Service Charges
Single-Family dwelling unit $1,401.27
Multi-Family dwelling unit $1,203.44
Nonresidential Sewer Rates
Commercial High Strength hcf $22.30
Commercial Mod Strength hcf $19.13
Commercial Std Strength hcf $14.36
Institutional - Hospitals hcf $16.54
Institutional - Public/Other hcf $13.90
Industrial Flow hcf $11.89
Industrial BOD lb $1.48
Industrial TSS lb $1.66
Minimum annual charge parcel/account $1,050.95
10.a
June 10, 2024
Packet Pg. 917
City of San Carlos Sewer Rate Study
Final Report 4. Revenue Requirement Projections
HF&H Consultants, LLC Page 8 March 27, 2024
4. REVENUE REQUIREMENT PROJECTIONS
A spreadsheet model was developed to derive revenue requirements for a ten-year planning period, FY 2024-25 through FY 2033-34. The revenue requirements represent the costs that must be covered by revenue from rates and other sources. The City’s Operations & Maintenance (O&M) budget for FY 2023- 24 served as the starting point for projecting the Ci ty’s expenses and revenues. SVCW provided the projections of all future SVCW expenses, including debt service, used in the model. The escalation factors summarized in Figure 4-1 were incorporated in the model for projecting expenses and revenues. For brevity, only the first five years of modeling assumptions are shown. Refer to Appendix A for the full, ten- year period of assumptions assumed in the financial model.
Figure 4-1. Key Modeling Assumptions
The application of these assumptions to the O& M and capital expenses is described below and summarized in Figure 4-2 through Figure 4-4.
4.1. City O&M Expenses
The City’s net O&M expenses (summarized by category in Figure 4-2) are projected to increase from $7.8 million to $9.5 million over the five-year planning period.
Figure 4-2. City O&M Expense Summary
All expenses shown were budgeted values included within the City’s projections. Capital outlay expenses include the replacement of assets, equipment and ve hicles which support the Wastewater Enterprise.
Professional services include expenses for contra ctual agreements with outside agencies, such as consulting services. Other O&M expenses include professional development, uniforms and safety equipment, utilities, and vehicle usage. The Wastewater Enterprise is allocated its proportionate share of overhead costs to reimburse the City’s General Fund . These expenses will increase from $4.5 million to $5.5 million over the next five years. City Overhead Allocations include payments made for Worker’s Assumptions FY 2024-25 FY 2025-2 6 FY 2026-27 FY 2027-28 FY 2028-2 9 Notes a General Inflation 3.00% 3.00% 3.00% 3.00% 3.00% HF&H + City estimate b SVCW O&M Expenses Increase % Budget Budget Budget Budget Budget c Interest on Earnings 2.00% 2.00% 2.00% 2.00% 2.00% HF&H + City estimate d Construction Cost Inflation 0.00% 0.00% 0.00% 0.00% 0.00% Per City e Single-family Residential customer growth 0.13% 0.13% 0.13% 0.13% 0.13% 2030 General Plan f Multi-family Residential customer growth 0.39% 0.39% 0.39% 0.39% 0.39% 2030 General Plan g Commercial customer growth 1.13% 1.13% 1.13% 1.13% 1.13% 2030 General Plan h Industrial customer growth 1.13% 1.13% 1.13% 1.13% 1.13% 2030 General Plan i Sewer right of way 4.00% 4.00% 4.00% 4.00% 4.00% City Budget Current Year Projected
Expenses FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 1 Salaries and Benefits $2,538,900 $2,635,600 $2,704,500 $2,794,500 $2,884,300 $2,975,000 2 Capital Outlay $220,000 $78,400 $523,900 $183,400 $571,000 $489,600 3 Equipment Maintenance $79,700 $82,100 $84,700 $87,300 $90,000 $92,700 4 Office Administrative $66,000 $68,000 $70,100 $72,200 $74,400 $76,600 5 Professional Services $636,300 $655,300 $675,000 $684,200 $704,700 $725,800 6 Other O&M $353,100 $354,800 $356,500 $358,200 $359,900 $361,800 7 City Overhead Allocations $4,577,800 $4,722,400 $5,023,800 $5,183,500 $5,348,300 $5,518,300 8 Non-Operating Revenue ($649,700) ($669,300) ($689,400) ($700,600) ($710,400) ($720,500) 9 Net City O&M Expenses $7,822,100 $7,927,300 $8,749,100 $8,662,700 $9,322,200 $9,519,300 10 1.3% 10.4% -1.0% 7.6% 2.1%
10.a
June 10, 2024
Packet Pg. 918
City of San Carlos Sewer Rate Study
Final Report 4. Revenue Requirement Projections
HF&H Consultants, LLC Page 9 March 27, 2024
Compensation, general liability insurance, and reimbur sements to the City’s general fund for services provided to the Wastewater Enterprise.
4.2. Sewer Enterprise Capital Expenditures
The City’s capital expenses are summarized by category in Figure 4-3 . Annual budgeted capital expenditures range from $8.3 million (in FY 2024-25) to $13.2 million (in FY 2025-26), during the five-year planning period. The City plans to fund these ca pital improvements from a combination of connection fee revenue and sewer service charge revenue on a pay-as-you-go (PAYGo) basis without issuing debt, which continues the City’s historical practice. The City anticipates s ubstantial connection fees over the five-year planning period, spurring the increase in their capital improvement program. Connection fee revenues reduce the required cash-funding needed from rate revenues. As a result, net capital expenditures to be funded through rates will average $7.6 million over the five-year period.
The annual Sewer System Rehabilitation Program makes up the bulk of the City’s planned improvements as the City continues to address its Sewer Master Plan, based on a prioritization of risk mitigation. The annual rehabilitation project has steadily addressed grade 4 and 5 defects, as well as replaced additional lower laterals. Beginning FY 2025-26 the City plans to build new capacity-related improvements (see row 10) to address increased levels of development.
Figure 4-3. Collection System Capital Expenditures
4.3. SVCW Expenses
In FY 2023-24, SVCW’s treatment costs are projected to be approximately 32% of the City’s total revenue requirement. Over the next ten years, SVCW’s projected treatment costs may increase to as much as 49% of the City’s total revenue requirement. As shown in Figure 4-4, SVCW’s costs are projected to increase significantly to fund new debt service, beginning in FY 2024-25, and cash payments in-lieu of additional debt issuance. The new bonds and loans, obtained from the State Revolving Fund (SRF) and Water Infrastructure Invest Act (WIFIA), will be issued to fund the SVCW’s long-range plan of capital infrastructure replacements. The City’s cumulative treatment charge is allocated in proportion to its share of flow and wastewater effluent concentrations, co mpared with the other SVCW member agencies. The City’s treatment charge makes up 13.9% of the total expenses allocated by SVCW to the member agencies.
Budgeted Projected
Capital Expenditures FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 1 Annual Sewer System Rehabilitation Program $7,000,000 $7,000,000 $7,000,000 $7,000,000 $7,000,000 $7,000,000 2 Annual On-Call Sewer Contracts $900,000 $900,000 $900,000 $900,000 $900,000 $900,000 3 Sewer System CCTV Inspection $400,000 $0 $400,000 $0 $400,000 $0 4 Annual Sewer Lateral Replacement $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 5 Annual Sewer System Root Foaming $175,000 $175,000 $175,000 $175,000 $175,000 $175,000 6 S e w e r a n d S t o r m P u m p S t a t i o n A s s e s s m e n t $ 1 5 0 , 0 0 0$ 0$ 0$ 0$ 0$ 0 7 Sewer Model Update $374,560 $0 $0 $0 $0 $0
8 S h o r e w a y R o a d S e w e r M a i n R e l o c a t i o n P r o j e c t $ 6 0 5 , 0 0 0$ 0$ 0$ 0$ 0$ 0 9 Tierra Linda Pump Station Improvements $1,000,000 $0 $0 $0 $0 $0 10 Sewer Collection Projects $0 $0 $4,500,000 $3,500,000 $1,500,000 $0 11 Total Capital Expenses $10,904,560 $8,375,000 $13,275,000 $11,875,000 $10,275,000 $8,375,000 12 (Less) Connection Fee Revenue ($1,500,000) ($4,500,000) ($9,000,000) ($131,000) ($134,900) ($138,900) 13 Net Capital Expenditures $9,404,560 $3,875,000 $4,275,000 $11,744,000 $10,140,100 $8,236,100 14 -58.8% 10.3% 174.7% -13.7% -18.8%
10.a
June 10, 2024
Packet Pg. 919
City of San Carlos Sewer Rate Study
Final Report 4. Revenue Requirement Projections
HF&H Consultants, LLC Page 10 March 27, 2024
Figure 4-4. SVCW O&M, Capital, and Debt Service Revenue Requirement
4.3.1. SVCW O&M Expenses
O&M expenses include costs for personnel, utilities , administrative, equipmen t, supplies, chemicals, professional services, and training , net of any miscellaneous revenue received. The operating expenses modeled reflect the City’s budgeted forecasts and SVCW’s FY 2023-24 Operating Budget. Personnel costs account for 62% of SVCW’s FY 2023-24 operating budget. Chemical and utility costs increased the most since the previous budgeted fiscal year, but fortuna tely comprise only 9% of the overall budget.
Miscellaneous revenue is generated from grease and septic receipts, property leases, and the SVCW’s Self-Generation Incentive Program for battery stor age. Per the 2024 Long Range Financial Plan (LRFP), operating expenses are expected to increase by approximately 4% annually over the next ten years.
4.3.2. SVCW Capital Contributions
This category of expenses includes cash-funded ca pital improvements and contributions to the SVCW Operating Reserve and CIP Reserve. The Operating Reserve must maintain a minimum balance of 10% of the approved Operating Budget, plus $1.0 million. In addition, SVCW has a goal to accrue CIP Reserve funds equal to the annual calculated depreciation of SVCW facilities. If funds held in reserve fall below target levels, SVCW budgets a reserve contribution to re turn to the target level. As a member agency of SVCW, the City’s combined operating and reserve contributions are projected to be $559,939 for FY 2024- 25 (see row 4 of Figure 4-4).
In 2008, SVCW began a long-range capital infrastruc ture rehabilitation and replacement program, the RESCU program, totaling more than $1 billion over a four-decade period. As of the 2024 LRFP, SVCW estimated reserves and proceeds from previously issued bonds and loans have funded $959 million in CIP expenditures toward the RESCU program. Over th e next ten years, SVCW anticipates spending $438 million in capital expenditures, which includes newly identified projects to address more stringent nutrient removal regulatory requirements. The nutrien t removal projects will address the risks of ammonia, nitrates and phosphates found in municipal waste, which cause water pollution and can lead to algae blooms. In the 2024 LRFP, SVCW recommends that additional projects be funded through a combination of cash reserves, member agency contributions in lieu of debt issuance, and the issuance of new debt totaling $221 million. Per the Joint Powers Authority Agreement, San Carlos is allocated 15.14% of the capital expenditures.
In addition to debt issuance and reserve contributions, SVCW has made use of existing lines of credit and will make use of cash contributions in lieu of debt issuance. These contributions are shown in rows 5 and 6 of Figure 4-4. During the next five years, the City Capital Contributions owed to SVCW will vary between $0.8 million and $2.8 million per year.
Budgeted Projected
SVCW Expenses FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 1 Operating Expenses $4,086,539 $3,942,053 $4,094,152 $4,275,202 $4,498,202 $4,631,151 2 Capital Contributions Expenses
3 Capital Improvements - Cash-funded $79,889 $227,100 $227,100 $227,100 $227,100 $227,100 4 Reserve Contributions $468,664 $559,939 $636,840 $713,790 $790,790 $867,841 5 Lines of credit interest $13,908 $13,908 $13,908 $13,908 $13,908 $13,908 6 Cash-in-lieu of debt $0 $2,062,478 $0 $852,741 $0 $0
7 Debt Service
8 SVCW Bond Payments $2,987,700 $2,989,100 $3,061,160 $3,233,121 $3,251,909 $3,626,824 9 SRF Loans and Reserve Requirements $320,000 $1,350,000 $1,345,862 $1,345,862 $3,041,532 $3,041,532 10 Total SVCW Expenses $7,956,699 $11,144,578 $9,379,022 $10,661,724 $11,823,441 $12,408,356 11 40.1% -15.8% 13.7% 10.9% 4.9%
10.a
June 10, 2024
Packet Pg. 920
City of San Carlos Sewer Rate Study
Final Report 4. Revenue Requirement Projections
HF&H Consultants, LLC Page 11 March 27, 2024
4.3.3. SVCW Debt Service
At the outset of the RESCU program, SVCW saw the issuance of long-term debt as the most practical funding source. Per the LRFP, SVCW lacked sufficient cash reserves to fund large construction costs under a reduced timeframe. As a result, debt service was issued through a combination of bonds and loans that will extend to 2061. The current debt service per th e 2024 LRFP shared among member agencies is $19 million. However, this figure is projected to swel l to more than $42 million by FY 2035-36, as shown in Figure 4-5.
Figure 4-5. Previous SVCW Aggregate Debt Service by Member Agency
Source: January 2023 SVCW Long Range Financial Plan, units shown in $ Millions.
Figure 4-6 revises the aggregate debt service to include the additional debt service which will fund the newly identified $221 million in capital projects per the 2024 LRFP. For reference, the yellow line follows the total aggregate debt se rvice from the 2023 LRFP and Figure 4-5. The area of the blue bars above the yellow line indicates the additional debt service to fund the additional capital projects. The revised figures show that the aggregate debt service reach an annual ceiling of approximately $48 million by FY 2036-37.
The City’s share of debt service, shown in Figure 4-4, will grow from $3.3 million to $6.6 million during the five-year planning period. Debt service is second only to the City’s share of SVCW operating expenses and will continue to grow and must be accounted for, as evidenced by Figure 4-6.
10.a
June 10, 2024
Packet Pg. 921
City of San Carlos Sewer Rate Study
Final Report 4. Revenue Requirement Projections
HF&H Consultants, LLC Page 12 March 27, 2024
Figure 4-6. Updated SVCW Aggregate Debt Service by Member Agency
Source: January 2024 SVCW Long Range Financial Plan, units shown in $ Millions.
4.4. Total Revenue Requirements
The foregoing modeling assumptions lead to the projected revenue requirements shown in Figure 4-7.
Figure 4-7. Projected Revenue Requirements
Note: See Figure 4-2 for City O&M Expenses. See Figure 4-3 fo r Sewer Enterprise Capital Expe nditures. See Figure 4-4 for SVCW Expenses
Highlights of the City’s projected revenue requirements are as follows:
The City will fund an average of $8.8 million annually in collection system O&M costs. The City will fund an average of $7.6 million annually in net capital expenditures for its own collection system.
The City will fund an average of $11.1 million annually of combined SVCW O&M, capital expenditures, and debt service over the five-year planning period.
Current Year Projected
Net Expenses FY 2023-2 4 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 1 City O&M Expenses $7,822,100 $7,927,300 $8,749,100 $8,662,700 $9,322,200 $9,519,300 2 Sewer Enterprise Capital Expenditures $9,404,560 $3,875,000 $4,275,000 $11,744,000 $10,140,100 $8,236,100 3 SVCW Expenses $7,956,699 $11,144,578 $9,379,022 $10,661,724 $11,823,441 $12,408,356 4 Net Revenue Requirement $25,183,359 $22,946,878 $22,403,122 $31,068,424 $31,285,741 $30,163,756 5 -8.9% -2.4% 38.7% 0.7% -3.6%
10.a
June 10, 2024
Packet Pg. 922
City of San Carlos Sewer Rate Study
Final Report 4. Revenue Requirement Projections
HF&H Consultants, LLC Page 13 March 27, 2024
4.5. City Reserves
In addition to covering annual expenses, sewer service charges need to generate revenue to maintain adequate operations and capital reserves. To determine what constitutes adequate reserve amounts, the reserve balance was subdivided into operations and capital reserve components. In this way, it is possible to set recommended target balances for each purpose.
4.5.1. Recommended Minimum Balance
The recommended minimum balance is the balance that is required to meet the City’s operating expenses, including payments made to SVCW, during the year. There is a nine-month lag between sewer service charge payments from the County tax assessor; ther efore, the minimum Operations Reserve balance is set equal to six months of O&M expenses to provide adequate cash flow. The City’s annual obligations to SVCW, expressed in Figure 4-4, are also included in the calculation of O&M expenses. If this minimum balance is maintained, the City should be able to fund its monthly operations cash flow over this extended period without borrowing from money intended for capital investment. Maintaining the minimum balance for the Operations Reserve is recommended as the highest priority for the City’s reserve accounts.
This balance is equal to $7.1 million in FY 2024-25.
4.5.2. O&M & Capital Target Balance
The O&M & Capital target balance is the sum of the minimum balance for operations plus an allowance for capital projects. The capital allowance provides multiple benefits: 1) Working capital to maintain sufficient funds in order to pay contractors so that work can proceed without delay; 2) Emergency reserves to help manage risks associated with sudden asset failures caused by emergencies; and 3) Funding for scheduled replacement of the City’s fleet vehicles and operational equipment, and collection system assets. The target balance of $14.8 million in FY 2024-25 meets this objective. This includes the five-year average of cash-funded capital, based on the totals shown in Figure 4-3, row 13. Maintaining this target balance is recommended after meeting the minimum balance.
4.6. Revenue Increases
The City’s net revenue requirement is increasing by as much as 24% over the next five years from the FY 2023-24 value. Current rates cannot support th e projected revenue re quirements shown in Figure 4-7.
However, it is not necessary to increase rates a cumulative 24% over the next five-year period, as the City has adequate reserves to fully fund its reserve targ et and contribute supplemen tal reserves to partially offset the revenue requirement increases (as discussed in Section 4.7 below). Figure 4-8 summarizes the annual increase in the City’s revenue requirement, the proposed rate increases, and resulting impacts to reserves.
Figure 4-8. Annual Revenue Increases
Note: Revenue at current rate assumes growth in accounts.
10.a
June 10, 2024
Packet Pg. 923
City of San Carlos Sewer Rate Study
Final Report 4. Revenue Requirement Projections
HF&H Consultants, LLC Page 14 March 27, 2024
4.7. Fund Balance
Figure 4-9 provides context to explain why the City can operate at a shortfall during the five-year period.
In short, the City has been prudent to accumulate sufficient reserves in order to fund the necessary capital improvements over the next five years, without having to increase rates beyond a reasonable inflationary adjustment. The graph shows the projected annual fund balances with the rate revenue increases (solid green line). Although the projections show straight lines between years, the fund balance will be drawn down during each year. In other words, the reserves are actively always drawn from during the year but only periodically added to when payments are rece ived from the County. The reserves are not simply accumulated without being used. The recommende d revenue increases will maintain a fund balance above the target during the five-year planning period and allow the City to draw from existing reserves while meeting a growing revenue requirement. This st rong financial position provides the City with opportunities to use reserves for future anticipated expenses.
Figure 4-9. Fund Balance Projections
4.7.1. Debt Service Coverage
The City tracks two separate debt coverage ratios to help it maintain its existing debt service covenants.
The City must meet a parity debt coverage ratio minimum of 1.2 and an all-in debt coverage ratio of 1.2.
The parity debt coverage ratio includes all exis ting SVCW issued bonds, as shown on line 8 of Figure 4-4.
In addition to the SVCW issued bond payments, the a ll-in debt coverage ratio includes all other SVCW debt service obligations, shown on line 9 of Figure 4-4. Sewer service charges, connection fee revenues, and investment interest are included in the City’s calculation of net revenue to ensure compliance with these coverage ratios. Figure 4-10 demonstrates the City’s debt coverage ratios would meet the minimum requirements during the five-year planning period with the future schedule of rates discussed previously in Section 3.6.
10.a
June 10, 2024
Packet Pg. 924
City of San Carlos Sewer Rate Study
Final Report 4. Revenue Requirement Projections
HF&H Consultants, LLC Page 15 March 27, 2024
Figure 4-10. City Debt Coverage Ratio Calculations
4.7.2. Credit Rating Considerations
The City strives to maintain a strong credit rating to remain eligible for optimal financing terms for any future debt service. One metric considered includes the available days of operating cash on hand. Figure 4-11 calculates this metric, assuming the proposed rate increases are implemented. Note, per City practice, only O&M expenses paid to SVCW are incl uded in the total operating expenses portion of the calculation. Debt service and capital contributions are excluded. With recommended rate increases the City will continue to maintain more than 575 days of operating cash on hand. This threshold represents the “AA” credit rating for entities within this sector. For reference, the threshold of 575 days of operating cash on hand is shown as the dashed blue line in Figure 4-9, as well.
Figure 4-11. Days of Operating Cash on Hand Projection
Current Year Projected
FY 2023-24 FY 2024-25 FY 2025-2 6 FY 2026-27 FY 2027-2 8 FY 2028-29 1 Total Revenues w/ Proposed Rate Increases $23,811,478 $27,523,109 $32,784,025 $24,542,849 $25,451,380 $26,445,735 2 (Less) Net Expenses
3 SVCW Operating Expenses ($4,086,539) ($3,942,053) ($4,094,152) ($4,275,202) ($4,498,202) ($4,631,151) 4 SVCW Reserve Contributions $0 $0 $0 $0 $0 $0
5 Non-Operating Expenses ($4,577,800) ($4,722,400) ($5,023,800) ($5,183,500) ($5,348,300) ($5,518,300) 6 Non-Operating Revenue $649,700 $669,300 $689,400 $700,600 $710,400 $720,500 7 City Operating Expenses ($3,894,000) ($3,874,200) ($4,414,700) ($4,179,800) ($4,684,300) ($4,721,500) 8 Subtotal Net Expenses ($11,908,639) ($11,869,353) ($12,843,252) ($12,937,902) ($13,820,402) ($14,150,451) 9 10 Net Revenues $11,902,840 $15,653,756 $19,940,773 $11,604,947 $11,630,977 $12,295,284 11 Parity Debt Service $2,987,700 $2,989,100 $3,061,160 $3,233,121 $3,251,909 $3,626,824 12 Parity Debt Coverage Ratio 3.98 5.24 6.51 3.59 3.58 3.39 13 All-In Debt Service $3,307,699 $4,339,100 $4,407,022 $4,578,983 $6,293,441 $6,668,356 14 All-In Debt Coverage Ratio 3.60 3.61 4.52 2.53 1.85 1.84 Current Year Projected
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 1 FYE Reserve Balance w/ Proposed Rate Increases $39,982,999 $40,059,230 $41,440,132 $34,783,557 $28,814,296 $24,957,376 2 SVCW O&M Expenses $4,086,539 $3,942,053 $4,094,152 $4,275,202 $4,498,202 $4,631,151 3 Net City O&M Expenses $7,822,100 $7,927,300 $8,749,100 $8,662,700 $9,322,200 $9,519,300 4 Total Operating Expenses $11,908,639 $11,869,353 $12,843,252 $12,937,902 $13,820,402 $14,150,451 5 Days of Operating Cash on Hand 1,225 1,232 1,178 981 761 644
10.a
June 10, 2024
Packet Pg. 925
City of San Carlos Sewer Rate Study
Final Report 5. Recommendations
HF&H Consultants, LLC Page 16 March 27, 2024
5. RECOMMENDATIONS
5.1. Summary of Proposed Rates
Given the Wastewater Enterprise’s current revenue and available reserves, we recommend inflationary increases for FY 2024-25 through FY 2026-27. Revenue increases for subsequent years have been projected in this financial plan and are based on several assumptions and information that will require review prior to adopting any future rate increases. Figure 5-1 summarizes projected rates to be included in the Proposition 218 notice for FY 2024-25 through FY 2026-27.
Figure 5-1. Projected Rates (FY 2024-25 through FY 2026-27)
5.2. Neighboring Agency Comparison
Based on available sources, Figure 5-2 shows the recent charges for sewer service to single-family customers among various San Mateo and Santa Clar a County agencies. Rate structures vary among agencies. For purposes of comparison, flow-based ch arges assume an annual flow volume of 70 HCF, based on the City’s average metered water consumpt ion for single-family customers in 2023. While the City has the highest rates of all four SVCW member agencies, all other SVCW member agencies also face similar additional costs. It is anticipated that these agencies will be required to increase their rates to continue covering their share of SVCW costs. Even with the projected rate increases, we would not expect the City’s relative position among its neighbors to change significantly.
10.a
June 10, 2024
Packet Pg. 926
City of San Carlos Sewer Rate Study
Final Report 5. Recommendations
HF&H Consultants, LLC Page 17 March 27, 2024
Figure 5-2. Comparison of Annual Sewer Charges for Single-Family Customers
Note: All rates shown reflect approved FY 2024-25 rates, except for Mountain View, Palo Alto, East Palo Alto Sanitary District, & Daly City.
5.3. Future Considerations
The City did not re-calculate the cost of service as part of this study. The cost-of-service analysis was last performed as part of the 2019 study. Industry practice recommends updating the cost-of-service analysis every five years. We would recommend the City re-visit the cost of service when it reviews rates again.
The City anticipates substantial connection fees ov er the five-year planning period. These anticipated revenues will support a growing capital improvement pr ogram for the City’s collection system. The City should monitor connection fee revenues and adjust capital spending or future rate increases in response to actual connection fee revenues received.
Connection fee revenues factor into the City’s debt coverage calculation, as well. Reduced connection fee revenues would reduce the net revenue used to ensure the City meets its annual debt coverage ratio of
1.20 to maintain current bond covenants. Second, reduced connection fee revenues would reduce the days of operating cash on hand, potentially impacting the City’s credit rating. This revenue is an important consideration in future financial planning.
10.a
June 10, 2024
Packet Pg. 927
This page intentionally left blank for double-sided printing purposes.
10.a
June 10, 2024
Packet Pg. 928
APPENDIX A. SEWER RATES MODEL
10.a
June 10, 2024
Packet Pg. 929
This page intentionally left blank for double-sided printing purposes.
10.a
June 10, 2024
Packet Pg. 930
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
29 30
31 32
33 34
35 36
37 A B C D E F G H I J K L M N O
City of San Carlos
Sewer Rate Study
Table 1A. Summary
Fiscal Year:FY 2022-23FY 2023-24FY 2024-25FY 2025-26FY 2026-27FY 2027-28FY 2028-29FY 2029-30FY 2030-31FY 2031-32FY 2032-33FY 2033-34 Notes Recommended Revenue Increases4.5% 0.0% 3.0% 3.0% 3.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% To Tables 3A, 4 Cumulative Increase 0.0% 3.0% 6.1% 9.3% 13.6% 18.2% 22.9% 27.8% 32.9% 38.3% 43.8% SVCW (Parity) Debt Coverage Ratio3.98 5.24 6.51 3.59 3.58 3.39 3.64 3.88 4.11 4.23 4.51 All-In Debt Service Coverage Ratio3.60 3.61 4.52 2.53 1.85 1.84 1.91 2.01 2.13 2.20 2.34 Days of Operating Cash on Hand1,225 1,232 1,178 981 761 644 544 439 372 328 301 Cash on Hand if all Expenses were paid
Rec. Minimum Balance = 50% of City Op Expenses + SVCW Expenses Rec. Target Balance = Min Bal ($5.1 M) + Avg. Annual City CIP ($7.7M) Days of Operating Cash on Hand (575 days)
$0.0$5.0$10.0$15.0$20.0$25.0$30.0$35.0$40.0$45.0$50.0FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34Rate Adj. 4.5% 0.0% 3.0% 3.0% 3.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0%Ending Fund Balances (in Millions)Total Reserves with IncreaseRecommended Min. BalanceRecommended Target BalanceTotal Reserves without IncreaseDays of Op Cash TargetEnding Reserve Balance ProjectionSewer Utility Fund HF&H Consultants, LLC
3/20/2024
Appendix A
1 of 13
San Carlos Sewer Rates Model 2023
1A. Summary
10.a
June 10, 2024
Packet Pg. 931
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
A B C D E F G H I J K L M N
City of San Carlos
Sewer Rate Study
Table 1B. General
List of Model Worksheets
Table 1A. Summary Table 3B. FYE 2023 Revenues Table 5. Capital Projects Table 1B. General Table 3C. Tax Roll Revenues Table 6. Debt Service Table 2. Revenue Requirement Table 3D. Non Tax Roll Revenues # Table 4. Reserves
Assumptions FY 2023-24FY 2024-25FY 2025-26FY 2026-27FY 2027-28FY 2028-29FY 2029-30FY 2030-31FY 2031-32FY 2032-33FY 2033-34Notes a General Inflation 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% To Table 2 b SVCW O&M Expenses Increase % Budget Budget Budget Budget Budget Budget Budget Budget 4.00% 4.00% 4.00% To Table 2; future years assume 4% increase based on 2023 LRFP c Interest on Earnings 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% To Table 4; approximates City's estimated returns in its budget d Construction Cost Inflation 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Per City, did not assume increase in construction costs e Single-family Residential customer growth 0.13% 0.13% 0.13% 0.13% 0.13% 0.13% 0.13% 0.13% 0.13% 0.13% 0.13% Per Land Use Element in 2030 General Plan. Avg. growth in housing units from 2008-2030. Assumed 25% of new housing SFR f Multi-family Residential customer growth 0.39% 0.39% 0.39% 0.39% 0.39% 0.39% 0.39% 0.39% 0.39% 0.39% 0.39% Per Land Use Element in 2030 General Plan. Avg. growth in housing units from 2008-2030. Assumed 75% of new housing MFR g Commercial customer growth 1.13% 1.13% 1.13% 1.13% 1.13% 1.13% 1.13% 1.13% 1.13% 1.13% 1.13% Per Land Use Element in 2030 General Plan h Industrial customer growth 1.13% 1.13% 1.13% 1.13% 1.13% 1.13% 1.13% 1.13% 1.13% 1.13% 1.13% Per Land Use Element in 2030 General Plan i Sewer right of way 0.00% 4.00% 4.00% 4.00% 4.00% 4.00% 4.00% 4.00% 4.00% 4.00% 4.00% Per City budget projections Model Legend
input cell
formula driven cell
HF&H Consultants, LLC
3/20/2024
Appendix A
2 of 13
San Carlos Sewer Rates Model 2023
1B. General
10.a
June 10, 2024
Packet Pg. 932
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
29 30
31 32
33 34
35 36
37 38
39 40
41 42
43 44
45 46
47 48
49 50
51 52
53 54
55 56
57 58
59 60
61 62
63 64
65 66
67 68
69 70
71 72
73 74
75 A B C D F G H I J K L M N O P Q
City of San Carlos
Sewer Rate Study
Table 2. Revenue Requirement
Revised
Inflation FactorsBudgeted Projected
Table 1BFY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 Notes SVCW Projected Expenses
Operating Expenses b $4,086,539 $3,942,053 $4,094,152 $4,275,202 $4,498,202 $4,631,151 $4,794,045 $5,056,883 $5,259,159 $5,469,525 $5,688,306Per City's Cashflow forecast; 4% annual increase assumed for FYE 2032, 2023, and 2034 Capital Contributions Expenses
Capital Improvements - Cash-funded $79,889 $227,100 $227,100 $227,100 $227,100 $227,100 $227,100 $1,211,200 $1,286,900 $1,362,600 $1,438,300Per City's Cashflow forecast; FYE 2032 and 2033 per SVCW LRFP 2023. FYE 2034 Assumes Same YoY Increase.
Reserve Contributions $468,664 $559,939 $636,840 $713,790 $790,790 $867,841 $944,947 $38,009 $19,796 $20,587 $21,379Per City's Cashflow forecast; FYE 2032 and 2033 per SVCW LRFP 2023. FYE 2034 Assumes Same YoY Increase.
Lines of credit interest $13,908 $13,908 $13,908 $13,908 $13,908 $13,908 $13,908 $13,908 $13,908 $13,908 $13,908Per City's Cashflow forecast; fees assumed the same beyond FYE 2031 Cash-in-lieu of debt $0 $2,062,478 $0 $852,741 $0 $0 $0 $605,600 $0 $0 $0 Per City's Cashflow forecast; no funds assumed after FYE 2031 Subtotal SVCW CapEx Expenses $562,461 $2,863,425 $877,848 $1,807,539 $1,031,798 $1,108,849 $1,185,955 $1,868,717 $1,320,604 $1,397,095 $1,473,587 Debt Service
Other debt service obligations $320,000 $1,350,000 $1,345,862 $1,345,862 $3,041,532 $3,041,532 $3,270,094 $3,270,094 $3,270,094 $3,270,094 $3,270,094From Table 6 Existing and future parity debt service $2,987,700 $2,989,100 $3,061,160 $3,233,121 $3,251,909 $3,626,824 $3,620,660 $3,526,293 $3,526,293 $3,526,293 $3,526,293From Table 6 Subtotal SVCW Debt Service $3,307,699 $4,339,100 $4,407,022 $4,578,983 $6,293,441 $6,668,356 $6,890,754 $6,796,387 $6,796,387 $6,796,387 $6,796,387 Total SVCW Expenses $7,956,699 $11,144,578 $9,379,022 $10,661,724 $11,823,441 $12,408,356 $12,870,754 $13,721,987 $13,376,150$13,663,008 $13,958,281 City Collection Operating Expenses
Salaries and Benefits a $2,538,900 $2,635,600 $2,704,500 $2,794,500 $2,884,300 $2,975,000 $3,069,800 $3,165,200 $3,281,800 $3,382,400 $3,483,872FY 2023-24 to FY 2032-33 City Budget values; 3% annual increase assumed for future years Capital Outlay a $220,000 $78,400 $523,900 $183,400 $571,000 $489,600 $186,300 $248,000 $59,800 $61,600 $63,448FY 2023-24 to FY 2032-33 City Budget values; assumed no increase for future year Equipment Maintenance a $79,700 $82,100 $84,700 $87,300 $90,000 $92,700 $95,500 $98,400 $101,400 $104,500 $108,852FY 2023-24 to FY 2032-33 City Budget values; 3% annual increase assumed for future years Office Administrative a $66,000 $68,000 $70,100 $72,200 $74,400 $76,600 $78,900 $81,200 $83,600 $86,100 $88,683FY 2023-24 to FY 2032-33 City Budget values; 3% annual increase assumed for future years Professional Development a $19,600 $20,300 $21,000 $21,700 $22,400 $23,100 $23,800 $24,500 $25,200 $26,000 $26,780FY 2023-24 to FY 2032-33 City Budget values; 3% annual increase assumed for future years Professional Services a $636,300 $655,300 $675,000 $684,200 $704,700 $725,800 $747,600 $770,000 $793,100 $816,900 $841,407Source file 021324.xls from City Uniforms and Safety Equipment a $15,600 $16,100 $16,600 $17,100 $17,600 $18,200 $18,800 $19,400 $20,000 $20,600 $21,218FY 2023-24 to FY 2032-33 City Budget values; 3% annual increase assumed for future years Utilities a $17,800 $18,300 $18,800 $19,300 $19,800 $20,400 $21,000 $21,600 $22,200 $22,800 $23,749FY 2023-24 to FY 2032-33 City Budget values; 3% annual increase assumed for future years Vehicle Usage $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 FY 2023-24 to FY 2032-33 City Budget values; 3% annual increase assumed for future years Supplemental cost $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000Per FY 2023-24 cash flow forecast, $300k assumed in FYE 2032-2034 $3,894,000 $3,874,200 $4,414,700 $4,179,800 $4,684,300 $4,721,500 $4,541,800 $4,728,400 $4,687,200 $4,821,000 $4,958,109 City Collection Expenses $3,894,000 $3,874,200 $4,414,700 $4,179,800 $4,684,300 $4,721,500 $4,541,800 $4,728,400 $4,687,200 $4,821,000 $4,958,109 SVCW Expenses $7,956,699 $11,144,578 $9,379,022 $10,661,724 $11,823,441 $12,408,356 $12,870,754 $13,721,987 $13,376,150$13,663,008 $13,958,281 Total Operating Expenses $11,850,699 $15,018,778 $13,793,722 $14,841,524 $16,507,741 $17,129,856 $17,412,554 $18,450,387 $18,063,350$18,484,008 $18,916,390 Non-Operating Expenses
Transfers Out i $712,400 $740,900 $890,000 $925,600 $962,600 $1,001,100 $1,041,100 $1,082,700 $1,126,000 $1,171,000 $1,217,840FY 2023-24 to FY 2032-33 City Budget values; 3% annual increase assumed for future years Allocations out to City General Fund a $2,929,700 $3,017,700 $3,108,000 $3,201,300 $3,297,400 $3,396,200 $3,498,100 $3,603,200 $3,711,500 $3,822,800 $3,937,484FY 2023-24 to FY 2032-33 City Budget values; 3% annual increase assumed for future years Allocations out to City for Worker's Comp a $113,500 $116,900 $153,500 $158,100 $162,800 $167,700 $172,700 $177,900 $183,200 $188,700 $194,361FY 2023-24 to FY 2032-33 City Budget values; 3% annual increase assumed for future years Allocations out to City for General Liability Insurancea $822,200 $846,900 $872,300 $898,500 $925,500 $953,300 $981,900 $1,011,400 $1,041,700 $1,073,000 $1,105,190FY 2023-24 to FY 2032-33 City Budget values; 3% annual increase assumed for future years Subtotal, Non-Operating Expenses$4,577,800 $4,722,400 $5,023,800 $5,183,500 $5,348,300 $5,518,300 $5,693,800 $5,875,200 $6,062,400 $6,255,500 $6,454,875 Non-Operating Revenues
Allocations in from City General Fund a ($52,100) ($53,700) ($55,300) ($56,900) ($58,600) ($60,400) ($62,200) ($64,100) ($66,000) ($68,000) ($70,040)FY 2023-24 to FY 2032-33 City Budget values; 3% annual increase assumed for future years Allocations in from City NPDES a ($351,700) ($362,300) ($373,200) ($375,000) ($375,000) ($375,000) ($375,000) ($375,000) ($375,000) ($375,000) ($375,000)FY 2023-24 to FY 2032-33 City Budget values; 3% annual increase assumed for future years Allocations in from City Gas Tax a ($245,900) ($253,300) ($260,900) ($268,700) ($276,800) ($285,100) ($293,700) ($302,500) ($311,600) ($320,900) ($330,527)FY 2023-24 to FY 2032-33 City Budget values; 3% annual increase assumed for future years Subtotal, Non-Operating Income ($649,700) ($669,300) ($689,400) ($700,600) ($710,400) ($720,500) ($730,900) ($741,600) ($752,600) ($763,900) ($775,567) Other Transfers to/(from)
Operating (General) Fund $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Net Capital Expenditures $9,404,560 $3,875,000 $4,275,000 $11,744,000 $10,140,100 $8,236,100 $8,631,900 $8,227,600 $8,627,600 $8,227,600 $8,427,600From Table 5 Total Transfers $9,404,560 $3,875,000 $4,275,000 $11,744,000 $10,140,100 $8,236,100 $8,631,900 $8,227,600 $8,627,600 $8,227,600 $8,427,600 Net Revenue Requirement $25,183,359 $22,946,878 $22,403,122 $31,068,424 $31,285,741 $30,163,756 $31,007,354 $31,811,587 $32,000,750$32,203,208 $33,023,298 Annual Change -8.9% -2.4% 38.7% 0.7% -3.6% 2.8% 2.6% 0.6% 0.6% 2.5% Cumulative Change -8.9% -11.0% 23.4% 24.2% 19.8% 23.1% 26.3% 27.1% 27.9% 31.1% SVCW portion of City's total revenue requirement 32% 49% 42% 34% 38% 41% 42% 43% 42% 42% 42%
TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE
Total SVCW Expenses $7,956,699 $11,144,578 $9,379,022 $10,661,724 $11,823,441 $12,408,356 $12,870,754 $13,721,987 $13,376,150$13,663,008 $13,958,281 City Collection Expenses $3,894,000 $3,874,200 $4,414,700 $4,179,800 $4,684,300 $4,721,500 $4,541,800 $4,728,400 $4,687,200 $4,821,000 $4,958,109 Non-Operating Expenses $4,577,800 $4,722,400 $5,023,800 $5,183,500 $5,348,300 $5,518,300 $5,693,800 $5,875,200 $6,062,400 $6,255,500 $6,454,875 Capital Expenditures $9,404,560 $3,875,000 $4,275,000 $11,744,000 $10,140,100 $8,236,100 $8,631,900 $8,227,600 $8,627,600 $8,227,600 $8,427,600 Total Revenue Requirement $25,833,059 $23,616,178 $23,092,522 $31,769,024 $31,996,141 $30,884,256 $31,738,254 $32,553,187 $32,753,350$32,967,108 $33,798,865
25.8$ 23.6$ 23.1$ 31.8$ 32.0$ 30.9$ 31.7$ 32.6$ 32.8$ 33.0$ 33.8$ -8.6% -2.2% 37.6% 0.7% -3.5% 2.8% 2.6% 0.6% 0.7% 2.5%
HF&H Consultants, LLC
3/20/2024
Appendix A
3 of 13
San Carlos Sewer Rates Model 2023
2. Rev Req
10.a
June 10, 2024
Packet Pg. 933
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
29 30
31 32
33 34
35 36
37 38
39 40
41 42
43 44
45 46
47 48
49 50
51 52
53 54
55 56
57 58
59 60
A B C D E F G H I J K L M N
City of San Carlos
Sewer Rate Study
Table 3A. Revenue Increases
Estimated Projected
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 Notes Rate Revenue @ Current Rates
Tax Roll Residential Revenue $16,628,285 $16,657,494 $16,686,770 $16,716,114 $16,745,525 $16,775,005 $16,804,553 $16,834,170 $16,863,855 $16,893,610 $16,923,433 Tax Roll Commercial Revenue $3,907,740 $3,940,969 $3,974,574 $4,008,559 $4,042,928 $4,077,686 $4,112,836 $4,148,384 $4,184,334 $4,220,690 $4,257,457 County Districts, Non-Tax Roll Revenue $991,472 $991,472 $991,472 $991,472 $991,472 $991,472 $991,472 $991,472 $991,472 $991,472 $991,472 Total Rate Revenue @ Current Rates $21,527,498 $21,589,936 $21,652,817 $21,716,145 $21,779,926 $21,844,163 $21,908,862 $21,974,026 $22,039,661 $22,105,772 $22,172,362From Tables 3B-3E Revenue Requirement ($25,183,359)($22,946,878)($22,403,122)($31,068,424)($31,285,741)($30,163,756)($31,007,354)($31,811,587)($32,000,750)($32,203,208)($33,023,298)From Table 2 To/(From) operations before Rate Incr.($3,655,862) ($1,356,942) ($750,306) ($9,352,279) ($9,505,815) ($8,319,593) ($9,098,492) ($9,837,561) ($9,961,088)($10,097,436)($10,850,936)To Table 4 Increase in Rate Revenue 0.0% 3.0% 3.0% 3.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% From Table 1B Cumulative Increase in Rate Revenue 0.0% 3.0% 6.1% 9.3% 13.6% 18.2% 22.9% 27.8% 32.9% 38.3% 43.8%To Table 1A Revenue from Rate Increases
FY 2023-24 (eff. July 1, 2023) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 FY 2024-25 (eff. July 1, 2024) $647,698 $649,584 $651,484 $653,398 $655,325 $657,266 $659,221 $661,190 $663,173 $665,171 FY 2025-26 (eff. July 1, 2025) $669,072 $671,029 $673,000 $674,985 $676,984 $678,997 $681,026 $683,068 $685,126 FY 2026-27 (eff. July 1, 2026) $691,160 $693,190 $695,234 $697,293 $699,367 $701,456 $703,560 $705,680 FY 2027-28 (eff. July 1, 2027) $951,981 $954,788 $957,616 $960,464 $963,333 $966,223 $969,134 FY 2028-29 (eff. July 1, 2028) $992,980 $995,921 $998,883 $1,001,867 $1,004,872 $1,007,899 FY 2029-30 (eff. July 1, 2029) $1,035,758 $1,038,838 $1,041,941 $1,045,067 $1,209,051 FY 2030-31 (eff. July 1, 2030) $1,080,392 $1,083,619 $1,086,869 $1,096,577 FY 2031-32 (eff. July 1, 2031) $1,126,964 $1,130,344 $1,140,440 FY 2032-33 (eff. July 1, 2032) $1,175,558 $1,186,058
FY 2033-34 (eff. July 1, 2033) $1,233,500
Total Revenue from Rate Increases $0 $647,698 $1,318,657 $2,013,673 $2,971,568 $3,973,312 $5,020,838 $6,116,163 $7,261,396 $8,458,735 $9,898,634 Total Current Revenue $21,527,498 $21,589,936 $21,652,817 $21,716,145 $21,779,926 $21,844,163 $21,908,862 $21,974,026 $22,039,661 $22,105,772 $22,172,362From Above Subtotal Revenue $21,527,498 $22,237,634 $22,971,473 $23,729,818 $24,751,494 $25,817,475 $26,929,699 $28,090,190 $29,301,057 $30,564,507 $32,070,996 Revenue Requirement ($25,183,359)($22,946,878)($22,403,122)($31,068,424)($31,285,741)($30,163,756)($31,007,354)($31,811,587)($32,000,750)($32,203,208)($33,023,298)From Above To/(From) operations after Rate Incr.($3,655,862) ($709,244) $568,351 ($7,338,606) ($6,534,247) ($4,346,281) ($4,077,655) ($3,721,398) ($2,699,693) ($1,638,701) ($952,302)To Table 4 Increases to only Non-Tax Roll Revenue
$991,472 $991,472 $991,472 $991,472 $991,472 $991,472 $991,472 $991,472 $991,472 $991,472 $991,472 Increase in Rate Revenue 0.0% 3.0% 3.0% 3.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% From Table 1B Cumulative Increase in Rate Revenue 0.0% 3.0% 6.1% 9.3% 13.6% 18.2% 22.9% 27.8% 32.9% 38.3% 43.8%To Table 1A Revenue from Rate Increases
FY 2023-24 (eff. July 1, 2023) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 FY 2024-25 (eff. July 1, 2024) $29,744 $29,744 $29,744 $29,744 $29,744 $29,744 $29,744 $29,744 $29,744 $29,744 FY 2025-26 (eff. July 1, 2025) $30,636 $30,636 $30,636 $30,636 $30,636 $30,636 $30,636 $30,636 $30,636 FY 2026-27 (eff. July 1, 2026) $31,556 $31,556 $31,556 $31,556 $31,556 $31,556 $31,556 $31,556 FY 2027-28 (eff. July 1, 2027) $43,336 $43,336 $43,336 $43,336 $43,336 $43,336 $43,336 FY 2028-29 (eff. July 1, 2028) $45,070 $45,070 $45,070 $45,070 $45,070 $45,070 FY 2029-30 (eff. July 1, 2029) $46,873 $46,873 $46,873 $46,873 $46,873 FY 2030-31 (eff. July 1, 2030) $48,747 $48,747 $48,747 $48,747 FY 2031-32 (eff. July 1, 2031) $50,697 $50,697 $50,697
FY 2032-33 (eff. July 1, 2032) $52,725 $52,725
FY 2033-34 (eff. July 1, 2033) $54,834
Total Revenue from Rate Increases $0 $29,744 $60,381 $91,936 $135,273 $180,342 $227,215 $275,962 $326,660 $379,385 $434,219 Total Revenue from Non-Tax Roll Customers$991,472 $1,021,216 $1,051,853 $1,083,409 $1,126,745 $1,171,815 $1,218,687 $1,267,435 $1,318,132 $1,370,857 $1,425,692 HF&H Consultants, LLC
3/20/2024
Appendix A
4 of 13
San Carlos Sewer Rates Model 2023
3A. Rev Increases
10.a
June 10, 2024
Packet Pg. 934
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
29 30
31 32
33 34
35 36
37 38
39 A B C D E F G H I
City of San Carlos
Sewer Rate Study
Table 3B. FY 2023-24 Revenues
Monhtly service Number of Number of DUs Number of Annual charge/DU Dwelling UnitsCharged Minimum Accounts Revenue SFR (annual tax roll) $116.77 9,814 9,810 $13,752,064
9,814 9,810
Multi-Family (annual tax roll) $100.29 2,390 346 $2,876,222 Non-Residential Customers $87.58
Commercial High Strength 64 6 64 $6,306
Commercial Moderate Strength 366 1 366 $1,051
Commercial Standard Strength 408 217 408 $228,056
Institutional - Hospitals 0 0 0 $0
Institutional - School/Church/Public/Other 12 2 12 $2,102 Industrial $87.58 356 125 0 $131,369
Totals 1,206 351
Fixed Service Charge Revenue $16,997,169
Charged Annual Annual
Current Rate Water Use (HCF) Revenue
Commercial Volumetric Revenues Monthly rate per HCF (note only water use attributed to charge is counted. Flow from min. charge customers is excluded) Commercial High Strength $22.30 28,179 $628,392
Commercial Moderate Strength $19.13 15,638 $299,155
Commercial Standard Strength $14.36 71,454 $1,026,079
Institutional - Hospitals $16.54 0 $0
Institutional - School/Church/Public/Other $13.90 2,246 $31,219 Industrial Units Charged
Flow ($/HCF) $11.89 75,206 $894,199
BOD ($/lb) $1.4778 186,177 $275,133
TSS ($/lb) $1.6594 231,818 $384,679
$1,554,011
Volumetric Charge Revenue $3,538,857
Total Sewer Rates Revenue at Current Rates (Tax Roll Customers) $20,536,026 HF&H Consultants, LLC
3/20/2024
Appendix A
5 of 13
San Carlos Sewer Rates Model 2023
3B. FYE 2023 Revenues
10.a
June 10, 2024
Packet Pg. 935
1 2
3 A B C D E F G H I
City of San Carlos
Sewer Rate Study
Table 3B. FY 2023-24 Revenues
40 41
42 43
44 45
46 47
48 49
50 51
52 53
54 55
56 57
58 59
60 61
62 63
Number of Number of DUs Volumetric Annual Annual
County Districts Minimum ChargeDwelling UnitsCharged Minimum Charge Water Use (HCF) Factor Revenue Devonshire
SFR $116.77 275 85% $327,547
Institutional - School/Church/Public/Other $87.58 $13.90 1,836 85% $21,692 Emerald Lake Heights $116.77 117 85% $139,356
Scenic Heights $116.77 54 54 5,422 85% $64,318
Redwood Center $87.58 1 1 $13.90 0 85% $893
Cordilleras Center $87.58 1 1 $16.54 7922.4 85% $111,381 $665,188
Non-Tax Roll Customers
Arbor Bay School $87.58 1 1 $13.90 49 $1,051
800 F Street, Belmont $1,203.44 25 $30,086
Peninsula Corridor Joint Powers Authority $87.58 2 2 $13.90 64 $2,102 San Carlos Elementary School District $87.58 15 1 $13.90 14,005 $195,724 San Carlos Airport
Standard Strength $87.58 3 1 $14.36 420 $7,082
Institutional - School/Church/Public/Other $87.58 2 1 $13.90 951 $14,270 SMC Transit District $87.58 4 2 $14.36 5,144 $75,970
Total Non-Tax Roll + County Districts $991,472
Total Rate Revenues $21,527,498
HF&H Consultants, LLC
3/20/2024
Appendix A
6 of 13
San Carlos Sewer Rates Model 2023
3B. FYE 2023 Revenues
10.a
June 10, 2024
Packet Pg. 936
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
29 30
31 32
33 34
35 36
37 38
39 40
41 42
43 44
45 A B C D E F G H I J K L M N O
City of San Carlos
Sewer Rate Study
Table 3C. Current Revenues from Tax Roll Customers
Inflation Factors
Table 1B FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 Customers charged via tax roll
Residential
Single-family Water Use (HCF) e 585,656 586,420 587,186 587,952 588,719 589,488 590,257 591,027 591,799 592,571 593,344 Single-Family DUs e 9,814 9,827 9,840 9,852 9,865 9,878 9,891 9,904 9,917 9,930 9,943 Annual Rate $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 Annual Rate Revenue $13,752,064$13,770,011$13,787,982$13,805,976$13,823,994$13,842,036$13,860,101$13,878,189$13,896,301$13,914,437$13,932,596 Multi-family Water Use (HCF) f 100,448 100,841 101,236 101,632 102,030 102,430 102,831 103,233 103,638 104,043 104,451 Multi-Family DUs f 2,390 2,399 2,409 2,418 2,428 2,437 2,447 2,456 2,466 2,476 2,485 Annual Rate $1,203 $1,203 $1,203 $1,203 $1,203 $1,203 $1,203 $1,203 $1,203 $1,203 $1,203 Annual Rate Revenue $2,876,222 $2,887,483 $2,898,788 $2,910,137 $2,921,531 $2,932,969 $2,944,453 $2,955,981 $2,967,554 $2,979,173 $2,990,837 Annual Residential Revenue $16,628,285$16,657,494$16,686,770$16,716,114$16,745,525$16,775,005$16,804,553$16,834,170$16,863,855$16,893,610$16,923,433 Commercial
Comm High Strength Total DUs 64 64 64 64 64 64 64 64 64 64 64 Total Water Use (HCF) 33,130 33,130 33,130 33,130 33,130 33,130 33,130 33,130 33,130 33,130 33,130 Water Use Charged (HCF) 28,179 28,179 28,179 28,179 28,179 28,179 28,179 28,179 28,179 28,179 28,179 Volumetric Rate $22.30 $22.30 $22.30 $22.30 $22.30 $22.30 $22.30 $22.30 $22.30 $22.30 $22.30 DUs Charged Minimum 6 6 6 6 6 6 6 6 6 6 6
Minimum Annual Rate $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 Comm High Strength Annual Rate Revenue $634,697 $634,697 $634,697 $634,697 $634,697 $634,697 $634,697 $634,697 $634,697 $634,697 $634,697 Comm Mod Strength Total DUs 366 366 366 366 366 366 366 366 366 366 366 Total Water Use (HCF) 16,724 16,724 16,724 16,724 16,724 16,724 16,724 16,724 16,724 16,724 16,724 Water Use Charged (HCF) 15,638 15,638 15,638 15,638 15,638 15,638 15,638 15,638 15,638 15,638 15,638 Volumetric Rate $19.13 $19.13 $19.13 $19.13 $19.13 $19.13 $19.13 $19.13 $19.13 $19.13 $19.13 Units Charged Minimum 1 1 1 1 1 1 1 1 1 1 1
Minimum Annual Rate $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 Comm Mod Strength Annual Rate Revenue $300,206 $300,206 $300,206 $300,206 $300,206 $300,206 $300,206 $300,206 $300,206 $300,206 $300,206 Comm Std Strength Total DUs g 408 413 417 422 427 432 436 441 446 451 457 Total Water Use (HCF) g 77,745 78,624 79,513 80,411 81,320 82,240 83,169 84,110 85,060 86,022 86,994 Water Use Charged (HCF) g 71,454 72,262 73,079 73,905 74,740 75,585 76,439 77,304 78,177 79,061 79,955 Volumetric Rate $14.36 $14.36 $14.36 $14.36 $14.36 $14.36 $14.36 $14.36 $14.36 $14.36 $14.36 Units Charged Minimum g 217 219 222 224 227 230 232 235 237 240 243 Minimum Annual Rate $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 Comm Std Strength Annual Rate Revenue $1,254,136 $1,268,313 $1,282,650 $1,297,150 $1,311,813 $1,326,642 $1,341,639 $1,356,806 $1,372,143 $1,387,655 $1,403,341 HF&H Consultants, LLC
3/20/2024
Appendix A
7 of 13
San Carlos Sewer Rates Model 2023
3C. Tax Roll Rev Proj
10.a
June 10, 2024
Packet Pg. 937
1 2
3 4
5 6
A B C D E F G H I J K L M N O
City of San Carlos
Sewer Rate Study
Table 3C. Current Revenues from Tax Roll Customers
Inflation Factors
Table 1B FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 46 47
48 49
50 51
52 53
54 55
56 57
58 59
60 61
62 63
64 65
66 67
68 69
70 71
72 73
74 75
76 77
78 Insititutional - Hopsitals Total DUs 0 0 0 0 0 0 0 0 0 0 0 Total Water Use (HCF) 0 0 0 0 0 0 0 0 0 0 0
Water Use Charged (HCF) 0 0 0 0 0 0 0 0 0 0 0
Volumetric Rate $16.54 $16.54 $16.54 $16.54 $16.54 $16.54 $16.54 $16.54 $16.54 $16.54 $16.54 Units Charged Minimum 0 0 0 0 0 0 0 0 0 0 0
Minimum Annual Rate $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 Annual Rate Revenue $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Instititutional - Public/Other Total DUs 356 356 356 356 356 356 356 356 356 356 356 Total Water Use (HCF) 2,382 2,382 2,382 2,382 2,382 2,382 2,382 2,382 2,382 2,382 2,382 Water Use Charged (HCF) 2,246 2,246 2,246 2,246 2,246 2,246 2,246 2,246 2,246 2,246 2,246 Volumetric Rate $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 Units Charged Minimum 2 2 2 2 2 2 2 2 2 2 2
Minimum Annual Rate $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 Instititutional - Public/Other Annual Rate Revenue $33,321 $33,321 $33,321 $33,321 $33,321 $33,321 $33,321 $33,321 $33,321 $33,321 $33,321 Industrial Total DUs h 273 276 279 282 286 289 292 295 299 302 305 Total Water Use (HCF) h 77,437 78,312 79,198 80,093 80,998 81,914 82,840 83,776 84,723 85,681 86,650 Total BOD (lb) h 191,784 193,952 196,144 198,362 200,604 202,872 205,165 207,484 209,830 212,202 214,601 Total TSS (lb) h 238,791 241,490 244,220 246,981 249,773 252,596 255,452 258,339 261,260 264,213 267,200 Water Use Charged (HCF) h 75,206 76,056 76,916 77,785 78,665 79,554 80,453 81,363 82,283 83,213 84,153 BOD Loading Charged (lb) h 186,177 188,282 190,410 192,563 194,739 196,941 199,167 201,419 203,695 205,998 208,327 TSS Loading Charged (lb) h 231,818 234,439 237,089 239,769 242,480 245,221 247,993 250,796 253,631 256,498 259,398 Flow Rate $11.89 $11.89 $11.89 $11.89 $11.89 $11.89 $11.89 $11.89 $11.89 $11.89 $11.89 BOD Rate $1.48 $1.48 $1.48 $1.48 $1.48 $1.48 $1.48 $1.48 $1.48 $1.48 $1.48 TSS Rate $1.66 $1.66 $1.66 $1.66 $1.66 $1.66 $1.66 $1.66 $1.66 $1.66 $1.66 Units Charged Minimum h 125 126 128 129 131 132 134 135 137 138 140 Minimum Annual Rate $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 Industrial Annual Rate Revenue $1,685,380 $1,704,432 $1,723,700 $1,743,185 $1,762,890 $1,782,819 $1,802,972 $1,823,354 $1,843,966 $1,864,811 $1,885,891 Annual Commercial Revenue $3,907,740 $3,940,969 $3,974,574 $4,008,559 $4,042,928 $4,077,686 $4,112,836 $4,148,384 $4,184,334 $4,220,690 $4,257,457 Annual Tax Roll Sewer Revenue $20,536,026$20,598,463$20,661,344$20,724,673$20,788,454$20,852,691$20,917,390$20,982,554$21,048,189$21,114,299$21,180,890 HF&H Consultants, LLC
3/20/2024
Appendix A
8 of 13
San Carlos Sewer Rates Model 2023
3C. Tax Roll Rev Proj
10.a
June 10, 2024
Packet Pg. 938
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
29 30
31 32
33 34
35 36
37 38
39 40
41 42
43 44
45 46
47 48
49 50
51 52
53 54
55 56
57 58
59 A B C D E F G H I J K L M N O P
City of San Carlos
Sewer Rate Study
Table 3D. Current Revenues from County District and Non-Tax Roll Customers Inflation Factors
Table 1B FY 2023-24FY 2024-25FY 2025-26FY 2026-27FY 2027-28FY 2028-29FY 2029-30FY 2030-31FY 2031-32FY 2032-33 FY 2033-34Notes
COUNTY DISTRICTS
Devonshire
Single-Family water use (HCF) 0 0 0 0 0 0 0 0 0 0 0 No water use provided Single-Family DUs 275 275 275 275 275 275 275 275 275 275 275 Annual Rate $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 Reduction Factor 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% Annual Rate Revenue $327,547 $327,547 $327,547 $327,547 $327,547 $327,547 $327,547 $327,547 $327,547 $327,547 $327,547 Instititutional - Public/Other Total DUs 1 1 1 1 1 1 1 1 1 1 1 Total Water Use (HCF) 1,836 1,836 1,836 1,836 1,836 1,836 1,836 1,836 1,836 1,836 1,836 Water Use Charged (HCF) 1,836 1,836 1,836 1,836 1,836 1,836 1,836 1,836 1,836 1,836 1,836 Volumetric Rate $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 Reduction Factor 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% Units Charged Minimum 0 0 0 0 0 0 0 0 0 0 0
Minimum Annual Rate $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 Annual Rate Revenue $21,692 $21,692 $21,692 $21,692 $21,692 $21,692 $21,692 $21,692 $21,692 $21,692 $21,692 Annual Devonshire Revenue $349,239 $349,239 $349,239 $349,239 $349,239 $349,239 $349,239 $349,239 $349,239 $349,239 $349,239 Emerald Lake Heights
Single-Family water use (HCF) 0 0 0 0 0 0 0 0 0 0 0 No water use provided Single-Family DUs 117 117 117 117 117 117 117 117 117 117 117 Annual Rate $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 Reduction Factor 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% Annual Rate Revenue $139,356 $139,356 $139,356 $139,356 $139,356 $139,356 $139,356 $139,356 $139,356 $139,356 $139,356 Scenic Heights
Single-Family water use (HCF) 0 0 0 0 0 0 0 0 0 0 0 No water use provided Single-Family DUs 54 54 54 54 54 54 54 54 54 54 54
Annual Rate $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401 Reduction Factor 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% Annual Rate Revenue $64,318 $64,318 $64,318 $64,318 $64,318 $64,318 $64,318 $64,318 $64,318 $64,318 $64,318 Redwood Center
Instititutional - Public/Other Total DUs 1 1 1 1 1 1 1 1 1 1 1 Total Water Use (HCF) 0 0 0 0 0 0 0 0 0 0 0 No water use provided Water Use Charged (HCF) 0 0 0 0 0 0 0 0 0 0 0
Volumetric Rate $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 Reduction Factor 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% Units Charged Minimum 1 1 1 1 1 1 1 1 1 1 1
Minimum Annual Rate $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 Annual Rate Revenue $893 $893 $893 $893 $893 $893 $893 $893 $893 $893 $893 Cordilleras Center
Instititutional - Hospital Total DUs 1 1 1 1 1 1 1 1 1 1 1 Total Water Use (HCF) 7,922 7,922 7,922 7,922 7,922 7,922 7,922 7,922 7,922 7,922 7,922 Water Use Charged (HCF) 7,922 7,922 7,922 7,922 7,922 7,922 7,922 7,922 7,922 7,922 7,922 Volumetric Rate $16.54 $16.54 $16.54 $16.54 $16.54 $16.54 $16.54 $16.54 $16.54 $16.54 $16.54 Reduction Factor 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% Units Charged Minimum 0 0 0 0 0 0 0 0 0 0 0
Minimum Annual Rate $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 Annual Rate Revenue $111,381 $111,381 $111,381 $111,381 $111,381 $111,381 $111,381 $111,381 $111,381 $111,381 $111,381 HF&H Consultants, LLC
3/20/2024
Appendix A
9 of 13
San Carlos Sewer Rates Model 2023
3D. NonTax Roll Rev Proj
10.a
June 10, 2024
Packet Pg. 939
1 2
3 4
5 6
A B C D E F G H I J K L M N O P
City of San Carlos
Sewer Rate Study
Table 3D. Current Revenues from County District and Non-Tax Roll Customers Inflation Factors
Table 1B FY 2023-24FY 2024-25FY 2025-26FY 2026-27FY 2027-28FY 2028-29FY 2029-30FY 2030-31FY 2031-32FY 2032-33 FY 2033-34Notes 60 61
62 63
64 65
66 67
68 69
70 71
72 73
74 75
76 77
78 79
80 81
82 83
84 85
86 87
88 89
90 91
92 93
94 95
96 97
98 99
100
101
102
103
104
OTHER NON-TAX ROLL CUSTOMERS
Arbor Bay, Peninsula Corridor JPA, San Carlos Elem
Instititutional - Public/Other Total DUs 18 18 18 18 18 18 18 18 18 18 18 Total Water Use (HCF) 14,118 14,118 14,118 14,118 14,118 14,118 14,118 14,118 14,118 14,118 14,118 Water Use Charged (HCF) 14,005 14,005 14,005 14,005 14,005 14,005 14,005 14,005 14,005 14,005 14,005 Volumetric Rate $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 Units Charged Minimum 4 4 4 4 4 4 4 4 4 4 4
Minimum Annual Rate $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 Annual Rate Revenue $198,876 $198,876 $198,876 $198,876 $198,876 $198,876 $198,876 $198,876 $198,876 $198,876 $198,876 San Carlos Airport
Instititutional - Public/Other Total DUs 2 2 2 2 2 2 2 2 2 2 2 Total Water Use (HCF) 1,025 1,025 1,025 1,025 1,025 1,025 1,025 1,025 1,025 1,025 1,025Source: FY 22-23 SMC - Airport Invoice Memo Water Use Charged (HCF) 951 951 951 951 951 951 951 951 951 951 951 Volumetric Rate $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 $13.90 Units Charged Minimum 1 1 1 1 1 1 1 1 1 1 1
Minimum Annual Rate $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 Annual Rate Revenue $14,270 $14,270 $14,270 $14,270 $14,270 $14,270 $14,270 $14,270 $14,270 $14,270 $14,270 Standard Strength Total Dus 3 3 3 3 3 3 3 3 3 3 3
Total Water Use (HCF) 427 427 427 427 427 427 427 427 427 427 427 Source: FY 22-23 SMC - Airport Invoice Memo Water Use Charged (HCF) 420 420 420 420 420 420 420 420 420 420 420 Volumetric Rate $14.36 $14.36 $14.36 $14.36 $14.36 $14.36 $14.36 $14.36 $14.36 $14.36 $14.36 Units Charged Minimum 1 1 1 1 1 1 1 1 1 1 1
Minimum Annual Rate $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 Annual Rate Revenue $7,082 $7,082 $7,082 $7,082 $7,082 $7,082 $7,082 $7,082 $7,082 $7,082 $7,082 Total San Carlos Airport Rate Revenue $21,352 $21,352 $21,352 $21,352 $21,352 $21,352 $21,352 $21,352 $21,352 $21,352 $21,352 SMC Transit District
Standard Strength Total Dus 4 4 4 4 4 4 4 4 4 4 4
Total Water Use (HCF) 5,182 5,182 5,182 5,182 5,182 5,182 5,182 5,182 5,182 5,182 5,182Source: FY 22-23 SMC Transit Disctrict Invoice Memo Water Use Charged (HCF) 5,144 5,144 5,144 5,144 5,144 5,144 5,144 5,144 5,144 5,144 5,144 Volumetric Rate $14.36 $14.36 $14.36 $14.36 $14.36 $14.36 $14.36 $14.36 $14.36 $14.36 $14.36 Units Charged Minimum 2 2 2 2 2 2 2 2 2 2 2
Minimum Annual Rate a $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 $1,051 Annual Rate Revenue $75,970 $75,970 $75,970 $75,970 $75,970 $75,970 $75,970 $75,970 $75,970 $75,970 $75,970 800 F Street, Belmont (045-252-110)
Multi-Family water use (HCF) 0 0 0 0 0 0 0 0 0 0 0 No water use provided Multi-Family DUs 25 25 25 25 25 25 25 25 25 25 25
Annual Rate $1,203 $1,203 $1,203 $1,203 $1,203 $1,203 $1,203 $1,203 $1,203 $1,203 $1,203 Annual Rate Revenue $30,086 $30,086 $30,086 $30,086 $30,086 $30,086 $30,086 $30,086 $30,086 $30,086 $30,086 Annual Non-Tax Roll Revenue $991,472 $991,472 $991,472 $991,472 $991,472 $991,472 $991,472 $991,472 $991,472 $991,472 $991,472 HF&H Consultants, LLC
3/20/2024
Appendix A
10 of 13
San Carlos Sewer Rates Model 2023
3D. NonTax Roll Rev Proj
10.a
June 10, 2024
Packet Pg. 940
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
A B C D E F G H I J K L M N O P Q R
City of San Carlos
Sewer Rate Study
Table 4. Reserves
Tbl. Rate Adj. 4.5% 0.0% 3.0% 3.0% 3.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 1B FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34Notes
OPERATING RESERVE
Revenue Increases 0.0% 3.0% 3.0% 3.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0%From Table 1A Beginning Balance $42,854,880 $39,982,999 $40,059,230 $41,440,132 $34,783,557 $28,814,296 $24,957,376 $21,297,315 $17,927,436 $15,532,298 $14,171,469 Surplus/Deficit from Rate Revenue ($3,655,862) ($709,244) $568,351 ($7,338,606)($6,534,247)($4,346,281)($4,077,655)($3,721,398)($2,699,693) ($1,638,701) ($952,302)From Table 3A Transfers (To)/From
Revenue Requirement To Table 2
Fund Subtotal $39,199,018 $39,273,755 $40,627,581 $34,101,526 $28,249,310 $24,468,015 $20,879,721 $17,575,918$15,227,743 $13,893,597$13,219,167all remaining cash after reserves Estimated Interest Earningsc $783,980 $785,475 $812,552 $682,031 $564,986 $489,360 $417,594 $351,518 $304,555 $277,872 $264,383 Ending Balance $35,170,914 $42,854,880$39,982,999$40,059,230$41,440,132$34,783,557$28,814,296$24,957,376$21,297,315$17,927,436$15,532,298 $14,171,469$13,483,550FYE 2022 Audited less SVCW Investment of $8.6 million per CIP Budget Summary Rec. Minimum Balance (6 mo. operations)$5,600,500 $5,600,500 $5,600,500 $7,174,739 $6,552,161 $7,070,462 $7,898,670 $8,204,678 $8,340,827 $8,854,394 $8,655,375 $8,860,054 $9,070,411includes all of SVCW costs toward operating minimum HF&H Recommended Target $13,254,540 $13,254,540 $13,254,540 $14,828,779 $14,206,201 $14,724,502 $15,552,710 $16,633,138 $16,769,287 $17,282,854$17,083,835 $17,288,514$17,498,871includes 1-year cash-funded CIP HF&H Consultants, LLC
3/20/2024
Appendix A
11 of 13
San Carlos Sewer Rates Model 2023
4. Reserves
10.a
June 10, 2024
Packet Pg. 941
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 A B C D E F G H I J K L M N O P
City of San Carlos
Sewer Rate Study
Table 5. Capital Projects Document Name: CIP Budget Summary FY23-25 mid-Cycle Update v.3.xls Table Budgeted Projected Grand
Projects 1B FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29FY 2029-30FY 2030-31FY 2031-32FY 2032-33FY 2033-34 Total Notes Annual Sewer System Rehabilitation Program $7,000,000 $7,000,000 $7,000,000 $7,000,000 $7,000,000$7,000,000$7,000,000$7,000,000$7,000,000$7,000,000 $70,000,000City budget updated on 3/4/24 Annual On-Call Sewer Contracts $900,000 $900,000 $900,000 $900,000 $900,000 $900,000 $900,000 $900,000 $900,000 $900,000 $9,000,000City budget updated on 3/4/24 Sewer System CCTV Inspection $400,000 $0 $400,000 $0 $400,000 $0 $400,000 $0 $400,000 $0 $2,000,000City budget updated on 3/4/24 Annual Sewer Lateral Replacement $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $3,000,000City budget updated on 3/4/24 Annual Sewer System Root Foaming $175,000 $175,000 $175,000 $175,000 $175,000 $175,000 $175,000 $175,000 $175,000 $175,000 $1,750,000City budget updated on 3/4/24 Sewer and Storn Pump Station Assessment $150,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $150,000City budget updated on 3/4/24 Sewer Model Update $374,560 $0 $0 $0 $0 $0 $0 $0 $0 $0 $374,560City budget updated on 3/4/24 Shoreway Road Sewer Main Relocation Project $605,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $605,000City budget updated on 3/4/24 Tierra Linda Pump Station Improvements $1,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,000,000City budget updated on 3/4/24 New Capacity Improvements $0 $0 $4,500,000 $3,500,000 $1,500,000 $0 $0 $0 $0 $0 $9,500,000City budget updated on 3/4/24 Total Capital Expenses $10,904,560 $8,375,000 $13,275,000$11,875,000$10,275,000$8,375,000$8,775,000$8,375,000$8,775,000$8,375,000$8,575,000$105,954,560 Construction Cost Indexd 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 Total Inflated Capital Expenses $10,904,560 $8,375,000 $13,275,000$11,875,000$10,275,000$8,375,000$8,775,000$8,375,000$8,775,000$8,375,000$8,575,000$105,954,560 (Less) Connection Fees ($1,500,000)($4,500,000)($9,000,000) ($131,000) ($134,900)($138,900)($143,100)($147,400)($147,400)($147,400)($147,400)($16,137,500)FY 23-24 per City finance projections NET PAYGo Capital Expenses $9,404,560 $3,875,000 $4,275,000 $11,744,000$10,140,100$8,236,100$8,631,900$8,227,600$8,627,600$8,227,600$8,427,600$89,817,060FY 28-29 and beyond assumed to be equal to FY 27-28. 5-year CIP Average$7,654,040 6-10 year CIP Average$8,428,460 HF&H Consultants, LLC
3/20/2024
Appendix A
12 of 13
San Carlos Sewer Rates Model 2023
5. CIP
10.a
June 10, 2024
Packet Pg. 942
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
29 30
31 32
33 34
35 36
37 38
39 A B C D E F G H I J K L M
City of San Carlos
Sewer Rate Study
Table 6. Debt Service
Budgeted Projected
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 Notes Debt Coverage Ratio
Revenue Sources
Sewer Service Charges $20,536,026 $21,216,417 $21,919,620 $22,646,410 $23,624,749 $24,645,660 $25,711,012 $26,822,755 $27,982,925 $29,193,649 $30,645,304 From Table 3A Non-Tax Roll Customer Sewer Charges $991,472 $1,021,216 $1,051,853 $1,083,409 $1,126,745 $1,171,815 $1,218,687 $1,267,435 $1,318,132 $1,370,857 $1,425,692 From Table 3A Connection fees $1,500,000 $4,500,000 $9,000,000 $131,000 $134,900 $138,900 $143,100 $147,400 $147,400 $147,400 $147,400 From Table 5 Investment Interest $783,980 $785,475 $812,552 $682,031 $564,986 $489,360 $417,594 $351,518 $304,555 $0 $0 From Table 4 Subtotal $23,811,478 $27,523,109 $32,784,025 $24,542,849 $25,451,380 $26,445,735 $27,490,394 $28,589,108 $29,753,012 $30,711,907 $32,218,396 Operating Expenses
SVCW Operating Expenses $4,086,539 $3,942,053 $4,094,152 $4,275,202 $4,498,202 $4,631,151 $4,794,045 $5,056,883 $5,259,159 $5,469,525 $5,688,306 From Table 2 SVCW Reserve Contributions $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 per SVCW Transfer Out to other funds $4,577,800 $4,722,400 $5,023,800 $5,183,500 $5,348,300 $5,518,300 $5,693,800 $5,875,200 $6,062,400 $6,255,500 $6,454,875 From Table 2 (Less) Transfers in from other funds ($649,700) ($669,300) ($689,400) ($700,600) ($710,400) ($720,500) ($730,900) ($741,600) ($752,600) ($763,900) ($775,567) From Table 2 City Operating Expenses $3,894,000 $3,874,200 $4,414,700 $4,179,800 $4,684,300 $4,721,500 $4,541,800 $4,728,400 $4,687,200 $4,821,000 $4,958,109 Subtotal $11,908,639 $11,869,353 $12,843,252 $12,937,902 $13,820,402 $14,150,451 $14,298,745 $14,918,883 $15,256,159 $15,782,125 $16,325,723 Net Revenue $11,902,840 $15,653,756 $19,940,773 $11,604,947 $11,630,977 $12,295,284 $13,191,649 $13,670,225 $14,496,853 $14,929,782 $15,892,673 SVCW Debt Service (Counted Toward Debt Coverage Ratio)
Existing and future Bonds $2,987,700 $2,989,100 $3,061,160 $3,233,121 $3,251,909 $3,626,824 $3,620,660 $3,526,293 $3,526,293 $3,526,293 $3,526,293 Per City's Cashflow forecast; FYE 2032 - 34 assumed to be same as FYE 2031 SVCW Bond debt coverage ratio (Parity coverage) 3.98 5.24 6.51 3.59 3.58 3.39 3.64 3.88 4.11 4.23 4.51 Ratio follows City calculation and bond covenant Other SVCW Debt Service
SRF WWTP I, Planning, RESCU $320,000 $1,350,000 $1,345,862 $1,345,862 $3,041,532 $3,041,532 $3,270,094 $3,270,094 $3,270,094 $3,270,094 $3,270,094 Per City's Cashflow forecast; FYE 2032 - 34 assumed to be same as FYE 2031 SVCW Bond debt coverage ratio (All-in coverage) 3.60 3.61 4.52 2.53 1.85 1.84 1.91 2.01 2.13 2.20 2.34 Ratio follows City calculation and bond covenant Cash flow forecast debt service $2,987,700 $2,989,100 $2,975,900 $2,973,477 $4,676,843 $4,656,325 $4,879,237 $4,785,386 $4,785,386 $4,785,386 $4,785,386 SVCW obligations other debt $320,000 $1,350,000 $1,350,000 $1,350,000 $1,350,000 $1,345,862 $1,345,862 $1,345,862 $1,345,862 $1,345,862 $1,345,862 $3,307,699 $4,339,100 $4,325,900 $4,323,477 $6,026,843 $6,002,187 $6,225,099 $6,131,247 $6,131,247 $6,131,247 $6,131,247 HF&H Consultants, LLC
3/20/2024
Appendix A
13 of 13
San Carlos Sewer Rates Model 2023
6. Debt Service
10.a
June 10, 2024
Packet Pg. 943
Sewer Rates
Written Protests
June 10, 2024
Total Count: 4
(as of June 4)
10.a
June 10, 2024 Packet Pg. 944
10.a
June 10, 2024 Packet Pg. 945
10.a
June 10, 2024 Packet Pg. 946
10.a
June 10, 2024 Packet Pg. 947
10.a
June 10, 2024 Packet Pg. 948