PROPOSED 2023-24 REVENUES
37 239 of 536
All Funds Budget Summary
INTERFUND ENDING FUND
TRANSFERS OUT Operating Transfer to CIP BALANCE
$ 8,759,726 $ 137,871,879 $ 12,250,000 $ 86,106,018
3,030,919 2,118,775 3,850,000 6,570,916
4,645,244 - - -
9,546,193 - - -
3,332,729 - - -
$ 11,790,645 $ 157,514,820 $ 16,100,000 $ 92,676,934
$ - $ 863,856 $ - $ 15
3,272,189 - 750,000 10,349,825
10,000 - 438,603 -
252,899 - 610,000 49,899
1,422,665 - 4,878,325 -
5,499,933 12,459,069 26,000 26,154,658
1,747,500 520,000 - 198,378
198,500 - 774,575 -
146,399 - 4,682,808 -
16,882 - 3,050,000 5,746,282
- - 49,860 780,417
5,084 - 3,383,498 -
- - 2,000,000 1,110,847
500,000 - - (23,399)
96,586 - 4,479,265 -
$ 7,247,433 $ 19,244,129 $ 7,005,860 $ 63,003,996
$ - $ 2,691,764 $ - $ 4,966
2,107,913 - 6,010,274 -
976,889 - 36,973 -
$ - $ 5,776,566 $ - $ 6,052,213
$ - $ - $ 13,166,166 $ 7,737,223
$ - $ - $ 13,166,166 $ 7,737,223
$ - $ 56,548,402 $ 41,360,000 $ 191,501,859
$ - $ 56,548,402 $ 41,360,000 $ 191,501,859
$ - $ 8,890,507 $ 400,000 $ 11,019,742
5,925,519 - 667,837 -
44,256,881 - 240,854 -
808,000 - 1,018,144 -
4,324,619 - 4,697,825 -
-3,460,905 230,452 -
$ - $ 67,666,430 $ 400,000 $ 17,874,855
$ 19,038,078 $ 239,083,917 $ 78,032,026 $ 360,972,224
EXPENDITURES
38 240 of 536
Pension Long-Term Forecast
2021-22 2022-23 2023-24 2024-25 2025-26
ACTUALS ESTIMATE ESTIMATE ESTIMATE ESTIMATE
Pension Contribution 1
Miscellaneous $ 9,793,882 $ 10,674,214 $ 10,718,343 $ 11,521,576 $ 11,199,117 Safety 14,207,333 15,287,627 16,216,253 17,262,816 18,096,556 Total Pension Contribution 24,001,215 $ 25,961,841 $ 26,934,596 $ 28,784,392 $ 29,295,673 $ Actuarial Unfunded Liabilities
Miscellaneous $ 94,650,000 $ 93,490,000 $ 92,300,000 $ 90,190,000 $ 88,330,000 Safety 192,090,000 191,580,000 190,230,000 187,530,000 183,700,000 Total Unfunded Liabilities 286,740,000 $ 285,070,000 $ 282,530,000 $ 277,720,000 $ 272,030,000 $ Funded Percentage
Miscellaneous 71% 72% 73% 74% 76%
Safety 60% 61% 62% 63% 64%
Total Funded Percentage 63% 64% 65% 67% 68%
General Fund Pension Contribution as % of General
Fund Expenditures
Miscellaneous 4% 4% 4% 4% 4%
Safety 10% 10% 10% 11% 11%
Safety - Additional Discretionary Payment 0% 0% 0% 0% 0% Total General Fund Pension Contribution 15% 15% 14% 15% 15% Pension Contribution as % of General Fund
Expenditures
Miscellaneous 7% 7% 7% 7% 7%
Safety 10% 11% 10% 11% 11%
Safety - Additional Discretionary Payment 0% 0% 0% 0% 0% Total Pension Contribution 18% 18% 17% 18% 18%
Total Pension Contribution as % of Covered Payroll 3
Miscellaneous 27% 25% 24% 25% 24%
Safety 82% 84% 84% 88% 90%
Safety - Additional Discretionary Payment 0% 0% 0% 0% 0% Total Pension Contribution 44% 43% 42% 43% 43%
1 This is the City's cost after accounting for employees' cost-sharing. 2 General Fund Expenditures only. Transfers out is not included 3 Percentage increases for Safety plan are primarily due to the City's fire operations transferred to a new JPA agency in January 2019, resulting in less covered payrol but with the unfunded liabilities remaining as the City's responsibility 39 241 of 536
Pension Long-Term Forecast
2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33
ESTIMATE ESTIMATE ESTIMATE ESTIMATE ESTIMATE ESTIMATE ESTIMATE $ 11,834,116 $ 12,320,259 $ 13,403,301 $ 13,685,410 $ 13,969,121 $ 13,696,614 $ 13,781,645 18,909,766 19,611,492 21,032,223 21,489,767 21,948,635 21,560,911 21,631,148 $ 30,743,883 $ 31,931,752 $ 34,435,525 $ 35,175,177 $ 35,917,756 $ 35,257,525 $ 35,412,794 $ 85,690,000 $ 82,400,000 $ 77,780,000 $ 72,630,000 $ 66,910,000 $ 61,170,000 $ 55,170,000 178,680,000 172,550,000 164,450,000 155,360,000 145,200,000 134,870,000 123,940,000 $ 264,370,000 $ 254,950,000 $ 242,230,000 $ 227,990,000 $ 212,110,000 $ 196,040,000 $ 179,110,000 77% 78% 80% 82% 84% 85% 87%
66% 67% 69% 71% 74% 76% 78%
69% 71% 73% 75% 77% 79% 81%
4% 4% 4% 4% 4% 4% 4%
11% 11% 12% 12% 12% 11% 11%
0% 0% 0% 0% 0% 0% 0%
15% 15% 16% 16% 16% 15% 15%
7% 7% 7% 7% 7% 7% 7%
11% 11% 12% 12% 11% 11% 11%
0% 0% 0% 0% 0% 0% 0%
18% 18% 19% 19% 19% 18% 18%
24% 25% 27% 27% 27% 26% 25%
92% 94% 99% 99% 99% 95% 94%
0% 0% 0% 0% 0% 0% 0%
45% 45% 48% 48% 48% 46% 46%
40 242 of 536
BUDGET OVERVIEW 49
General Fund
41 243 of 536
General Fund Summary
GENERAL FUND
2023-24
PROPOSED
BUDGET
Resources
Property Tax $ 78,022,243
Sales Tax - Local 1% 23,902,400
Sales Tax - 1/4% Measure S 7,314,000
Property Transfer Tax 8,000,000
Transient Occupancy Tax 6,000,000
Business License Tax 6,302,889
Franchises 3,193,385
Golf Fees 3,174,250
Recreation Service Charges 3,567,724
Permits, Fees, and Fines 4,632,500
Intergovernmental 2,806,774
Interest and Miscellaneous 3,473,063
Transfers In - In Lieu Charges 4,688,762
Transfers In - Rent from Sewer Fund 1,800,000
Transfers In - Construction Services 499,933
Transfers In - Gas Tax 1,747,500
Current Resources $ 159,125,424
Use Unassigned Fund Balance $ 12,591,283
Total Resources $ 171,716,707
Expenditures by Department
City Attorney $ 1,212,087
City Clerk 862,087
City Council 356,898
City Manager 2,617,253
Community Development 1,946,275
Finance 4,176,442
Human Resources 2,284,816
Information Technology 4,695,904
Library 8,925,860
Parks and Recreation 21,666,729
Police 57,981,162
Public Works 12,159,747
Non-Departmental 4,349,833
Transfers Out 14,201,887
San Mateo Consolidated Fire Department Contribution and Fire Legacy Costs 34,279,728 Total Expenditures $ 171,716,707
Resources Over / (Under) Expenditures $ -
42 244 of 536
General Fund Summary
Department totals shown in millions.
*Citywide Administration includes these departments: City Attorney, City Clerk, City Council, City Manager, Finance, Human Resources, and Information Technology.
City Administration
$16.2 Community
Development
$1.9
Library
$8.9
Parks and
Recreation
$21.7
Police
$58.0
Public Works
$12.2
Non-Departmental
$4.3
Transfers Out
$14.2
San Mateo
Consolidated Fire
Department
Contribution and Fire
Legacy Costs
$34.3
GENERAL FUND OPERATIONS BY DEPARTMENT
2023‐24 ($171.7 MILLION)
43 245 of 536
General Fund Long-Term Financial Plan
10-YEAR FORECAST 2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
2025-26
FORECAST
Beginning Fund Balance 91,958,255 $ 111,452,010 $ 111,946,448 $ 99,355,165 $ 91,891,080 $ Current Resources
Property Tax 72,348,403 $ 80,114,046 $ 78,022,243 $ 80,105,672 $ 85,428,032 $ Sales Tax - Local 1% 22,157,057 23,482,300 23,902,400 24,765,000 25,700,100 Sales Tax - 1/4% Measure S 6,965,952 7,179,000 7,314,000 7,576,000 8,153,000 Property Transfer Tax 14,344,715 6,300,000 8,000,000 8,000,000 8,000,000 Transient Occupancy Tax 3,901,992 5,000,000 6,000,000 7,000,000 8,000,000 Business License Tax 6,686,853 6,179,303 6,302,889 6,428,947 6,557,526 Franchises 3,117,140 3,156,064 3,193,385 3,257,253 3,322,398 Golf Fees 3,465,658 3,174,250 3,174,250 3,237,735 3,302,490 Recreation Service Charges 2,916,078 3,567,724 3,567,724 3,639,078 3,711,860 Permits, Fees, and Fines 5,723,723 4,632,500 4,632,500 4,725,150 4,819,653 Intergovernmental 12,233,722 2,717,958 2,806,774 2,862,910 2,920,168 Interest and Miscellaneous (823,409) 3,473,063 3,406,284 3,542,525 3,613,375 Transfers In - In Lieu Charges 4,361,791 4,552,203 4,688,762 4,782,537 4,878,188 Transfers In - Rent from Sewer Fund 1,800,000 1,800,000 1,800,000 1,800,000 1,800,000 Transfers In - Construction Services 471,235 485,372 499,933 514,931 530,379 Transfers In - Gas Tax 1,747,500 1,747,500 1,747,500 1,747,500 1,747,500 Transfers In from Downtown Parking Fund 2,363,915 - - - - Current Resources $ 163,782,327 $ 157,494,504 $ 159,125,424 $ 163,985,238 $ 172,484,669 Use of Unassigned Fund Balance $ - $ 12,591,283 - $ $ - $ - Total Current Resources $ 163,782,327 $ 157,494,504 $ 171,716,707 $ 163,985,238 $ 172,484,669 Current Requirements
Salaries and Wages $ 47,083,339 $ 49,679,751 $ 52,948,610 $ 53,915,964 $ 54,902,666 Benefits 18,957,281 19,510,283 22,342,975 23,236,694 24,166,162 Pension Unfunded Liability 10,208,568 11,697,337 11,440,980 12,861,637 13,126,864 Operating 29,938,031 28,601,621 36,502,527 37,232,577 37,977,229 Transfers Out 6,794,781 14,665,515 14,201,887 10,210,000 10,710,000 31,306,571 32,845,559 34,279,728 35,423,968 36,537,138
Net Reductions - - - (1,431,518) (1,460,148)
Total Current Requirements $ 144,288,572 $ 157,000,066 $ 171,716,707 $ 171,449,323 $ 175,959,912 Resources Over / (Under) Requirements 19,493,754 $ $ 494,438 $ - $ (7,464,085) $ (3,475,243) Total Reserves / Fund Balance $ 111,452,010 $ 111,946,448 $ 99,355,165 $ 91,891,080 $ 88,415,837 25% Operating Reserve $ 34,373,448 $ 35,583,638 $ 39,378,705 $ 40,667,710 $ 41,677,515 Housing Reserve $ 4,827,120 $ 4,827,120 $ 5,870,583 $ 6,955,784 $ 8,084,393 Commitments $ 10,000,000 $ 2,750,000 $ - $ - $ -
Remaining Fund Balance $ 62,251,443 $ 68,785,691 $ 54,105,878 $ 44,267,586 $ 38,653,929 San Mateo Consolidated Fire Department
Contribution and Fire Legacy Costs
44 246 of 536
General Fund Long-Term Financial Plan
2026-27
FORECAST
2027-28
FORECAST
2028-29
FORECAST
2029-30
FORECAST
2030-31
FORECAST
2031-32
FORECAST
2032-33
FORECAST
$ 88,415,837 $ 87,403,840 $ 86,908,368 $ 84,456,376 $ 83,171,216 $ 83,153,340 $ 87,843,180 $ 88,589,822 $ 91,872,840 $ 95,281,725 $ 98,821,295 $ 102,496,548 $ 108,426,736 $ 114,672,315 26,588,400 27,430,100 28,226,900 29,073,707 29,945,918 30,844,296 31,769,625 8,433,000 8,708,000 8,969,240 9,238,317 9,515,467 9,800,931 10,094,959 8,000,000 8,000,000 8,000,000 8,000,000 8,000,000 8,000,000 8,000,000 8,160,000 8,323,200 8,489,664 8,659,457 8,832,646 9,009,299 9,189,485 6,688,676 6,822,450 6,958,899 7,098,077 7,240,038 7,384,839 7,532,536 3,388,846 3,456,623 3,525,755 3,596,270 3,668,196 3,741,559 3,816,391 3,368,539 3,435,910 3,504,628 3,574,721 3,646,215 3,719,140 3,793,523 3,786,097 3,861,819 3,939,056 4,017,837 4,098,193 4,180,157 4,263,760 4,916,046 5,014,367 5,114,654 5,216,947 5,321,286 5,427,712 5,536,266 2,978,571 3,038,143 3,098,906 3,160,884 3,224,102 3,288,584 3,354,355 3,685,643 3,759,355 3,834,543 3,911,233 3,989,458 4,069,247 4,150,632 4,975,752 5,075,267 5,176,772 5,280,308 5,385,914 5,493,632 5,603,505 1,800,000 1,800,000 1,800,000 1,800,000 1,800,000 1,800,000 1,800,000 546,290 562,679 579,559 596,946 614,855 633,300 652,299 1,747,500 1,747,500 1,747,500 1,747,500 1,747,500 1,747,500 1,747,500 - - - - - - -
$ 177,653,183 $ 182,908,253 $ 188,247,802 $ 193,793,499 $ 199,526,336 $ 207,566,933 $ 215,977,151 $ - $ - $ - $ - $ - $ - $ -
$ 177,653,183 $ 182,908,253 $ 188,247,802 $ 193,793,499 $ 199,526,336 $ 207,566,933 $ 215,977,151 $ 55,909,102 $ 57,027,284 $ 58,074,380 $ 59,142,418 $ 60,231,816 $ 61,343,003 $ 62,476,413 25,132,809 26,138,121 27,183,646 28,270,992 29,401,831 30,577,905 31,801,021 13,980,111 14,663,018 16,096,964 16,470,720 16,822,309 16,316,946 16,206,851 38,736,773 39,511,509 40,301,739 41,107,774 41,929,929 42,768,528 43,623,898 8,710,000 8,710,000 10,210,000 10,210,000 10,210,000 10,210,000 10,210,000 37,685,736 38,872,931 40,382,586 41,457,267 42,560,448 43,305,076 44,237,846 (1,489,351) (1,519,138) (1,549,521) (1,580,511) (1,612,121) (1,644,364) (1,677,251) $ 178,665,180 $ 183,403,725 $ 190,699,794 $ 195,078,659 $ 199,544,212 $ 202,877,093 $ 206,878,778 $ (1,011,997) $ (495,472) $ (2,451,992) $ (1,285,160) $ (17,876) $ 4,689,840 $ 9,098,373 $ 87,403,840 $ 86,908,368 $ 84,456,376 $ 83,171,216 $ 83,153,340 $ 87,843,180 $ 96,941,552 $ 42,861,133 $ 44,053,216 $ 45,509,829 $ 46,612,293 $ 47,736,583 $ 48,577,864 $ 49,586,507 $ 9,258,146 $ 10,478,850 $ 11,748,382 $ 13,068,695 $ 14,441,821 $ 15,869,871 $ 17,355,044 $ - $ - $ - $ - $ - $ - $ -
$ 35,284,561 $ 32,376,303 $ 27,198,166 $ 23,490,228 $ 20,974,936 $ 23,395,444 $ 30,000,000 45 247 of 536
Revenue and Expenditure Assumptions
Revenues and expenditures in the fiscal year 2023-24
budget and corresponding long-term financial plan are
based on assumptions about the factors impacting each
major revenue and expenditure category. For revenues,
assumptions are largely based on economic or other
conditions outside the City’s control. Assumptions for
expenditures differ, however, in that in many cases, the assumptions are predominantly under the City’s control.
A detailed discussion of the projection methodologies
and major assumptions made for the fiscal year 2023-24
budget and corresponding long-term financial plan are
discussed in detail below.
General Fund Revenues
Revenue Estimation Methodology
All revenue assumptions and projections are reviewed and revised each fiscal year. Key elements that have an impact on major revenue sources are identified and analyzed to ensure that the projection methodology is as reliable as possible over the long term. Historical data trends indicate that significant swings in major revenues can occur due to economic cycles. Projecting revenues based on the
high point of the economic cycle overstates the City’s
financial position and could result in spending patterns that cannot be sustained. Conversely, projecting revenues from the lowest point of the economic cycle understates the long-term financial position of the City and can cause unnecessary service reductions.
Property Taxes
Property Tax is the largest source of General Fund revenue, comprising approximately 50% of the General Fund total
revenues. The 2023-24 property tax revenue is projected to be $78.0 million, a decrease of $2.0 million compared to the FY 2022-23 year-end estimate, as the latter includes funds from the State of California for the City’s share of the property tax in-lieu of vehicle license fees (VLF) shortfall from fiscal year 2020-21 of $5.7 million. During the budget review in April 2023, the preliminary projection of 2023-24 property tax revenue included $1.9 million of VLF shortfall from fiscal year 2021-22, assuming the State of California will backfill the funding. However, due to the State budget deficit, staff has amended the assumption to exclude the $1.9 million as the State of California may not amend its 2023-24 budget to appropriate funds for the 2021-22 VLF shortfall.
Secured property taxes, which constitute over 60% of total property tax revenues, are assumed to increase 54.65%
in 2023-24. The increase reflects the change in assessed value (AV) based on the County Assessor’s Office estimated property tax roll. The property tax base in San Mateo has been very stable. The average annual growth in AV over
the past 10 years has been 7.4%. In the long-term plan, a more conservative growth estimate of 4% is utilized for the ten-year forecast. This assumption factors in historic growth rates and the current economic environment.
The City’s property tax revenue includes several main
categories:
• Secured Property Tax is the tax on real property and
the structures on that real property.
• AB 26 Redevelopment Residual Revenues represent
the City’s designated share of tax increment from
the former redevelopment project areas that are in
excess of the Successor Agency’s required obligated
payments. These revenues are primarily from the
secured tax base in the former redevelopment project
areas.
• AB 1290 Redevelopment Pass-through funds
represent the City of San Mateo’s General Fund share
of the AB 1290 pass-through payments made to taxing
entities based on the tax increment funds used by
Successor Agency to pay remaining debt obligations.
Similar to the AB 26 funds, these revenues are
primarily from the secured tax base in the former
redevelopment project areas.
• Educational Revenue Augmentation Fund (ERAF) is
a mechanism used by the State to shift funding from
local property tax dollars to public schools. When local property tax dollars shifted into ERAF exceed what is
necessary to fund the schools, those excess funds are
returned to the local taxing entities via Excess ERAF
revenue. San Mateo is one of the five counties in the
State where Excess ERAF is generated.
• Property Tax in Lieu of VLF represents the swap of
vehicle license fees (VLF) for property tax as part of a state-local budget agreement in 2004. The agreement
permanently reduced the VLF tax rate from 2% to
0.65%, and the revenue loss was replaced with a like
amount from property tax. After the fiscal year 2004-
05 base year, property tax in lieu of VLF increases
annually in proportion to the growth in assessed
valuation. Property tax in lieu of VLF has two funding
sources: property taxes from non-basic aid school
districts, and ERAF that would otherwise go to nonbasic aid school districts. • Unsecured Property Tax represents the tax on
appurtenances such as furniture, machinery, and
equipment.
• Supplemental Property Tax is the result of reassessing the value of real property when there is a change of
ownership or new construction is completed after the
official lien date.
46 248 of 536
Revenue and Expenditure Assumptions
• Unitary Property Tax is assessed on property owned
by utilities, such as power lines, cable, etc.
• Homeowners’ Property Tax Relief revenues are
reimbursements from the State for revenues lost due
to the homeowners’ property tax exemption on the
first $7,000 of assessed value of their principal place of residence.
After several years of fluctuating AB 26 redevelopment
residual revenues due to the wind down of the former
Redevelopment Agency, this revenue source is expected
to stabilize and provide a significant supplement to the City’s existing tax base going forward. The baseline
revenue amount is projected to be $5.3 million in 2023- 24 and grow at the same rate annually as the secured
tax projection. Per Council direction, 20% of this residual revenue should be reserved annually in a housing set-aside in the General Fund. The City suspended this practice due to the immediate and severe financial impact of COVID-19 in 2020. As of 2022-23, the General Fund housing setaside reserve has amounted to $4.8 million. Policy H1.2 of the City’s Housing Element calls for the City to resume contributing 20% of the AB26 redevelopment residual
revenue to the housing set-aside, which the City can use for affordable housing developments. In the 2023-24
budget, this results in $1.0 million shifting from the Rainy Day Reserves to the housing set aside.
AB 1290 redevelopment pass-through funds are expected
to remain constant since the portion of the tax increment that is collected by the Successor Agency to pay continuing obligations has stabilized. Revenues are projected to be approximately $1.4 million annually over the next 10 years.
The Successor Agency to the Redevelopment Agency
of the City of San Mateo is responsible for payment of
the remaining recognized obligations, which include tax allocation refunding bonds (TAB). The last debt service payment for the Series 2015A TAB will occur in fiscal year 2032-33, which is the trigger event for the dissolution of the former Redevelopment Agency of the City of San
Mateo. Beginning in fiscal year 2033-34, rather than
receive AB 26 and AB 1290 property tax revenues, the
taxing entities, which includes the City, will receive the full property tax increment, as all of the recognized obligations will be satisfied. As such, the City will need to address this change in advance to determine if it wants to continue
contributing to the housing set-aside, as the AB 26 property tax revenue source will no longer exist beginning in fiscal year 2033-34.
Excess ERAF Funds continue to be a steady, yet somewhat uncertain, revenue source for the General Fund. The longterm plan anticipates the continued receipt of Excess ERAF revenues annually. Excess ERAF is projected to be $8.2
million in 2023-24. There have been legislative efforts to increase the Local Control Funding Formula (LCFF),which would ultimately increase funding for public school districts and decrease the amount of Excess ERAF that is available.
Conversely, these efforts to increase the LCFF would
likely shift more school districts into non-basic aid status and somewhat address the VLF shortfall issue, but it is difficult to quantify the impact until impartial analysis has been completed by the Legislative Analyst’s Office (LAO).
The latest effort, AB 938 would increase the base level of funding for LCFF by 50% by 2030-31. Staff will continue to monitor this legislative effort and modify the General Fund Long-Term Financial Plan if it is approved by the state legislature and signed into law.
Similar to excess ERAF, the property tax in lieu of VLF revenue grows steadily over the years but continues to
face challenges due to VLF shortfall. As more and more
school districts shift to basic-aid status, the county-wide VLF shortfall increases. Currently, the only way to backfill the VLF shortfall is for the County of San Mateo, on behalf of itself and all the municipalities within the county, to file a claim with the State of California in August each year to backfill the previous fiscal year’s VLF shortfall, which the State will consider the request as a part of its new fiscal year budget. For the long-term plan, the VLF revenue
was projected based on the assumption that the State of California will continue to honor the escalating VLF shortfall claims. As the number of non-basic aid school districts continues to reduce, it is anticipated the VLF shortfall will continue to grow. If every school district reaches basic aid status in 10 years, the county-wide VLF shortfall could reach upwards of $370 million by 2032-33, of which the City’s share would be over $20 million.
Other property tax components, including unsecured,
supplemental secured, and unitary property tax revenues, as well as Homeowners’ Property Tax Relief revenues, are expected to remain flat due to the nature of the revenue source.
Sales Tax
Sales tax revenue is currently the second largest single revenue source of the General Fund and one of the most
volatile. The City’s sales tax revenue was stable during the recovery from the Great Recession. The COVID-19
pandemic caused an immediate and negative impact
on sales tax. The City experienced significant sales tax revenue loss during fiscal years 2019-20 and 2020-21.
As vaccines rolled out and restrictions eased, sales tax 47 249 of 536
Revenue and Expenditure Assumptions
Transient Occupancy Tax
Transient Occupancy Tax (TOT) is dependent on both the
occupancy levels and room rates of the City’s hotel stock.
TOT revenue is very sensitive to broader economic trends.
In good economic times, both occupancy rates and room
rates increase, but during recessionary periods, both go down, which can result in a significant reduction in TOT revenue. In the City of San Mateo, the existing hotel stock primarily serves business travelers flying into and out of the San Francisco International Airport.
TOT revenues are the only tax revenue that has not
recovered from the COVID-19 pandemic. Compared to the
2018-19 baseline of $7.0 million, the 2023-24 General Fund TOT is projected to be $6.0 million. However, based on
the latest industrial forecast, business travel is projected to return to the pre-pandemic levels by 2025-26, which is reflected in the long-term financial plan.
Business License Tax
The City of San Mateo Municipal Code requires all persons or businesses doing business in the City of San Mateo to pay an annual business tax, which is also referred to as a business license. The payment of this tax is required prior to the commencement of business in San Mateo.
Depending on the type of business, the business license tax is either a flat fee or is based on gross receipts.
Business license tax revenues have seen steady growth
over the past decade. This revenue resource is projected to be $6.3 million, then grow at a modest 2% annually in the long-term financial plan.
Franchise Fees
The City receives franchise payments from companies
providing garbage, electricity, gas, and cable television services. Modest growth is expected from this revenue
source, 2% annually in the forecast. This revenue source will continue to be carefully monitored, with future growth projections adjusted accordingly. Overall, franchise fee revenues are projected to be just under $3.2 million in 2023-24.
Golf Fees
Golf fee revenues primarily come from rounds of golf
played, but other sources include driving range revenue and merchandise sales. During late summer of 2020,
before COVID vaccines were rolled out and people were
seeking safe, social activities they could pursue, golf saw record-high rounds played and increases in revenues. Golf fee revenues increased from pre-COVID levels (just above $2 million) to $3 million and $3.5 million, respectively, for fiscal years 2020-21 and 2021-22. The budget projection is set at $3.2 million for both 2022-23 and 2023-24, with a moderate 2% annual growth in the long-term financial plan. has experienced a quicker-than-expected rebound. As of
2022-23, sales tax revenue has recovered to pre-pandemic levels. Consumer behavior change has limited the growth of the revenue.
It is also worthwhile to note that the City’s share of the local 1% sales tax from internet sales is allocated through the County pool based on the City’s proportionate share of locally-generated sales tax. There have been several legislative efforts to allocate sales tax based on point of delivery, but the political will has not yet come to fruition to address this issue. Over the last two years, sales tax from the County pool has increased due to a combination of the new taxes from the full implementation of AB147 (Wayfair) and surges in online spending tied to the pandemic.
The 2023-24 budget assumes Local 1% sales tax revenues
(Bradley Burns) of $23.9 million and local 1/4% sales tax revenues (Measure S) of $7.3 million. Slow and steady
growth is anticipated for sales tax throughout the long-term financial plan.
Property Transfer Tax
The City collects a real property transfer tax (RPTT)
upon the sale or transfer of any property within the City boundaries. As a charter city, San Mateo voters approved a
0.5% real property transfer tax (RPTT) rate. Furthermore, in the November 2022 election, San Mateo voters approved
Measure CC that increased the RPTT rate to 1.5% for
properties sold or transferred with a value of $10 million or more.
This revenue source is extremely volatile, since it is driven by both property values and transaction volume, which
can vary significantly, even during periods of relatively stable economic growth. During the Great Recession,
RPTT dropped 70% from $10 million to $3 million over a
two-year period and took six years to climb back up to the $10-million-dollar level. In 2018-19, RPTT reached a recordhigh $14.0 million, only one year later it dropped nearly 30% to $9 million in 2019-20 due to COVID pandemic. RPTT
rebounded quickly and reached $14.3 million in 2021-22, one year later it dropped again due to the rise of mortgage interest rates which negatively impact the real property sales value and transaction volume. RPTT is anticipated to be $6.3 million at the close of fiscal year 2022-23. These examples showcased how volatile this revenue source can be.
Rather than try to determine the year-over-year trend, the General Fund Long-Term Plan uses an average of $8.0
million, including fiscal year 2023-24. Finance staff will continue to monitor market trends at the local and national level and adjust assumptions accordingly.
48 250 of 536
Revenue and Expenditure Assumptions
This revenue source will continue to be carefully monitored, with future growth projections adjusted accordingly.
Recreation Service Charges
Recreation service charges include the revenue collected from the various recreation programs that are run by the Parks and Recreation Department, including camps, youth and adult programs, picnic and recreation center rentals, and lagoon use fees. Revenue growth in this area over
the past several years is a function of the popularity of recreation programming. This revenue resource dropped
to $1 million in 2020-21 due to COVID-19 pandemic but has gradually recovered as in-person programs return. It is anticipated that the revenues will be $3.6 million for both 2022-23 and 2023-24, with a 2% annual increase for the
remainder of the ten-year long-term forecast.
Permits, Fees, and Fines
The City receives permit, fee, and fine revenues from a number of sources across departments, including parking and traffic-related citations (Police) and encroachment permits (Public Works). In 2021-22, the Downtown Parking Fund was merged into the General Fund. Parking revenues are reported under this revenue category in the General Fund. In total, the permit, fee, and fine revenues are
projected to be $4.6 million for 2023-24 then grow by 2% annually in the long-term plan.
Intergovernmental
Intergovernmental revenues are predominantly grants
or reimbursements from other governmental agencies,
including other cities, the county, the state, and the federal government. Because this revenue category consists
predominantly of grants and reimbursements, many of
which are one-time funds, revenues can fluctuate annually.
The City has an agreement with the San Mateo
Consolidated Fire Department (SMC Fire) to provide Human Resources and Finance services. The amount for 2023-
24 is $ 912,202, which is reflected in the assumptions for the City’s intergovernmental revenues. In addition, based on known grants and reimbursements, total revenues are
projected to be $2.7 million in 2022-23 and $2.8 million in 2023-24, and then grow modestly throughout the
remainder of the forecast.
Interest and Miscellaneous
This revenue category includes interest earnings on the City’s investment portfolio and other smaller revenues
not attached to other categories. The 2021-22 actuals
reflected the accounting adjustment for an unrealized
loss in the City’s investment portfolio. The adjustment is required by the governmental accounting standards, but it creates large variations from year to year in the amount of interest income reported. The budget for interest income assumes no change in the market value of the City’s
portfolio as this measure is difficult to anticipate and does not adequately reflect the City’s true return on investments.
Projections going forward for investment earnings are
based on a 2% yield on investment. Only modest increases in interest income are anticipated in the ten-year forecast.
In total, this category of revenues is expected to generate approximately $3.5 million in 2023-24.
In-Lieu Charges
In-lieu charges are funds transferred into the General
Fund from other funds to cover the cost of City-wide
administration. These costs include covering a portion of expenditures related to the operation of the City Manager’s Office, City Attorney’s Office, City Clerk, Finance, Human Resources, and Information Technology. It also covers costs such as the other funds’ share of general liability expenses.
A total of approximately $4.7 million is projected in 2023-
24. In-lieu charges are set to grow at a rate of 2% annually in the ten-year forecast. In accordance with best practices, the City’s cost allocation study was updated in 2020-21, and it is expected that the study will be maintained and updated on a regular basis to ensure alignment with the cost of providing administrative services throughout the City.
Transfers In – Gas Tax
The Gas Tax Fund is set to transfer $1.7 million annually to the General Fund in the long-term forecast to cover a portion of street maintenance costs within the Public Works Department. This transfer has been set at a flat amount annually, which means over time it will provide less and less funding in terms of real dollars. While the $1.7 million has been increased in 2018-19 from the historical transfer of $1.5 million, the cost of street maintenance along with the revenues from Gas Tax funding will be monitored closely, and future transfers will be adjusted accordingly.
General Fund Expenditures
Expenditure Estimation Methodology
Similar to the revenue assumptions, expenditure
assumptions and projections are reviewed and revised
each fiscal year. Unlike revenues, especially tax revenues, General Fund expenditures are largely under the control of the City. Because of that, assumptions for expenditure growth are generally able to be aligned with revenue
growth where possible. In cases where an expenditure
category is not under control of the City, as is the case for CalPERS pension expenses, the projected increases are
treated as nondiscretionary and take precedence in terms 49 251 of 536
Revenue and Expenditure Assumptions
of the allocation of resources, limiting the City’s flexibility to prioritize where funds are expended. Assumptions for each of the General Fund’s expenditure categories are discussed in detail below.
Personnel Costs
Personnel costs represent over 50% of total General
Fund expenditures, and total $86.7 million for fiscal year 2023-24. To best reflect the personnel costs, the ten-year forecast splits costs into three categories: salaries, benefits, and payment on the unfunded pension liability. This allows assumptions for cost increases in the three categories to move independently from one another. Assumptions for the major categories of personnel expenditures are discussed in the detail below.
Increases for salaries and salary-related costs, such
as overtime, are initially based on existing contractual agreements or assumptions about the outcome of ongoing
and future negotiations. Beyond those contractual
assumptions, salary increases were set in the ten-year
forecast based on projected modest salary increases, 2% annually, throughout the forecast. It is important to note that these are only projections of possible salary increases and do not reflect the actual salary adjustments that will be made in the future. There are several factors that have to be considered related to salary increases in the future, including the City’s economic condition, the amount of
unassigned fund balance in the General Fund, labor
negotiations, and our ability to compete in the market for employees.
As previously discussed, the cost of CalPERS pension
contributions is not something the City has control over the way it does over many other expenditures. As a result, the ten-year forecast contains projected increases in the City’s contribution rates that were developed based on CalPERS actuarial valuation and projection. These contribution rates, which have been adjusted to consider the employees’
share of the City’s contribution rates, factor in assumptions related to turnover of City employees and the fact that new employees will come in under lower pension formulas.
The rates also factor in the most up-to-date information available about the economic and actuarial changes
CalPERS has recently implemented, as well as updated
investment return results. A couple of the significant factors include:
As reported in the mid-year budget update and the
preliminary budget review, the City’s pension contribution will increase significantly starting fiscal year 2024-25 due to the CalPERS investment loss of negative 7.5% in fiscal year 2021-22. Such investment loss will cost the City $177 million in additional pension costs over the 20-year amortization period starting in fiscal year 2024-25, and by fiscal year 2028-29, an additional $10 million per year, which has been included into the General Fund Long-Term Plan.
The table below illustrates the City’s pension cost in the General Fund, which is projected to increase from $22.7 million in 2023-24 to $29.9 million in 2032-33, and the percentage of total operations year-over-year that is
dedicated to pension benefits. Please note that the table and the ten-year forecast do not incorporate the impact of investment returns for fiscal year 2022-23. CalPERS
investment returns as of mid-May 2023 was 5.1%. As the
discount rate, or expected rate of return, is 6.8%, any returns that fall short of this target will create another layer of unfunded pension liability. The General Fund LongTerm Plan assumes that CalPERS will meet its target rate of return (discount rate) for the remainder of the ten-year forecast.
FISCAL YEAR
GENERAL FUND
NORMAL COSTS
(in millions)
GENERAL FUND
PAYMENT ON THE
UNFUNDED LIABILITY
(in millions)
GENERAL FUND
TOTAL
(in millions)
PERCENTAGE
OF TOTAL GENERAL
FUND OPERATING
EXPENDITURES*
2023-24 $ 5.6 $ 17.1 $ 22.7 14%
2024-25 5.5 18.7 24.2 15%
2025-26 5.6 19.3 24.9 15%
2026-27 5.6 20.5 26.1 15%
2027-28 5.6 21.5 27.1 15%
2028-29 5.7 23.5 29.2 16%
2029-30 5.8 24.0 29.8 16%
2030-31 5.9 24.6 30.4 16%
2031-32 6.0 23.9 29.9 15%
2032-33 6.1 23.8 29.9 15%
*Total opearting expenditures exclude transfers out.
50 252 of 536
Revenue and Expenditure Assumptions
Payment on the unfunded pension liability includes the
payment for fire employees that have transferred to SMC Fire, as those costs correspond to the years of service that the fire employees had worked for the City and remain the City’s responsibility even after transfer of operations. In the ten-year financial plan, fire’s portion of the unfunded pension liability is included as part of fire legacy costs.
More detail on this is discussed below in the subsection for San Mateo Consolidated Fire Department Contribution and Fire Legacy Costs.
Overall, the pension cost in the General Fund, including fire’s portion, makes up over 65% of the total cost of
employee fringe benefits. Other major costs in this category include medical, dental, and vision premiums paid by
the City; Medicare and Social Security taxes; workers’
compensation; and deferred compensation. Medical
insurance, which is the second-largest cost in this category, is set in the forecast to increase at 6.5% in 2023-24 and then remain flat at 6% for the duration of the long-term plan. These assumptions are based on historical trends and assumptions used by the consulting actuary in the valuation of the City’s retiree medical plan. For other benefit costs that move with salary increases, such as Medicare and
Social Security taxes, those are set to increase at the same rate as salaries in the ten-year financial plan.
Non-Personnel Costs
The remaining 50% of the General Fund’s expenditures
consist of non-personnel costs. For the ten-year forecast, non-personnel expenditures were broken down into
distinct categories: operating, transfers out, and San Mateo Consolidated Fire Department contribution and fire legacy costs. A brief description of the types of expenditures in each category is provided below.
Operating
Operating expenditures, which total $36.5 million in
fiscal year 2023-24, include spending on a wide variety of expenditure categories related to operations of the
City. Some of the major expenditure categories include
professional and contract services, utilities costs, and capital outlay.
Professional and contract services in this category total $11.0 million in 2023-24 and it covers a wide variety of service areas, such as engineering services, legal services, the annual financial audit, consultants for special studies, animal control, and the maintenance of street and park
trees. Because expenditures in this category are largely within the City’s control, the long-term forecast reflects an annual increase of 2%.
Utilities costs, which total $3.5 million in 2023-24, include gas, electricity, water, and telecommunications costs
required for city operations. Of the total, 54% goes toward gas and electricity, 31% goes toward water, and the
remaining 15% is for telecommunications. For the tenyear forecast, the annual inflationary increase is set at 2%.
These increases consider expected growth in costs, which are largely beyond the City’s control, although increased conservation efforts can help control expenditure growth in this area.
And finally, the capital outlay expenditures consist of the “rental rate” the departments are charged to cover the cost of funding replacement from the Vehicle and Equipment
Replacement Fund. Funds are collected for replacement
while the vehicle/equipment is still in use so that adequate funds are available at the time when replacement is
necessary. The budget for this expenditure category is $1.6 million in 2023-24. Additional details about the Vehicle and Equipment Replacement Fund and its long-term financial
plan can be found in the Fund Information section of this budget document.
Transfers Out
This category of funding includes the transfers the General Fund makes to various funds to fund ongoing and one-time needs. The most significant 2023-24 transfers include onetime transfer of $5 million from General Fund to the Capital Improvement Fund for critical capital needs, including the high voltage streetlight conversion and storm drainage
improvement projects, and ongoing transfers including
$2.25 million transfer to the Capital Improvement Project Fund ($2 million for street rehabilitation and $250,000 for sidewalk repair projects), $2.7 million for debt service, and $410,000 for building component replacement to the
Vehicle and Equipment Replacement Fund. The ongoing
transfers are programed in the long-term forecast.
Beginning in 2021-22 through 2023-24, as part of the
fiscal sustainability plan, and in recognition of the General Fund not charging the full administrative burden to the Construction Services Fund since the Great Recession, a total of $10 million over the three-year period to the Capital Improvement Project Fund will supplant the General Fund transfer to support priority general capital projects.
San Mateo Consolidated Fire Department
Contribution and Fire Legacy Costs
On January 13, 2019, the City’s fire operations were
transferred to the San Mateo Consolidated Fire Department (SMC Fire), a Joint Powers Authority (JPA), for fire, rescue, and emergency services between the cities of Belmont,
Foster City, and San Mateo. Pursuant to the JPA, SMC Fire 51 253 of 536
Revenue and Expenditure
Assumptions
costs are split 20% Belmont, 20% Foster City, and 60%
San Mateo. The City’s share of SMC Fire costs is projected to be $27.5 million for 2023-24. Additionally, there are legacy costs that remain with the City, which are costs that were incurred during the time that the fire employees had worked for the City. These legacy costs include the unfunded pension liability, workers’ compensation liability, and retiree health benefit liability. Factoring in the legacy costs that remain with the City, the total cost to the City’s General Fund for fire service for 2023-24 is $34.3 million.
The long-term forecast presents the City’s contribution to SMC Fire and its fire legacy costs in a separate line to provide greater transparency and better projection of costs.
The legacy costs are based on the consulting actuary’s
projections. The City’s 60% contributions were based on the SMC Fire budget and five-year forecast. Beyond that, a 3% annual growth has been projected.
Net Reduction / Use of Unassigned Fund Balance
The net reduction amount represents the expenditure
reductions and/or revenues exceeding expectations that
are required to maintain both the 25% operating reserve and the current housing reserve level throughout the
long- term financial plan. This includes drawing down the unassigned fund balance over the course of the forecast.
If the projections for General Fund revenues and
expenditures come to fruition, the General Fund would
realize a net loss of $12.6 million for 2023-24. As shown in the General Fund Long-Term Plan, based on revenue and
expenditure assumptions, the City’s Rainy Day Reserves
are projected to reach a low of $21.0 million in 2030-31 and reach the reserve policy goal of $30.0 million by the end of the ten-year forecast.
A more comprehensive discussion of the implications
of this long-term spending plan as it relates to the fund balance in the General Fund is included in “Section 1 – Budget Message.”
Long-Term Financial Forecast
The long-term financial forecast includes all known
and assumed resource demands. This provides a
comprehensive view of the demand for the City’s resources and allows Council to prioritize how those resources should be allocated. The long-term forecast allows the City to foresee structural imbalance, and plan to position itself towards long-term financial sustainability.
52 254 of 536
DEPARTMENTS 65
Departments
53 255 of 536
City Attorney
FINANCIALS 2020-21
ACTUALS
2021-22
ACTUALS
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Expenditures by Category
Personnel $ 1,099,222 $ 1,284,566 $ 1,371,191 $ 1,355,382 Operating 3,042,169 3,068,217 3,137,372 3,607,405
Capital Outlay 1,676 1,424 1,450 1,590
Total Expenditures $ 4,143,067 $ 4,354,207 $ 4,510,013 $ 4,964,377 Funding Sources
General Fund $ 1,278,451 $ 1,106,198 $ 1,407,118 $ 1,212,087 Special Revenue Fund 174,695 185,434 218,361 193,156
Enterprise Fund 25,938 83,603 95,276 98,335
Internal Service Fund 2,663,982 2,978,971 2,789,258 3,460,799 Total Funding Sources $ 4,143,067 $ 4,354,207 $ 4,510,013 $ 4,964,377
FULL TIME EQUIVALENT (FTE) PERSONNEL
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
City Attorney 1.00 1.00
Assistant City Attorney 3.00 3.00
Executive Secretary to City Attorney 1.00 1.00
Total Merit 5.00 5.00
Total Per Diem - -
Total Positions 5.00 5.00
54 256 of 536
City Clerk
FINANCIALS 2020-21
ACTUALS
2021-22
ACTUALS
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Expenditures by Category
Personnel $ 699,987 $ 725,885 $ 782,283 $ 809,241
Operating 216,596 160,106 280,432 42,223
Capital Outlay 3,562 10,195 10,963 10,623
Total Expenditures $ 920,145 $ 896,187 $ 1,073,678 $ 862,087 Funding Sources
General Fund $ 920,145 $ 896,187 $ 1,073,678 $ 862,087
Total Funding Sources $ 920,145 $ 896,187 $ 1,073,678 $ 862,087
FULL TIME EQUIVALENT (FTE) PERSONNEL
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
City Clerk 1.00 1.00
Assistant to the City Clerk 1.00 1.00
Deputy City Clerk 1.00 1.00
Management Analyst I/II 1.00 1.00
Total Merit 4.00 4.00
Total Per Diem 0.23 0.23
Total Positions 4.23 4.23
55 257 of 536
City Clerk
METRICS
Public Transparency and Compliance
We provide public access to legislative decision-making and government records.
Number of Public Records Act (PRA) requests received
Percent of PRA responses responded to within prescribed timelines Percent of Fair Political Practices Commission (FPPC) compliances documents filed on time Percent of minutes completed and published on next regular meeting agenda Legislative Process
We ensure that the City’s legislative decisions are smoothly and timely completed.
Number of contracts processed annually
Number of agendas developed for public meetings
Records Management
We are committed to protecting the City’s official public records.
Number of official records added to City’s electronic document management system.
Informational Metrics
Number of Statement of Economic Interest Forms filed
56 258 of 536
City Clerk
TYPE 2020-21
RESULTS
2021-22
RESULTS
2022-23
ESTIMATE
2023-24
TARGET
Workload 1,695 1,500 1,600 1,600
Performance 86% 95% 95% 98%
Performance 96% 98% 98% 99%
Performance 95% 95% 96% 97%
Workload 136 140 140 145
Workload 47 50 50 50
Workload 319 500 500 500
Workload 192 192 160 160
57 259 of 536
City Council
FINANCIALS 2020-21
ACTUALS
2021-22
ACTUALS
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Expenditures by Category
Personnel $ 117,398 $ 137,278 $ 119,731 $ 89,018
Operating 134,673 146,779 268,442 254,430
Capital Outlay 24,994 20,936 22,340 13,450
Total Expenditures $ 277,065 $ 304,992 $ 410,513 $ 356,898 Funding Sources
General Fund $ 277,065 $ 304,992 $ 410,513 $ 356,898
Total Funding Sources $ 277,065 $ 304,992 $ 410,513 $ 356,898
FULL TIME EQUIVALENT (FTE) PERSONNEL
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
City Council Member 5.00 5.00
Total Merit 5.00 5.00
Total Per Diem - -
Total Positions 5.00 5.00
58 260 of 536
City Manager's Office
FINANCIALS 2020-21
ACTUALS
2021-22
ACTUALS
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Expenditures by Category
Personnel $ 1,644,905 $ 1,751,078 $ 1,808,711 $ 1,890,215 Operating 1,104,378 547,958 1,148,858 835,511
Capital Outlay 4,625 3,760 3,985 4,225
Total Expenditures $ 2,753,909 $ 2,302,795 $ 2,961,554 $ 2,729,951 Funding Sources
General Fund $ 2,673,295 $ 2,203,059 $ 2,844,535 $ 2,617,253 Special Revenue Funds 80,614 99,737 117,019 112,698
Total Funding Sources $ 2,753,909 $ 2,302,795 $ 2,961,554 $ 2,729,951
FULL TIME EQUIVALENT (FTE) PERSONNEL
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
City Manager 1.00 1.00
Assistant City Manager 1.00 1.00
Communications Manager 1.00 1.00
Economic Development Manager 1.00 1.00
Executive Secretary to City Manager 1.00 1.00
Management Analyst I/II 1.00 1.00
Sustainability Analyst 1.00 1.00
Total Merit 7.00 7.00
Total Per Diem - 0.48
Total Positions 7.00 7.48
59 261 of 536
City Manager's Office
METRICS
Economic Development
Business assistance provided
Communications
Number of citywide eNewsletter subscribers
Volunteer Engagement
Number of volunteers and volunteer hours
60 262 of 536
City Manager's Office
TYPE 2020-21
RESULTS
2021-22
RESULTS
2022-23
ESTIMATE
2023-24
TARGET
Workload N/A 100 150 150
Performance 9,955 10,000 11,000 12,000
2,701 vols 1,718 vols 3,500 vols 3,500 vols
33,445 hrs 42,534 hrs 75,000 hrs 75,000 hrs
Workload
61 263 of 536
Community Development
FINANCIALS 2020-21
ACTUALS
2021-22
ACTUALS
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Expenditures by Category
Personnel $ 7,141,426 $ 8,172,076 $ 9,849,799 $ 10,243,857 Operating 3,206,205 12,219,034 5,876,505 5,138,381
Capital Outlay 102,564 64,141 68,336 68,056
Total Expenditures $ 10,450,195 $ 20,455,251 $ 15,794,640 $ 15,450,294 Expenditures by Cost Center
Advance Planning $ 939,440 $ 1,514,332 $ 1,904,075 $ 1,422,665 Current Planning 1,880,366 3,014,611 3,955,592 3,857,770 Permit Center 4,562,402 5,531,408 6,356,198 6,835,803
Code Enforcement 1,088,954 936,876 1,121,879 1,136,151
Housing 1,663,933 9,307,172 2,206,411 1,942,843
Program Support 315,100 150,852 250,485 255,063
Total Expenditures $ 10,450,195 $ 20,455,251 $ 15,794,640 $ 15,450,294 Funding Sources
General Fund $ 1,876,042 $ 1,679,751 $ 2,008,992 $ 1,946,275 Special Revenue Funds 8,574,153 18,837,199 13,785,648 13,504,019 Total Funding Sources $ 10,450,195 $ 20,516,951 $ 15,794,640 $ 15,450,294 62 264 of 536
Community Development
FULL TIME EQUIVALENT (FTE) PERSONNEL
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Community Development Director 1.00 1.00
Administrative Assistant 4.00 4.00
Administrative Technician 2.00 2.00
Associate Planner 6.00 6.00
Building Inspector I/II 7.00 7.00
Building Official 1.00 1.00
Business Manager 1.00 1.00
Code Enforcement Manager 1.00 1.00
Code Enforcement Officer I/II 4.00 3.00
Deputy Building Official - 1.00
Deputy Community Development Director 1.00 1.00
Development Review Technician 5.00 6.00
Housing and Neighborhood Services Manager 1.00 1.00
Housing Specialist I/II 1.00 1.00
Inspection Supervisor 1.00 1.00
Managing Arborist 1.00 1.00
Office Assistant I/II 2.00 2.00
Permit Center Supervisor 1.00 1.00
Plan Check Supervisor 1.00 1.00
Plan Checker Engineer 5.00 5.00
Planning Manager 1.00 1.00
Principal Planner 1.00 2.00
Senior Business Systems Analyst 1.00 1.00
Senior Code Enforcement Officer - 1.00
Senior Development Review Technician 1.00 1.00
Senior Management Analyst 1.00 1.00
Senior Planner 1.00 1.00
Total Merit 52.00 55.00
Total Per Diem 1.18 1.18
Total Positions 53.18 56.18
63 265 of 536
Community Development
METRICS
CDD Administration
Number of staff vacancies within the year
Number of vacancies filled within the year
Building
Number of planning applications for review
Percent of planning application reviews completed within 10 business days Number of residential permits issued that required more than 3 plan checks before approval Number of full review issued residential permits
Number of permit applications received online
Number of special and emergency event responses assisting SMCFD and SMPD Number of responses that were out of regular business hours Number of permits issued - Commercial
Number of permits issued - Residential
Number of permits issued - ADU and JADU (Accessory Dwelling Unit / Junior Accessory Dwelling Unit) Number of Residential VOTC (virtual over the counter) online submittal applications Code Enforcement
Number of complaints received
Percent of new cases investigated/opened
Percent of new cases closed: cases that were opened and closed within reporting quarter Number of all active cases: including cases from previous reporting quarters Percent of existing cases closed
Percent of cases forwarded to the City Attorney’s Office Number of unpermitted construction cases opened
Number of ADU’s receiving 5-year delay of enforcement
Percent of Substandard Housing Condition complaints received - Tenant relocation required Percent of Substandard Housing Condition complaints received - Repeat violator/violations Percent of Substandard Housing Condition complaints received - Pest/rodent infestation - More than 4 units (multifamily) Percent of Substandard Housing Condition complaints received - Pest/rodent infestation - Less than 4 units Percent of Substandard Housing Condition complaints investigated within 48 business hours Housing
Number of housing units repaired/improved through minor home repair, accessibility modifications, and Rebuilding Together grants Percent of time sellers of First Time Buyer and Below Market Rate units offer letters within time described in loan documents Planning
Number of Planning Application submittals
Percent of planning applications that required more than 3 resubmittals before a completeness determination Percent of Planning Application incomplete letters processed within the statutory 30-calendar day turn-around time from the date of submittal Number of Building Application plan check reviews
Percent of Building Application plan check reviews processed within 20 business days after assignment to planner Number of formal neighborhood and outreach meetings held Percent of time Planning Commission Study Sessions are conducted for 100% of Pre-Applications within 120 days from the date of submittal Percent of Zoning Administrator Level Planning Application Decision Letters processed within 20 days 64 266 of 536
Community Development
TYPE 2020-21
RESULTS
2021-22
RESULTS
2022-23
ESTIMATE
2023-24
TARGET
Workload New New 9 5
Workload New New 11 9
Workload New New 162 170
Performance New New 90% 90%
Workload New New 90 75
Workload New New 500 525
Workload New New New 4,500
Workload New New 30 30
Workload New New 10 10
Workload New New 220 250
Workload New New 3,600 3,800
Workload New New 90 115
Workload New New 350 325
Workload New New 100 100
Workload New New 40% 40%
Performance New New 30% 30%
Workload New New 200 200
Performance New New 30% 25%
Workload New New 5% 5%
Workload New New 5 5
Workload New New 0 0
Workload New New 1% 1%
Workload New New 0% 0%
Workload New New 1% 1%
Workload New New 1% 1%
Performance New New 100% 80%
Performance 25 33 18 20
Performance 100% 100% 100% 100%
Workload New New 100 80
Performance New New 25% 20%
Performance New New 100% 100%
Workload New New 1,200 1,000
Performance Modified Modified 80% 80%
Workload Modified Modified N/A 8
Performance Modified Modified 100% 100%
Performance Modified Modified 90% 100%
65 267 of 536
Finance
FINANCIALS 2020-21
ACTUALS
2021-22
ACTUALS
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Expenditures by Category
Personnel $ 2,846,078 $ 2,657,587 $ 3,074,170 $ 3,190,934 Operating 801,176 1,203,260 1,151,895 911,947
Capital Outlay 84,608 75,950 78,440 76,815
Total Expenditures $ 3,731,863 $ 3,936,796 $ 4,304,505 $ 4,179,696 Funding Sources
General Fund $ 3,573,766 $ 3,904,495 $ 4,301,346 $ 4,176,442 Enterprise Fund 158,097 32,302 3,159 3,254
Total Funding Sources $ 3,731,863 $ 3,936,796 $ 4,304,505 $ 4,179,696
FULL TIME EQUIVALENT (FTE) PERSONNEL
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Finance Director 1.00 1.00
Accountant I/II 2.00 2.00
Accounting Assistant I/II 6.00 4.00
Accounting Manager 1.00 1.00
Budget Analyst 1.00 -
Budget Manager - 1.00
Deputy Finance Director 1.00 1.00
Payroll Supervisor 1.00 1.00
Payroll Technician I/II 1.00 1.00
Senior Accountant 2.00 2.00
Senior Accounting Assistant - 2.00
Senior Management Analyst 1.00 1.00
Total Merit 17.00 17.00
Total Per Diem - -
Total Positions 17.00 17.00
66 268 of 536
Finance
METRICS
The City's annual financial statements receive an unmodified opinion from the external auditors The City's Annual Comprehensive Finance Report receives the Government Finance Officers Association Certificate of Achievement for Excellence in Financial Reporting
The City's Annual Comprehensive Finance Report is approved by Council by December 31st Number of business license renewals processed
Number of new business licenses issued
Number of employee paychecks issued
Percent of paychecks issued with no customer-facing errors Number of invoices received
Percent of vendor payments made with no errors
Percent of months City's investment portfolio complies with investment policy Average duration of City's investment portfolio
Percent of months yield on the City's investment portfolio meets benchmark performance targets Percent variance between final estimated revenues and actual revenues for major General Fund taxes Percent of purchase orders processed within 1 business day Number of change orders processed in Purchasing
Number of new credit cards issued
Percent variance between budget and actual General Fund expenditures 67 269 of 536
Finance
TYPE 2020-21
RESULTS
2021-22
RESULTS
2022-23
ESTIMATE
2023-24
TARGET
Performance Yes Yes Yes Yes
Performance Yes TBA Yes Yes
Performance Yes Yes Yes Yes
Workload 6,100 6,100 6,100 6,100
Workload 1,200 1,200 1,300 1,300
Workload 22,000 20,000 20,000 20,000
Performance 100% 100% 100% >99%
Workload 19,190 14,000 14,000 14,000
Performance 99% 99% 99% >99%
Performance 100% 100% 100% 100%
Other 600 days 730 days 600 days 600 days
Performance 100% 100% 100% 100%
Performance 4% 4% 4% 4%
Performance 98% 98% 98% 98%
Workload 195 200 175 175
Workload 40 20 20 20
Performance 5% 5% 5% 5%
68 270 of 536
Human Resources
FINANCIALS 2020-21
ACTUALS
2021-22
ACTUALS
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Expenditures by Category
Personnel $ 2,121,126 $ 2,214,211 $ 2,171,952 $ 2,152,715 Operating 4,229,207 (1,600,905) 4,098,029 3,981,001
Capital Outlay 19,090 29,061 16,714 17,274
Total Expenditures $ 6,369,423 $ 642,368 $ 6,286,695 $ 6,150,990 Funding Sources
General Fund $ 2,106,383 $ 2,104,301 $ 2,340,102 $ 2,284,816 Internal Service Fund 4,263,040 (1,461,933) 3,946,593 3,866,174 Total Funding Sources $ 6,369,423 $ 642,368 $ 6,286,695 $ 6,150,990
FULL TIME EQUIVALENT (FTE) PERSONNEL
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Human Resources Director 1.00 1.00
Human Resources Technician 4.00 4.00
Senior Human Resources Analyst 5.00 5.00
Senior Human Resources Analyst Risk Manager 1.00 1.00
Total Merit 11.00 11.00
Total Per Diem 0.20 0.20
Total Positions 11.20 11.20
69 271 of 536
Human Resources
METRICS
Recruitment, Selection, and Classification
Number of recruitments conducted
Length of time from signed Recruitment Plan to Eligibility List Percent of hiring departments rating recruitment as good or better Annual employee turnover rate
Number of classification reviews and job spec updates
Employee and Labor Relations
Percent of employee performance evaluations completed on time Percent of departing merit employees who have an exit interview Percent of disciplinary actions determined within 60 days from completion of investigation Percent of grievances and disciplinary actions resolved within the agency Number of labor contracts negotiated
Number of employees trained on Employee & Labor Relations Employee Services/Benefits
Number of employees attending benefits seminars (EAP, deferred comp, CalPERS) Percent of employees voluntarily participating in a deferred compensation plan Number of benefits orientations conducted
Number of benefits orientations conducted during NHO
Number of leave requests processed
Number of Wellness Program events per year
Employee Services/Employee Development and Workforce Planning Attendance at training courses
Percent of training participants who were satisfied with the course taken Number of employees participating in the Citywide Talent Exchange Number of employees in Lead Worker, Supervisor, & Leadership Academies Number of employees utlizing professional leadership coaching Workers’ Compensation and Safety
Number of claims opened during the fiscal year
Cost of incurred claims
Percent of new hires receiving IIPP training
Support to SMC Fire
Number of recruitments conducted
Percent of disciplinary actions determined within 60 days from completion of investigation Number of workers' compensation indemnity claims opened in the fiscal year 70 272 of 536
Human Resources
TYPE 2020-21
RESULTS
2021-22
RESULTS
2022-23
ESTIMATE
2023-24
TARGET
Workload 50 64 40 40
Performance 8 weeks 7.0 weeks <10 weeks <10 Weeks
Performance 99.0% 99.7% 90.0% 90.0%
Performance 11.0% 13.4% <15% <15%
Workload 25 42 25 25
Performance 82% 93% 80% 80%
Workload 75% 88% 80% 80%
Performance 49% 100% 90% 90%
Performance 88% 94% 90% 90%
Workload 4555
Workload 91 94 40 40
Performance 160 78 115 115
Performance 76% 80% 80% 80%
Workload 0 N/A N/A N/A
Workload N/A 1 3 3
Workload 209 269 60 60
Workload 2333
Workload 966 1,255 450 450
Performance 90% 90% 90% 90%
Performance 1633
Workload 8 21 24 24
Performance 15 18 12 12
Workload 44 46 <70 <70
Performance $3.6M $3.6M <$3.5M <$3.6M
Performance 100% 98% 100% 100%
Workload 4 11 5 5
Performance 90% 100% 90% 90%
Performance / Workload 25 31 <25 <25
71 273 of 536
Information Technology
FINANCIALS 2020-21
ACTUALS
2021-22
ACTUALS
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Expenditures by Category
Personnel $ 2,599,870 $ 2,699,132 $ 2,892,638 $ 2,900,571 Operating 947,199 990,042 1,532,875 1,582,508
Capital Outlay 55,959 230,648 441,467 4,141,585
Total Expenditures $ 3,603,028 $ 3,919,823 $ 4,866,980 $ 8,624,664 Funding Sources
General Fund $ 3,591,644 $ 3,902,045 $ 4,639,251 $ 4,695,904 Internal Service Fund 11,384 17,778 227,729 3,928,760
Total Funding Sources $ 3,603,028 $ 3,919,823 $ 4,866,980 $ 8,624,664
FULL TIME EQUIVALENT (FTE) PERSONNEL
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Information Technology Director 1.00 1.00
Consulting and Applications Manager 1.00 1.00
Customer Service Manager 1.00 1.00
GIS Coordinator 1.00 1.00
GIS Technician I/II 1.00 1.00
IS Support Technician I/II 2.00 2.00
Network Analyst 1.00 1.00
Senior IS Support Technician 1.00 1.00
Systems Analyst I/II 3.00 3.00
Systems And Network Manager 1.00 1.00
Web Specialist 1.00 1.00
Total Merit 14.00 14.00
Total Per Diem 0.48 0.48
Total Positions 14.48 14.48
72 274 of 536
Information Technology
METRICS
Percent of uptime for databases and applications during business hours Percent of Help Desk calls completed within 48 hours or less Number of Help Desk calls annually
Percent of GIS requests completed within agreed upon time and scope Number of GIS requests annually
Percent of web support requests completed within agreed upon time and scope Number of web support requests annually
Composite Score, technology infrastructure reliability
Annual Customer Satisfaction Survey rating
73 275 of 536
Information Technology
TYPE 2020-21
RESULTS
2021-22
RESULTS
2022-23
ESTIMATE
2023-24
TARGET
Performance 100% 100% 98% 98%
Performance 97% 96% 90% 90%
Workload 3,156 3,535 3,500 3,500
Performance 87% 96% 90% 90%
Workload 66 89 75 75
Performance 84% 86% 90% 90%
Workload 51 24 35 35
Performance 100% 100% 100% 100%
Performance 100% 100% 95% 90%
74 276 of 536
Library
FINANCIALS 2020-21
ACTUALS
2021-22
ACTUALS
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Expenditures by Category
Personnel $ 4,596,627 $ 5,121,669 $ 5,904,064 $ 6,162,475 Operating 2,246,992 2,332,877 2,542,208 2,553,516
Capital Outlay 220,161 190,454 213,232 209,869
Total Expenditures $ 7,063,780 $ 7,645,000 $ 8,659,504 $ 8,925,860 Funding Sources
General Fund $ 7,063,780 $ 7,645,000 $ 8,659,504 $ 8,925,860 Total Funding Sources $ 7,063,780 $ 7,645,000 $ 8,659,504 $ 8,925,860
FULL TIME EQUIVALENT (FTE) PERSONNEL
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
City Librarian 1.00 1.00
Administrative Technician 1.00 1.00
Community Services Coordinator 0.50 0.50
Deputy City Librarian 1.00 1.00
Executive Assistant 1.00 1.00
Librarian I/II 9.63 9.63
Library Assistant I/II 8.75 8.75
Library Technology Specialist 1.00 1.00
Literacy Program Coordinator 1.00 1.00
Literacy Specialist 0.63 0.63
Senior Accounting Assistant 1.00 1.00
Senior Library Assistant 3.00 3.00
Senior Management Analyst 1.00 1.00
Supervising Librarian 3.00 3.00
Supervising Library Assistant 1.00 1.00
Total Merit 34.51 34.51
Total Per Diem 19.81 19.81
Total Positions 54.32 54.32
75 277 of 536
Library
METRICS
Number of non-digital library materials in circulation
Number of digital library materials in circulation
Percent of self-checkout transactions
Number of library patrons receiving technology assistance/instruction Number of participants in library's reading programs
Percent of respondents to Customer Satisfaction Survey who rate library service as excellent or good Number of annual visits by library patrons
Number of patrons served through outreach
76 278 of 536
Library
TYPE 2020-21
RESULTS
2021-22
RESULTS
2022-23
ESTIMATE
2023-24
TARGET
Workload 285,117 282,010 300,000 400,000
Workload 1,130,057 1,856,238 1,900,000 1,900,000
Performance 30% 86% 85% 86%
Workload 889 1 8,808 8,500 8,500
Workload 3,662 2 2,690 5,000 5,000
Performance N/A 96% 90% 90%
Workload 25,168 3 255,644 350,000 350,000
Workload 13,918 4 6,280 6,000 6,000
2. Reading program participation was impacted greatly by COVID-19 mandatory closures, social distancing and limitations to sanitization products needed for book and material distributions.
3. Library visits decreased during 2020-21 due to COVID-19 pandamic.
4. Includes virtual outreach.
1. These performance metrics was significantly impacted by COVID-19 mandatory public building closures, social distancing, and changes in patron behavior related to precautionary measures in the use of public spaces.
77 279 of 536
Parks and Recreation
FINANCIALS 2020-21
ACTUALS
2021-22
ACTUALS
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Expenditures by Category
Personnel $ 10,090,826 $ 10,670,442 $ 12,242,393 $ 12,555,710 Operating 6,391,972 7,688,649 8,843,487 8,848,668
Capital Outlay 291,101 231,992 244,099 262,351
Debt Service 261 - - -
Total Expenditures $ 16,774,159 $ 18,591,082 $ 21,329,979 $ 21,666,729 Expenditures by Cost Center
Arborist $ 1,127,739 $ 1,295,911 $ 1,306,127 $ 1,312,555 Parks Planning 384,765 472,994 579,372 532,715
Parks & Landscapes 5,746,836 6,177,736 6,619,454 6,795,204 Landscape Resources Visitor Managemen 392,277 405,277 402,806 412,785 Community Services 6,689,467 7,872,645 9,795,524 9,946,590 Golf 2,433,075 2,366,520 2,626,696 2,666,879
Total Expenditures $ 16,774,159 $ 18,591,082 $ 21,329,979 $ 21,666,729 Funding Sources
General Fund $ 16,736,733 $ 18,591,082 $ 21,329,979 $ 21,666,729 Special Revenue Funds 37,427 - - -
Total Funding Sources $ 16,774,159 $ 18,591,082 $ 21,329,979 $ 21,666,729 78 280 of 536
Parks and Recreation
FULL TIME EQUIVALENT (FTE) PERSONNEL
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Parks and Recreation Director 1.00 1.00
Administrative Assistant 1.00 1.00
Administrative Technician 1.00 1.00
Business Manager 1.00 1.00
Communications and Public Relations Analyst 1.00 1.00
Community Services Coordinator 5.00 9.00
Community Services Manager 1.00 -
Community Services Section Manager 3.00 2.00
Community Services Supervisor 8.00 7.00
Custodian 1.00 1.00
Deputy Parks and Recreation Director 1.00 1.00
Executive Assistant - -
Golf Course Maintenance Supervisor 1.00 1.00
Golf Equipment Maintenance Specialist 1.00 1.00
Golf Services Manager 1.00 1.00
Irrigation Specialist 2.00 2.00
Landscape Laborer 3.00 3.00
Landscape Maintenance Worker I/II 15.00 15.00
Lead Teacher 4.00 2.50
Managing Arborist 1.00 1.00
Park and Landscape Maintenance Supervisor 1.00 1.00
Park and Landscape Manager 1.00 1.00
Program Assistant I/II 1.00 1.00
Project Manager I/II 1.00 1.00
Senior Accounting Assistant 1.00 1.00
Senior Park Landscape Maintenance Worker 3.00 3.00
Senior Park Ranger 1.00 1.00
Senior Program Assistant 3.00 4.00
Tree Maintenance Specialist 1.00 1.00
Total Merit 65.00 65.50
Total Per Diem 49.22 49.08
Total Positions 114.22 114.58
79 281 of 536
Parks and Recreation
METRICS
Landscape Resources - Parks
We provide environmental stewardship of the City’s park land, civic facilities, medians, islands, and right-of ways.
Number of acres of developed park land, civic facilities, medians, and islands maintained ¹ Cost per acre to maintain developed park land, civic facilities, medians, and islands Percent of maintenance standards met at park land, civic facilities, medians, and islands Percent of park visitors who agree that the park and park landscaping was well maintained Percent of park visitors who reported feeling a high level of safety in our parks Number of acres of developed community parks and neighborhood parks with sports fields Water usage per acre at developed community parks and neighborhood parks ² Percent of maximum labor captured in Cartegraph
Landscape Resources - Trees
We provide environmental stewardship to the City’s street and park trees.
Number of street and park trees maintained
Number of street and park trees pruned annually
Percent of street and park trees pruned annually
Number of new trees planted
Percent of street and park trees removed that are replaced by newly planted trees Number of tree service requests
Percent of tree service requests responded to within 10 working days Golf
We efficiently operate an 18-hole golf course.
Number of golf rounds played annually
Percent of golf tee times utilized
Percent of golf course operating expenses covered by revenues We provide a community resource.
Number of golf course tournaments and clubhouse events facilitated annually Recreation
We provide opportunities for Active and Healthy Lifestyles, Creative Outlets, Creating Community, Youth Development, and Lifelong Learning.
Number of program registrants
Number of special events attendees
We balance providing affordable recreation and access for all with appropriate cost recovery through user fees.
Percent of programs covering costs within the cost recovery target range³ Number of unduplicated youth that received fee assistance to attend Recreation programs We encourage the involvement of youth and create a safe environment for them in our community.
Number of Recreation program registrants who are youth
Percent of Recreation program registrants who are youth Number of youth registrants made water safe through City swim lessons We offer our facilities as a community resource.
Number of public rentals occurring at recreation centers We have happy, satisfied customers.
Percent of course registration occurring online
Percent of Recreation program customers satisfied with overall experience * Results significantly impacted due to the COVID-19 pandemic. ¹ Target does yet include acreage for medians and islands. Staff is working to convert current information on miles to a relevant acreage number. ² Water usage is only tracked in those neighborhood parks with significant sports turf on a calendar year. ³ Cost recovery target range will be part of a study session with City Council to provide direction (Study Session Planned for 2022/23 Q4). 80 282 of 536
TYPE 2020-21
RESULTS
2021-22
RESULTS
2022-23
ESTIMATE
2023-24
TARGET
Workload 289.7 289.7 289.7 289.7
Performance $19,975 $25,000 $26,000 $27,000
Performance 87% 85% 85% 85%
Performance 93% 95% 95% 95%
Performance 95% 97% 95% 95%
Workload 112.9 112.9 112.9 112.9
Performance 521 438 484 484
Performance 73% 75% 70% 70%
Workload 23,600 23,600 23,600 23,600
Performance 2,400 2,400 2,400 2,400
Performance 10% 10% 10% 10%
Workload 130 130 130 150
Performance 100% 100% 110% 110%
Workload 300 300 300 300
Performance 90% 90% 95% 95%
Workload 80,051 78,000 78,000 80,000
Performance 91% 75% 78% 77%
Performance 137% 110% 105% 100%
Workload 195 200 250 275
Workload 6,000 20,000 20,000 24,000
Workload 1,000* 16,000 25,000 26,000
Performance 45% 45% 35% 45%
Other 650 995 600 650
Performance 3,000* 15,000 14,000 16,000
Performance 63% 63% 65% 65%
Performance 200* 2,155 950 1,000
Workload -* 200 400 500
Performance 90% 75% 90% 92%
Performance 90% 90% 90% 90%
81 283 of 536
Police
FINANCIALS 2020-21
ACTUALS
2021-22
ACTUALS
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Expenditures by Category
Personnel $ 43,172,446 $ 44,379,519 $ 47,609,040 $ 49,437,894 Operating 6,555,714 6,924,649 8,446,713 8,762,359
Capital Outlay 491,274 539,625 663,534 644,765
Total Expenditures $ 50,219,434 $ 51,843,793 $ 56,719,287 $ 58,845,018 Expenditures by Cost Center
Dispatch/Communications, Records & Technology Admin $ 4,232,071 $ 4,391,398 $ 7,092,522 $ 7,333,656 Crime Reduction Unit 1,900,485 2,158,215 3,562,610 3,478,057 Criminal Investigations 4,779,653 4,787,527 4,785,565 5,032,727 Downtown Security 647,938 438,331 981,092 758,774
Facilities and Overhead 1,418,783 1,477,724 906,877 909,003 Field Operations Admin Unit 1,379,316 1,422,374 1,936,198 2,039,799 Parking Enforcement 1,458,037 1,313,644 1,622,621 1,683,059 Patrol Unit 23,321,267 24,112,600 22,610,456 25,003,245 Support Services Admin 6,961,937 7,714,529 7,676,319 7,492,331 Traffic Unit 2,347,445 2,275,498 3,395,651 2,887,584
Youth Services 1,365,335 1,082,903 1,416,659 1,509,881
Police Activities League 407,168 669,050 732,717 716,902 Total Expenditures $ 50,219,434 $ 51,843,793 $ 56,719,287 $ 58,845,018 Funding Sources
General Fund $ 47,759,522 $ 51,417,273 $ 55,642,831 $ 57,981,162 Special Revenue Funds 2,459,912 426,520 1,076,456 863,856 Total Funding Sources $ 50,219,434 $ 51,843,793 $ 56,719,287 $ 58,845,018 82 284 of 536
Police
FULL TIME EQUIVALENT (FTE) PERSONNEL
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Chief of Police 1.00 1.00
Administrative Assistant 2.00 2.00
Administrative Technician 1.00 1.00
Business Manager 1.00 1.00
Community Service Officer I/II 4.00 4.00
Communications & Public Relations Analyst 1.00 1.00
Crime and Intelligence Analyst 1.00 1.00
Dispatch Services Supervisor 2.00 2.00
Dispatcher I/II 14.00 14.00
Executive Assistant 1.00 1.00
Facilities Coordinator 1.00 1.00
Management Analyst I/II 1.00 1.00
Police Captain 2.00 2.00
Police Digital Forensic Specialist 1.00 1.00
Police Evidence Analyst 1.00 1.00
Police Lieutenant 6.00 6.00
Police Officer 90.00 90.00
Police Records Specialist I/II 5.00 5.00
Police Records Supervisor 2.00 2.00
Police Sergeant 17.00 17.00
Police Technical Services Administrator 1.00 1.00
Senior Business Systems Analyst 1.00 1.00
Senior Community Service Officer 1.00 1.00
Senior Police Records Specialist 2.00 2.00
Vehicle Abatement Officer 2.00 2.00
Total Merit 161.00 161.00
Total Per Diem 9.40 9.40
Total Positions 170.40 170.40
83 285 of 536
Police
METRICS
Field Operating Services
We take a collaborative approach to address critical factors that contribute to safe streets, and strive to increase safety through implementation of comprehensive Traffic Action Plans conducted in targeted areas based on violations, complaints, and collision data; and seek to mitigate the impact of traffic and parking violations on Number of pedestrian or bicycle collisions with motor vehicles Number of drunk driving arrests
Number of Traffic Action Plans
Number of Abandoned Vehicle Complaints
Percent of reported abandoned vehicle complaints resolved w/in 5 calendar days Number of parking citations issued
We conduct outreach and intervention to assist those experiencing homelessness, mental health crises, or in need of other social services.
Number of homeless outreach/crisis intervention referrals to services Our staff is devoted to protecting with honor and serving with pride by providing ethical and compassionate service to our public.
Percentage of those receiving services who indicate police service received was good or excellent Investigations Services
We work to maintain a safe, secure City through smart policing tactics and data driven strategic policing through prevention, intervention, and enforcement.
Number of reported incidents of violent crime (murder, rape, robbery, aggravated assault) Number of reported incidents of property crime (burglary, motor vehicle theft, auto burglary, larceny, arson) Number of officer-initiated incidents
Number of SMPD calls for service
We offer youth services aimed at providing intervention and diverting juveniles from the Criminal Justice System.
Number of juveniles diverted from the court system to the Youth Services Division Number of youth participating in Police Activities League prevention/intervention programs Support Services
We strive to quickly respond to all emergencies.
Average response time from dispatch of a Priority 1 call to arrival of responding officer Average answering time from moment call enters system to time it takes to answer Number of Priority 1 calls
Percentage of Priority 1 calls dispatched within 90 seconds of receipt We seek to enhance community awareness by increasing our following on social media and through our Neighborhood Watch 2.0 efforts which further elevate participation and encourage new users to subscribe.
Number of subscribers to the Police Department's Community Alert System and social media 84 286 of 536
Police
TYPE 2020-21
RESULTS
2021-22
RESULTS
2022-23
ESTIMATE
2023-24
TARGET
Workload 53 47 60 N/A
Workload 176 150 190 N/A
Workload 48 48 48 N/A
Workload 4,264 2,824 4,300 N/A
Performance 93% 91% 90% 95%
Workload 36,409 37,276 55,000 N/A
Workload 96 103 110 N/A
Performance 97% 95%
new feedback
platform
implemented this
year
95%
Workload 647 723 840 N/A
Workload 2,257 2,147 2,400 N/A
Workload 23,381 25,139 27,000 N/A
Workload 58,250 60,183 65,000 N/A
Workload 7 14 30 20
Workload 1,210 2,174 2,500 3,000
Performance 5 min; 32 sec 5 min; 38 sec 5 min; 30 sec <7 minutes Performance 99% answered
w/in 15 seconds
98.7% answered
w/in 15 seconds
98.5% answered
w/in 15 seconds
95% answered
w/in 15 seconds
Workload 999 1,384 1,400 N/A
Performance 96% 96% 97% 90%
Other 147,876 158,259 166,000 172,000
85 287 of 536
Public Works
FINANCIALS 2020-21
ACTUALS
2021-22
ACTUALS
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Expenditures by Category
Personnel $ 18,279,455 $ 19,345,219 $ 23,407,557 $ 25,448,003 Operating 18,229,764 19,741,847 24,688,131 24,149,817
Capital Outlay 611,126 486,855 772,215 1,014,631
Debt Service - 297,224 - -
Total Expenditures $ 37,120,345 $ 39,871,145 $ 48,867,902 $ 50,612,451 Expenditures by Cost Center
Facilities $ 2,704,060 $ 3,021,841 $ 3,365,434 $ 3,400,182 Fleet 1,834,942 2,050,699 2,537,701 2,525,337
Private Development 1,048,588 1,173,741 1,246,123 1,554,789 Public Works Administrative Services 386,275 384,353 610,160 556,987 Sewer 9,344,193 9,358,110 10,885,683 11,037,188
Solid Waste Management 1,013,616 1,098,312 1,882,268 1,846,158 Storm and Flood Control 890,435 1,174,767 1,290,961 1,829,777 Streets 2,585,988 3,064,006 4,222,196 4,847,155
Transportation 4,772,145 4,887,353 6,069,942 6,117,013
Wastewater Treatment Plant 12,540,102 13,657,963 16,757,435 16,897,867 Total Expenditures $ 37,120,345 $ 39,871,145 $ 48,867,902 $ 50,612,451 Funding Sources
General Fund $ 6,621,946 $ 8,937,413 $ 11,444,764 $ 12,159,747 Special Revenue Funds 3,928,240 2,697,112 3,573,752 4,333,590 Debt Service Fund 61,877 72,943 97,358 96,586
Enterprise Fund 21,969,281 23,091,137 27,848,893 28,097,009 Internal Service Fund 4,539,001 5,072,540 5,903,135 5,925,519 Total Funding Sources $ 37,120,345 $ 39,871,145 $ 48,867,902 $ 50,612,451 86 288 of 536
Public Works
FULL TIME EQUIVALENT (FTE) PERSONNEL
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Public Works Director 1.00 1.00
Administrative Assistant 7.00 6.00
Administrative Technician 1.00 2.00
Associate Engineer 13.00 14.00
Associate Transportation Planner 1.00 1.00
Building Maintenance Supervisor 1.00 1.00
Business Manager 1.00 1.00
Calibration Technician 1.00 1.00
Central Services Worker 1.00 1.00
Communications and Public Relations Analyst 1.00 1.00
Construction Inspector I/II 4.00 4.00
Database Specialist 1.00 1.00
Deputy Director 2.00 2.00
Downtown Coordinator 1.00 1.00
Engineering Manager 3.00 3.00
Engineering Technician I/II 6.00 6.00
Environmental Compliance Inspector 3.00 3.00
Environmental Programs Coordinator 1.00 1.00
Executive Assistant 1.00 1.00
Facilities and Fleet Services Manager 1.00 1.00
Facility Maintenance Worker 3.00 3.00
Field Maintenance Manager 1.00 1.00
Fleet Services Supervisor 1.00 1.00
Instrument Control Technician 1.00 1.00
Laboratory Analyst I/II 3.00 3.00
Laboratory Supervisor 1.00 1.00
Laborer 1.00 1.00
Maintenance Planner 1.00 1.00
Maintenance Worker I/II 24.00 24.00
Management Analyst I/II 3.00 3.00
Principal Transportation Planner 1.00 1.00
Project Manager I/II 3.00 3.00
Public Works Maintenance Leadworker 3.00 3.00
Public Works Supervisor 2.00 2.00
Pump Station Mechanic I/II 2.00 3.00
Pump Station Mechanic III 1.00 1.00
Regulatory Compliance Manager 1.00 1.00
Senior Engineer 7.00 7.00
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Public Works
FULL TIME EQUIVALENT (FTE) PERSONNEL
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Senior Facility Maintenance Worker 3.00 3.00
Senior I&C Technician 1.00 1.00
Senior Management Analyst 1.00 1.00
Solid Waste and Recycling Program Coordinator 1.00 1.00 Solid Waste Technician 1.00 1.00
Traffic and Light Technician 1.00 2.00
Traffic Safety Worker 3.00 3.00
WWTP Electrical Technician 1.00 1.00
WWTP Maintenance Superintendent 1.00 1.00
WWTP Manager 1.00 1.00
WWTP Mechanic I/II 6.00 6.00
WWTP Mechanic III 2.00 2.00
WWTP Operations Superintendent 1.00 1.00
WWTP Operator In-Training/I/II 9.00 10.00
WWTP Operator III 5.00 5.00
WWTP Shift Supervisor 2.00 2.00
Waste Management Supervisor 1.00 1.00
Total Merit 150.00 154.00
Total Per Diem 4.21 4.69
Total Positions 154.21 158.69
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Public Works
METRICS
Clean Water Program
Feet of sewer pipe rehabilitated annually
Number of Private Sewer Lateral Program applicants completing sewer lateral replacement Engineering Services - Capital Improvement Program
Citywide Pavement Condition Index (PCI)
Number of miles in the San Mateo street inventory
Number of street miles in street inventory with PCI 30 or less Number of street miles in street inventory with PCI 25 or less Engineering Services - Transportation and Private Development Number of planning applications received
Number of planning applications reviewed within 20 days Percent of planning applications reviewed within 20 days Number of building permits received
Number of building permits reviewed within 20 days
Percent of building permits reviewed within 20 days
Percent of customer satisfaction score of 3 or higher at PW Counter (Scale: 1 - 5, 1 = Not Satisfied 5 = Extremely Satisfied) Facilities
Percent of graffiti removed from City facilities or Right of Way within 48 hours of reporting Percent of non-emergency rolling fleet that are sustainable Field Maintenance
Number of miles of sewer main cleaned
Percent of sewer pump stations inspected with quarterly preventative maintenance performed Number of sidewalk tripping hazards reported
Number of sidewalk tripping hazards addressed within 7 days (patch or barricade) Percent of traffic signals inspected with semi-annual preventive maintenance performed Percent of streetlights inspected with semi-annual preventative maintenance performed Number of Sanitary Sewer Overflows
Regulatory Compliance
Percent of regulatory requirements monitored and completed on schedule Percent trash reduction in storm water
Number of illegal dumping incidents reported
Wastewater Treatment Plant
Number of days per year the Wastewater Treatment Plant was in full compliance with water, air, and hazardous materials regulations
Millions of gallons of wastewater treated at the City's wastewater treatment plant Cost of treatment at the City's wastewater treatment plant per millions of gallons 89 291 of 536
Public Works
TYPE 2020-21
RESULTS
2021-22
RESULTS
2022-23
ESTIMATE
2023-24
TARGET
Workoad 8,262 9,400 7,000 7,000
Performance 243 172 175 175
Performance 71 72 72 75
Workload 200 200 200 200
Performance 12.2 14.3 11.8 <5
Performance 9.0 12.6 8.7 <5
Workload 110 141 120 110
Performance 88 57 90 77
Performance 80% 43% 90% 70%
Workload 820 1,192 950 1,200
Performance 738 928 850 765
Performance 90% 78% 90% 85%
Performance 90% 85% 90% 90%
Performance 88% 91% 98% 98%
Performance 36% 37% 38% 45%
Workload 247 290 240 250
Performance 100% 74% 100% 100%
Workload 95 145 95 85
Performance 85 144 85 80
Performance 100% 106% 100% 100%
Performance 100% 43% 100% 100%
Workload <10 <10 <10 <10
Performance 100% 100% 100% 100%
Performance 90% 83% 100% 90%
Workload 660 576 650 650
Performance 99% 99% 100% 100%
Workload 3,702 3,834 3,702 4,000
Workload $4,032 $3,382 $3,500 $3,500
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Non-Departmental
FINANCIALS 2020-21
ACTUALS
2021-22
ACTUALS
2022-23
ADJUSTED
BUDGET
2023-24
PROPOSED
BUDGET
Expenditures by Category
Operating $ 71,148,856 $ 74,334,264 $ 79,264,802 $ 83,449,568 Capital Outlay 7,331,474 8,557,315 9,544,779 8,890,507
Debt Service 17,665,485 18,289,040 20,756,267 34,851,761 Total Expenditures $ 96,145,815 $ 101,180,619 $ 109,565,848 $ 127,191,836 Funding Sources
General Fund $ 32,238,109 $ 34,801,995 $ 36,341,849 $ 38,629,561 Special Revenue Funds - 22,007 21,326 21,966
Debt Service Funds 24,197,570 23,999,603 20,326,558 34,126,370 Internal Service Funds 39,710,135 42,357,013 52,876,115 54,413,939 Total Funding Sources $ 96,145,815 $ 101,180,619 $ 109,565,848 $ 127,191,836 Overview
In addition to expenditures that are directly related to departmental operations, there are also significant expenditures that are not directly attributable to the departments. The largest of the non-departmental expenditures is related to our internal services mechanism. To reflect the full cost of operations in departmental budgets, the cost of benefits (medical, dental, pension, etc.) and vehicle/equipment replacement is included in those budgets. To administer these programs in an efficient manner, the actual funds from each department are collected into a series of internal service funds, which consolidate the monies to pay for the benefits and vehicle/equipment replacements. Internal service fund expenses are not included in the total operating budget, as they are already incorporated into each department’s operations.
The second largest non-departmental expenditure reflects the City’s contribution to San Mateo Consolidated Fire Department (SMC Fire), a joint powers authority (JPA) between the City of Belmont, City of Foster City, and City of San Mateo, for fire services. Operations in SMC Fire commenced in January 2019, and in accordance with the JPA, its costs are allocated 20% each to Foster City and Belmont, and 60% to San Mateo. For 2023-24, the City’s contribution amounts to $27.5 million.
The non-departmental budget for 2023-24 also includes $6.8 million in net legacy costs for pension liability, workers’ compensation, and retiree medical related to retirees and former employees from the City’s fire operations that have transferred to SMC Fire. Combined with the contribution to SMC Fire, the City’s cost for fire services totals $34.3 million for 2023-24.
Another large non-departmental expenditure is the payment of debt service. This includes payment for the library general obligation bonds, golf bonds, sewer bonds, lease revenue bonds related to the funding of the police administration building, and lease revenue bonds for street and flood control improvements.
Finally, the General Fund contribution to the Comprehensive Liability Fund is included as part of non-departmental expenditures. The amount for 2023-24 is $2.5 million.
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FUND INFORMATION 127
Fund
Information
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130 CITY OF SAN MATEO PROPOSED 2023-24 BUDGET
Special Revenue
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Police Grants and Safety
POLICE GRANTS AND SAFETY 2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
Beginning Fund Balance $ 256 $ 246 $ 294 $ -
Revenues
Interest Earnings $ 4 $ 5 $ 6 $ 7
Asset Seizure 21 8 - -
State Grants 391 803 564 513
Total Revenues $ 417 $ 816 $ 570 $ 519
Expenditures
Personnel $ 315 $ 695 $ 570 $ 477
Operating 22 72 294 8
Capital Outlay 90 - - -
Total Expenditures $ 427 $ 767 $ 864 $ 485
Ending Fund Balance $ 246 $ 294 $ - $ 34
Values are shown in thousands.
The purpose of the Police Grants and Safety Fund is to receive and track all Police Department grant revenue, asset forfeiture revenue, and corresponding expenditures in accordance with prescribed regulations. Revenues for this fund are comprised of state and federal asset forfeiture funds, and grants from mainly sources such as the Citizens' Option for Public Safety Program's Supplemental Law Enforcement Services Funds (COPS/SLESF); the State Office of Traffic Safety (OTS) Grant; and the State Department of Justice Tobacco Grant Program.
State and federal asset forfeiture funds are assets that have been confiscated by the state or federal government, which are typically the proceeds or instruments of crime. Receiving and tracking asset forfeiture funds in the Police Grants and Safety Fund began in 2018-19. Prior to 2018-19, asset forfeiture funds were deposited into the Capital Improvement Projects Fund. Moving these funds into the Police Grants and Safety Fund allows for greater visibility to available resources and more efficient reporting on how these funds are being utilized.
The COPS/SLESF grant was established in 1996. Compliant cities are allocated a proportionate share of COPS funds by the State for the exclusive purpose of funding supplemental front line law enforcement services. Under the standard grant program allocation, the City of San Mateo is eligible to receive a minimum grant amount of $100,000 each year, with additional proportionate shares based on population estimates determined by the California Department of Finance. Funds for this program cannot supplant existing funding and are to be used for personnel and/or equipment.
In the 2023-24 budget, proceeds from this grant will cover the cost of two partial traffic officer positions. While the COPS program is intended to be ongoing and permanent, there is no guarantee that continued funding will be available. However, the forecast assumes this fund will remain operating as usual.
Recognizing the need to improve overall traffic and transportation safety, Congress passed the National Highway Safety Act, which provides for federal traffic safety funds to states. The California Office of Traffic Safety (OTS) was created to administer the funds and provide grants to both the San Mateo Police Department and regionally to San Mateo County for the purpose of reducing traffic deaths, injuries, and economic losses.
Each year, eligible agencies compete for available funds by submitting proposals to address traffic safety problems. OTS does not have sufficient funds for all submissions, and reviews proposals against several criteria, including the potential traffic safety impact, collision statistics, seriousness of identified problems, and performance on previous grants. San Mateo has been a recipient of this grant annually since 1996. In the 2023-24 budget, proceeds from this grant will provide additional resources to combat impaired driving; enforce traffic laws; and conduct sobriety/driver license checkpoints, DUI saturation patrols, and targeted pedestrian/bicycle safety enforcement operations to help achieve the overarching goal of reducing injury traffic collisions.
The 2023-24 budget also reflects expenditures planned as a result of a grant awarded from the California Department of Justice for the Proposition 56 Tobacco Grant Program. This grant funds a Police Officer position dedicated to reducing and preventing the use of tobacco products among youth, teens, and the community at large through education, outreach, and enforcement activities. The total grant award is $710,114 and will be expended over the course of three years.
The two-year financial plan being presented represents the best estimate of grant revenues and the spending plan as of the update of the budget.
Each aspect will be monitored and adjustments may be made as necessary to keep the fund's balance positive. 94 296 of 536
Solid Waste
SOLID WASTE 2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
2025-26
FORECAST
2026-27
FORECAST
2027-28
FORECAST
Beginning Fund Balance $ 7,832 $ 9,557 $ 10,761 $ 10,171 $ 9,955 $ 9,703 $ 9,392 Revenues
Interest Earnings $ 15 $ 155 $ 160 $ 160 $ 160 $ 160 $ 160 Service Charges 2,991 3,084 2,610 2,632 2,654 2,676 2,699 Other Revenues 662 852 662 662 662 662 662
Total Revenues $ 3,668 $ 4,090 $ 3,432 $ 3,454 $ 3,476 $ 3,498 $ 3,521 Expenditures
Personnel $ 1,313 $ 1,477 $ 2,057 $ 2,098 $ 2,140 $ 2,204 $ 2,270 Operating 535 641 784 800 816 832 849
Capital Outlay 42 18 432 22 22 23 23
Total Expenditures $ 1,890 $ 2,136 $ 3,272 $ 2,919 $ 2,978 $ 3,059 $ 3,142 Transfer Out $ 54 $ 750 $ 750 $ 750 $ 750 $ 750 $ 750
Ending Fund Balance $ 9,557 $ 10,761 $ 10,171 $ 9,955 $ 9,703 $ 9,392 $ 9,021 Values are shown in thousands.
The Solid Waste Fund accounts for garbage collection surcharge revenues, which are restricted by City ordinance to be used for street cleaning and waste management. The street cleaning aspect of this fund consists of keeping 204 curb miles of streets swept, as well as cleaning and maintaining City-owned parking lots. The waste management aspect of this fund involves the coordination and oversight of a range of programs and activities that provide the community with solid waste and recycling services.
Included in the service charges is $750,000 per year that the fund receives through the garbage collection provider for capital improvements related to the trash load reduction requirements of the Municipal Regional Plan issued by the Regional Quality Control Board. The five-year plan shows the transfer out of these funds to the Capital Improvement Projects Fund for trash capture device projects to meet the trash reduction requirements.
Fund balance has accumulated in this fund as expenditures have been lower than expected over the past several years.
Going forward, services for street cleaning and waste management will continue to be evaluated to ensure that the level of support being provided is sufficient. Service charges will continue to be evaluated and adjusted as necessary to ensure alignment with expected expenditures and appropriate reserve levels. 95 297 of 536
HOME
HOME 2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
Beginning Fund Balance $ 942 $ 373 $ 434 $ 439
Revenues
Loan Payments $ 87 $ 61 $ 15 $ 15
Total Revenues $ 87 $ 61 $ 15 $ 15
Expenditures
Operating $ 5 $ - $ 10 $ 10
Loan Forgiveness 650 - - -
Total Expenditures $ 655 $ - $ 10 $ 10
Ending Fund Balance $ 373 $ 434 $ 439 $ 444
Values are shown in thousands.
The HOME Investment Partnership (HOME) Program is a federal grant used to assist rental and homeownership housing opportunities for households up to 60-80% of the median income. The City received an annual HOME grant from 1994 to 2016. The fund now includes program income from loan repayments from loans funded with HOME monies in the past.
The program income from prior HOME loans will continue to be collected, and potential projects will be identified as the fund balance reaches an appropriate level. Resources accumulated fund HOME-eligible uses, such as new construction of housing, acquisition and rehabilitation of existing buildings, and down payment assistance. $650,000 has been committed to finance the construction of a new affordable housing project in Downtown San Mateo. 96 298 of 536
Community Development Block Grant
CDBG FUND 2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
Beginning Fund Balance $ 375 $ 357 $ 209 $ 50
Revenues
Intergovernmental Contributions $ 1,743 $ 369 $ 696 $ 696 Loan Payments 31 5 8 8
Total Revenues $ 1,774 $ 374 $ 704 $ 704
Expenditures
Personnel $ 26 $ 48 $ 24 $ 24
Operating 738 457 229 224
Total Expenditures $ 764 $ 505 $ 253 $ 248
Transfer Out $ 1,028 $ 17 $ 610 $ 410
Ending Fund Balance $ 357 $ 209 $ 50 $ 96
Values are shown in thousands.
The Community Development Block Grant (CDBG) Program is a federal grant from the Department of Housing and Urban Development (HUD) that provides flexible funding for community development projects and programs to assist lower income neighborhoods and households up to 80% of the median income. San Mateo has participated in this program since 1977. The fund consists of draws against the grant letter of credit, as well as program income from loan repayments from loans funded with CDBG in the past. The letter of credit consists of prior year unexpended funds in addition to the annual grant. These funds are held by HUD and drawn down on a reimbursement basis to the City.
In FY 2020-21 City received $1,260,683 additional funds to specifically address COVID related impacts to community.
Expenditures of these funds started in 2020 and continued to be drawn from 2021 to 2023 for emergency rental assistance and small business assistance to child care providers.
For the next two years, CDBG funds will be used for Community Funding grants to local social service agencies who serve lower income residents, facility repairs for local service agencies, minor home repairs to lower income homeowners, pedestrian and bike improvements in North Shoreview and North Central neighborhoods, and program administration. 97 299 of 536
Advance Planning
ADVANCE PLANNING 2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
2025-26
FORECAST
2026-27
FORECAST
2027-28
FORECAST
Beginning Fund Balance $ 5,213 $ 4,605 $ 4,459 $ 4,878 $ 5,270 $ 5,634 $ 5,968 Revenues
Interest Earnings $ (132) $ 89 $ 92 $ 92 $ 92 $ 92 $ 92 General Plan Maintenance Fee 1,039 1,590 1,700 1,700 1,700 1,700 1,700 State Grants - - 50 50 50 50 50
Total Revenues $ 906 $ 1,679 $ 1,842 $ 1,842 $ 1,842 $ 1,842 $ 1,842 Expenditures
Personnel $ 601 $ 568 $ 597 $ 609 $ 621 $ 633 $ 646
Operating 913 1,141 825 841 857 874 891
Total Expenditures $ 1,514 $ 1,709 $ 1,423 $ 1,450 $ 1,478 $ 1,507 $ 1,537 Transfer Out $ - $ 116 $ - $ - $ - $ - $ -
Ending Fund Balance $ 4,605 $ 4,459 $ 4,878 $ 5,270 $ 5,634 $ 5,968 $ 6,274 Values are shown in thousands.
The Advance Planning Fund accounts for the General Plan maintenance fee collected through building permits and expenditures for activities related to preparing long-term plans and policy documents for the physical and economic development of the City, including the General Plan update. These plans and policies are used for the evaluation of development projects and determining priorities for public improvements.
Prior to 2021-2022, the Community Development Department increased the General Plan maintenance fee to account for the costs associated with several long-range planning efforts the City needs to complete. Although revenue was down in 2021-2022, the maintenance fee is expected to bring in additional revenue in future years given the volume and size of the projects in the development pipeline.
It is anticipated that operating expenditures will be lower in 2023-24 largely due to the bulk of the General Pan Update being completed in prior fiscal years. In future budget years, Advance Planning staff will be monitoring passage and implementation of new State legislation, the next iteration of the Sustainable Communities Strategy (Plan Bay Area) by the Association of Bay Area Governments and Metropolitan Transportation Commission, completing near-term Zoning Code Amendments, preparing and adopting the General Plan Update, creating objective design standards for residential development, and implementing general planning, zoning, and policy recommendations as directed by the City Council. In future cycles, the implementation of the General Plan Update and revision of the City’s various specific plans and zoning code will be funded by the Advance Planning Fund.
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Construction Services
The Construction Services Fund accounts for building permit revenues and expenditures for activities related to the review of private development projects to achieve high quality and long-term economic growth in the City. Building Division staff members also ensure that new construction meets established standards for health and safety, accessibility, energy efficiency, and provide public education to enhance the safety of existing buildings and better awareness of building codes.
Over the last several years, fund balance has grown significantly. Revenue in this fund is for services to be provided over time, and therefore, the significant fund balance will be needed over time to provide services for existing projects in process. While revenues in the five-year plan are expected to remain stable in the near term, service demand is expected to remain high to fully process existing projects. This is reflected in the ending fund balance being drawn upon over the course of the five-year plan.
Beginning in 2019-20, lease payments through a transfer out have been made to the General Fund for space occupied by construction services staff in City Hall. Additionally, a number of funding commitments are made to transfer out to the Capital Improvement Projects Fund to support the digital storage of property records and electronic review of plans submittals, the traffic model update, and facilities improvements.
Beginning in 2021-22 through 2023-24, as part of the fiscal sustainability plan, and in recognition of the General Fund not charging the full administrative burden to the Construction Services Fund since the Great Recession, a total of $10 million over the three year period to the Capital Improvement Projects Fund will supplant the General Fund transfer to support priority general capital projects, such as the high voltage streetlight conversion.
CONSTRUCTION SERVICES 2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
2025-26
FORECAST
2026-27
FORECAST
2027-28
FORECAST
Beginning Fund Balance $ 41,364 $ 36,314 $ 35,320 $ 26,155 $ 21,973 $ 17,999 $ 14,110 Revenues
Interest Earnings $ (1,059) $ 458 $ 479 $ 479 $ 479 $ 479 $ 479 Plan Check Fees 4,282 6,134 3,156 3,199 3,243 3,288 3,334 Permit Fees 4,196 5,493 4,660 4,753 4,848 4,945 5,044
Other Fees 323 496 525 536 546 557 568
Total Revenues $ 7,741 $ 12,580 $ 8,820 $ 8,967 $ 9,117 $ 9,269 $ 9,425 Expenditures
Personnel $ 7,141 $ 6,795 $ 9,371 $ 9,374 $ 9,377 $ 9,380 $ 9,383 Operating 2,753 2,215 3,049 3,096 3,144 3,194 3,245
Capital Outlay 38 39 39 39 39 39 39
Total Expenditures $ 9,932 $ 9,049 $ 12,459 $ 12,509 $ 12,560 $ 12,613 $ 12,667 Transfer Out $ 2,859 $ 4,525 $ 5,526 $ 640 $ 530 $ 546 $ 563 Ending Fund Balance $ 36,314 $ 35,320 $ 26,155 $ 21,973 $ 17,999 $ 14,110 $ 10,305 Values are shown in thousands.
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The Gas Tax Fund accounts for gasoline tax revenues that are utilized for street-related operating and capital costs. The fund makes an annual transfer to the General Fund to partially offset eligible operating costs related to the City's streets and roads maintenance programs. Additionally, it makes annual contributions to the Capital Improvement Projects Fund to fund various capital improvement projects.
Fuel consumption was sharply down during the height of the COVID-19 pandemic but has largely recovered to the prepandemic rate of consumption. Fuel prices increased steeply due to inflation but the price of fuel no longer has a direct effect on local streets and roads revenues because gas tax rates are per gallon, regardless of price. Scheduled gax tax rate increases help keeping the revenue growth at a modest pace. Based on the State Department of Finance (DOF) estimates, staff anticipates the City's gas tax revenues will reach $2.7 million in 2022-23, and further increase to $3 million for 2023-24. The five-year plan maintains the annual transfer to the General Fund, and makes contributions to the Capital Improvement Projects Fund to fund street reconstruction and rehabilitation projects. As more information becomes available on the impacts to gasoline tax revenues, this plan will be updated accordingly.
GAS TAX 2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
2025-26
FORECAST
2026-27
FORECAST
2027-28
FORECAST
Beginning Fund Balance $ 679 $ 1,081 $ (565) $ 198 $ 11 $ 6 $ 73 Revenues
Interest Earnings $ (18) $ 12 $ 12 $ 12 $ 12 $ 12 $ 12
State Gas Tax 1,465 1,810 1,971 2,010 2,050 2,091 2,132 Gas Tax In Lieu of
Prop 42 721 908 1,048 1,069 1,090 1,112 1,134
Total Revenues $ 2,168 $ 2,730 $ 3,030 $ 3,091 $ 3,152 $ 3,215 $ 3,278 Transfer Out $ 1,766 $ 4,376 $ 2,268 $ 3,278 $ 3,158 $ 3,148 $ 3,148 Ending Fund Balance $ 1,081 $ (565) $ 198 $ 11 $ 6 $ 73 $ 204 Values are shown in thousands.
Gas Tax
100
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CITY HOUSING 2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
Beginning Fund Balance $ 956 $ 1,058 $ 939 $ 775
Revenues
Interest Earnings $ - $ 18 $ 18 $ 18
Miscellaneous 150 - 16 16
Total Revenues $ 150 $ 18 $ 34 $ 34
Expenditures
Contribution to Other Agencies $ 47 $ 47 $ 47 $ 47
Contribution to First Time Home Buyers - 90 150 150
Operating 1 - 2 2
Total Expenditures $ 48 $ 137 $ 199 $ 199
Ending Fund Balance $ 1,058 $ 939 $ 775 $ 610
Values are shown in thousands.
The City Housing Fund captures a variety of housing-related revenues, including loan repayments from the defunct federal Rental Rehabilitation Program, a pro rata share of the original homebuyer loans at the Meadow Court housing complex, fees collected for housing loan subordination requests, and the fractional Below Market Rate (BMR) program in lieu fees.
This fund can be used to assist housing-related projects when the fund balance is sufficient and appropriate projects are identified. For the next two years, funds are set aside to assist first-time homebuyers on purchasing housing units that the City has acquired in order to retain their below market rate status. Additionally, funds will be used to pay for financial assistance to Samaritan House for Safe Harbor, the county-wide homeless shelter located in South San Francisco, and the City membership fee for The Housing Endowment and Regional Trust of San Mateo County (HEART), the countywide housing trust fund. These expenditures cannot be covered by other housing funds since they are not located in the city limits of San Mateo.
City Housing
101
303 of 536
LOW AND MODERATE INCOME HOUSING ASSET 2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
Beginning Fund Balance $ 7,072 $ 4,331 $ 4,542 $ 4,683
Revenues
Interest Earnings $ 28 $ 64 $ 73 $ 73
Loan Payments 165 244 214 220
Total Revenues $ 193 $ 308 $ 287 $ 293
Expenditures
Personnel $ 45 $ 45 $ 48 $ 48
Operating 40 51 99 99
Loan Forgiveness 2,850 - - -
Total Expenditures $ 2,934 $ 96 $ 146 $ 147
Ending Fund Balance $ 4,331 $ 4,542 $ 4,683 $ 4,829
Vales are shown in thousands.
The Low and Moderate Income Housing Asset Fund consists of loan payments, lease payments, sale of property, and any other revenue generated from loans or assets held by the City as Housing Successor to the former Redevelopment Agency.
State law regulates the use of these funds to support housing projects that assist households whose income ranges up to 80% of median income.
The fund also consists of administrative costs to monitor existing housing projects, manage the existing loan portfolio, and plan for new projects. $2.85 million was committed in a prior fiscal year to finance the construction of a new affordable housing project in Downtown San Mateo.
Low and Moderate Income Housing Asset
102
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PARKS AND RECREATION
REVENUE
2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
2025-26
FORECAST
2026-27
FORECAST
2027-28
FORECAST
Beginning Fund Balance $ 12,560 $ 12,126 $ (2,154) $ 5,746 $ 15,063 $ 8,336 $ 6,245 Revenues
Interest Earnings $ (329) $ 182 $ 187 $ 187 $ 187 $ 187 $ 187 Parks and Recreation Tax and Fees 137 143 10,780 19,672 1,229 1,740 1,000 Total Revenues $ (192) $ 325 $ 10,967 $ 19,859 $ 1,416 $ 1,927 $ 1,187 Expenditures
Operating $ 17 $ 16 $ 17 $ 17 $ 18 $ 18 $ 18
Total Expenditures $ 17 $ 16 $ 17 $ 18 $ 18 $ 18 $ 19
Transfer Out $ 225 $ 14,589 $ 3,050 $ 10,525 $ 8,125 $ 4,000 $ 2,000 Ending Fund Balance $ 12,126 $ (2,154) $ 5,746 $ 15,063 $ 8,336 $ 6,245 $ 5,413 Values are shown in thousands.
The Parks and Recreation Revenue Fund accounts for parks and recreation tax, park impact fees, and park in-lieu fees. Revenue projections are based on residential building projects, and are thus dependent on development activity.
Accumulated resources in this fund are utilized to fund parks and recreation related projects through a transfer to the Capital Improvement Projects Fund.
Major transfers planned for 2023-24 include improvements related to King and Joinville pool assessments and improvements, as well as the Central Park Master Plan and sports field conversion to turf. Transfers planned beyond 2023- 24 include improvement to citywide play area upgrade, the Central Park Master Plan, sports field conversion to turf, and continued assessments and improvements to the King Pool.
Parks and Recreation Revenue
103
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TRAFFIC IMPACT FEE 2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
2025-26
FORECAST
2026-27
FORECAST
2027-28
FORECAST
Beginning Fund Balance $ 843 $ 257 $ (1,707) $ 780 $ 3,387 $ 5,825 $ 5,541 Revenues
Interest Earnings $ (21) $ - $ 32 $ 36 $ 36 $ 36 $ 36
Traffic Impact Fees 25 2,917 2,505 2,821 3,252 530 500
Total Revenues $ 4 $ 2,917 $ 2,537 $ 2,857 $ 3,288 $ 566 $ 536 Transfer Out $ 590 $ 4,882 $ 50 $ 250 $ 850 $ 850 $ 850 Ending Fund Balance $ 257 $ (1,707) $ 780 $ 3,387 $ 5,825 $ 5,541 $ 5,227 Values shown in thousands.
The Traffic Impact Fee Fund accounts for revenues that are collected to fund various capital projects to mitigate the traffic related cumulative impacts of new development. Revenues from this fund were used to partially pay for traffic calming projects, construction costs of new traffic signals, and to fund infrustructure projects such as the 25th Ave. Grade Separation Project, which was completed in 2021, and the Railroad Avenue Wall Enhancement project. These expenditures left the fund with a negative balance. The General Fund and/or the Capital Improvement Projects Fund temporarily loaned funds to the Traffic Impact Fee Fund to cover the City's contributions for these capital improvement projects. In the five-year Capital Improvement Plan, transfers are being made to fund bicycle projects, the Citywide Traffic Calming project, and the Traffic Impact Fee update.
Traffic Impact Fee
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The Commercial Linkage Fee is an assessment on new commercial developments to address the impacts of new job creation on housing availability and affordability for workers. Developers pay a fee based on square footage of new commercial space depending on type of use: office, retail, or hotel. The funds are to be used for housing programs to assist workers who make up to 120% of the area median income. Examples of housing programs can include acquisition, rehabilitation, or new construction of housing.
The fund balance is being accumulated over the period of this forecast. Potential projects will be identified as the fund balance reaches an appropriate level. Accumulated resources will be utilized to fund projects through a transfer to the Capital Improvement Projects Fund, and this plan will be updated accordingly as more information is available. $4 million was committed from the fund to finance the construction of a new affordable housing project in Downtown San Mateo and the fund drawdown occured in 2021-22.
Commercial Linkage Fee
COMMERCIAL LINKAGE FEE 2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
Beginning Fund Balance $ 7,157 $ 3,160 $ 3,264 $ 3,383
Revenues
Interest Earnings $ (126) $ 109 $ 125 $ 125
Commercial Linkage Fee 133 - - -
Total Revenues $ 7 $ 109 $ 125 $ 125
Expenditures
Operating $ 5 $ 5 $ 5 $ 5
Loan Forgiveness 4,000 - - -
Total Expenditures $ 4,005 $ 5 $ 5 $ 5
Ending Fund Balance $ 3,160 $ 3,264 $ 3,383 $ 3,503
Values are shown in thousands.
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ROAD MAINTENANCE AND
REHABILITATION ACCOUNT
2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
2025-26
FORECAST
2026-27
FORECAST
2027-28
FORECAST
Beginning Fund Balance $ 2,037 $ 2,166 $ 480 $ 1,111 $ 1,320 $ 1,411 $ 1,584 Revenues
Road Maintenance and
Rehabilitation $ 2,090 $ 2,294 $ 2,614 $ 2,693 $ 2,773 $ 2,857 $ 2,942 Interest Earnings (68) 15 17 17 17 17 17
Total Revenues $ 2,022 $ 2,309 $ 2,631 $ 2,710 $ 2,790 $ 2,874 $ 2,959 Transfer Out $ 1,892 $ 3,995 $ 2,000 $ 2,500 $ 2,700 $ 2,700 $ 2,700 Ending Fund Balance $ 2,166 $ 480 $ 1,111 $ 1,320 $ 1,411 $ 1,584 $ 1,844 Values are shown in thousands.
The Road Maintenance and Rehabilitation Account (RMRA) Fund was created in 2020-21. It accounts for transportation taxes established by the Road Repair and Accountability Act of 2017 (SB 1). Prior to 2020-21, RMRA revenues were deposited in the Gas Tax Fund, and then subsequently transferred to the Capital Improvement Projects Fund to fund eligible projects. Moving this revenue source into its own special revenue fund creates greater visibility to available resources for projects and will allow for more efficient reporting on how these funds are being utilized.
Based on the State Department of Finance (DOF) estimates, staff anticipates that the RMRA revenues will be approximately $2.9 million for FY 2022-23 and $2.6 million for FY 2023-24. Accumulated resources from the RMRA revenues will be utilized to fund street reconstruction and rehabilitation projects through a transfer to the Capital Improvement Projects (CIP) Fund. In the five-year plan, the annual transfers to CIP are over $2 million each year.
Road Maintenance and Rehabilitation Account
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PERMANENT LOCAL HOUSING ALLOCATION 2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
Beginning Fund Balance $ - $ (23) $ (23) $ (23)
Revenues
Interest Earnings $ (2) $ - $ - $ -
State Grants 177 368 500 500
Total Revenues $ 175 $ 368 $ 500 $ 500
Expenditures
Operating $ 198 $ 368 $ 500 $ 500
Total Expenditures $ 198 $ 368 $ 500 $ 500
Ending Fund Balance $ (23) $ (23) $ (23) $ (23)
Values are shown in thousands.
The Permanent Local Housing Allocation (PLHA), which began in Fall 2020, is a State Grant that will continue on an annual basis based on actual State receipts of document recording fees. These funds are flexible as long as they are used for housing-related projects and programs that assist in addressing the unmet housing needs of San Mateo.
The fund supports two programs to support housing affordability in the City. The first is an operations subsidy for client services at the affordable housing development Montara and a rapid rehousing program with case management, which will use the remainder of the annual grant.
Permanent Local Housing Allocation
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The Landfill Fund was initially set up as a debt service fund to account for debt service payments for the landfill revenue bonds. Since the landfill bonds have been paid off, starting in fiscal year 2022-23, the Landfill Fund was reclassified to a special revenue fund. Surcharge revenues collected will be reviewed and adjusted in future years to reflect the reduction of the debt service obligation.
The Landfill Fund will continue to maintain a fund balance that is sufficient to meet the City's landfill closure and postclosure obligations.
Landfill
LANDFILL 2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
Beginning Fund Balance $ 2,923 $ 3,368 $ 3,921 $ 4,479
Revenues
Interest Earnings $ (82) $ 50 $ 55 $ 55
Garbage Collection Surcharge 600 600 600 600
Total Revenues $ 518 $ 650 $ 655 $ 655
Expenditures
Personnel $ 26 $ 27 $ 27 $ 27
Operating 46 70 70 70
Total Expenditures $ 73 $ 97 $ 97 $ 97
Ending Fund Balance $ 3,368 $ 3,921 $ 4,479 $ 5,037
Values are shown in thousands.
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148 CITY OF SAN MATEO PROPOSED 2023-24 BUDGET
Debt Service
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The City has two debt service funds: the Street and Flood Control Projects Bond Fund and the General Obligation Bonds Fund.
The Street and Flood Control Projects Bond Fund is a new fund that accounts for debt service payments on lease revenue bonds issued in 2019-20 to finance the construction and acquisition of public improvements of the City, including street and flood control improvements. As these improvements are part of the Measure S initiatives, revenues from Measure S are transferred into this fund to administer the debt services. Additionally, a benefit assessment district was created in the North Shoreview neighborhood as it relates to the flood control improvements. Assessment levies are expected to be collected beginning 2023-24, and will pay approximately 6.9% of annual debt service beginning 2024-25. The remaining debt service is funded by the Measure S.
Street & Flood Control Projects Bond
STREET & FLOOD CONTROL PROJECTS BOND 2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
Beginning Fund Balance $ 12 $ 5 $ 5 $ 5
Revenues
Interest Earnings $ (8) $ - $ - $ -
Total Revenues $ (8) $ - $ - $ -
Expenditures
Operating $ 29 $ 61 $ 63 $ 64
Debt Service 2,634 2,632 2,629 2,629
Total Expenditures $ 2,663 $ 2,693 $ 2,692 $ 2,694
Transfer In $ 2,664 $ 2,693 $ 2,692 $ 2,694
Ending Fund Balance $ 5 $ 5 $ 5 $ 5
Values are shown in thousands.
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The General Obligation Bonds Fund accounts for voter-approved property tax revenues and debt service payments on the City's general obligation bonds that were utilized to finance the construction, acquisition, and improvement of a new main library and the improvement of the City's branch libraries.
Other debt of the City is housed directly in the applicable operating and capital funds, with payments for debt service listed as a line item in the financial plans.
The City is bound by a provision in state law limiting the indebtedness for California cities to 15% of the assessed value of all real and personal property of the city. Based on the projected 2023-24 assessed value of $36.2 billion, San Mateo's legal debt limit for 2023-24 is $5.4 billion. For 2023-24, the City will be at only 0.3% of its legal debt limit. This statutory limitations applies only to bonded indebtedness of the City payable from proceeds of taxes levied on a property. For San Mateo, this includes only the general obligation bonds.
General Obligation Bonds
GENERAL OBLIGATION BONDS 2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
Beginning Fund Balance $ 5,688 $ 5,929 $ 5,970 $ 6,011
Revenues
Interest Earnings $ (128) $ 97 $ 99 $ 99
Property Taxes 2,448 2,041 2,049 2,131
Total Revenues $ 2,320 $ 2,138 $ 2,148 $ 2,230
Expenditures
Operating $ 33 $ 57 $ 59 $ 59
Debt Service 2,046 2,041 2,049 2,062
Total Expenditures $ 2,079 $ 2,098 $ 2,108 $ 2,121
Ending Fund Balance $ 5,929 $ 5,970 $ 6,011 $ 6,121
Values are shown in thousands.
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2% Hotel Tax
2% HOTEL TAX 2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
2025-26
FORECAST
2026-27
FORECAST
2027-28
FORECAST
Beginning Fund Balance $ (572) $ (1,364) $ 14 $ 37 $ 201 $ 508 $ 817 Revenues
Transient Occupancy Tax $ 650 $ 833 $ 1,000 $ 1,167 $ 1,333 $ 1,360 $ 1,387 Total Revenues $ 650 $ 833 $ 1,000 $ 1,167 $ 1,333 $ 1,360 $ 1,387 Expenditures
Operating $ 128 $ 136 $ 139 $ 142 $ 145 $ 147 $ 150
Debt Service 467 720 838 861 882 903 927
Total Expenditures $ 596 $ 856 $ 977 $ 1,003 $ 1,027 $ 1,050 $ 1,077 Transfer In $ - $ 1,450 $ - $ - $ - $ - $ -
Transfer Out $ 1,234 $ 49 $ - $ - $ - $ - $ -
Ending Fund Balance $ (1,364) $ 14 $ 37 $ 201 $ 508 $ 817 $ 1,127 Values are shown in thousands.
The 2% Hotel Tax Fund accounts for the Measure C voter-approved 2% hotel tax revenue, the related transfers to the Capital Improvement Program Fund, and the debt service on the variable rate bonds that were utilized to partially fund the police administration facility.
Due to COVID, hotel taxes decreased significantly. $4 million was transfered out to support the construction work related to the new Fire Station 25 and to the Borel Park development. As a result, the fund balance went negative at the close of 2021-22. Through FY 2022-23 mid-year budget review, the Council approved making a one-time General Fund transfer to bring the fund back to positve. As shown on the five-year plan, staff anticipates hotel taxes will continue to recover, and the 2% Hotel Tax Fund will accumulate suffcient funds to pay for debt service and related expenses. 112
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156 CITY OF SAN MATEO PROPOSED 2023-24 BUDGET
Capital Project
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CAPITAL
IMPROVEMENT
PROJECTS
2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
2025-26
FORECAST
2026-27
FORECAST
2027-28
FORECAST
Beginning Fund Balance $ 63,800 $ 55,482 $ 10,059 $ 9,658 $ 4,030 $ 4,151 $ 5,644 Revenues
Taxes, Fees, and Charges $ 8,830 $ 37,208 $ 13,612 $ 21,087 $ 18,959 $ 14,419 $ 12,517 Transfers from Sewer
Fund 185,905 305,765 41,360 31,190 7,790 25,635 17,010
Other Sources 14,724 131,936 22,259 15,140 6,342 7,889 21,900 Total Revenues $ 209,459 $ 474,909 $ 77,231 $ 67,416 $ 33,091 $ 47,943 $ 51,427 Expenditures
Capital Outlay $ 218,396 $ 520,332 $ 78,032 $ 73,444 $ 33,370 $ 46,850 $ 50,665 Total Expenditures $ 218,396 $ 520,332 $ 78,032 $ 73,444 $ 33,370 $ 46,850 $ 50,665 Other Sources $ 619 $ - $ 400 $ 400 $ 400 $ 400 $ 400
Ending Fund Balance $ 55,482 $ 10,059 $ 9,658 $ 4,030 $ 4,151 $ 5,644 $ 6,806 Values are shown in thousands.
The Capital Improvement Projects Fund is where the majority of the City's capital-related financials reside. Revenues for this fund include transfers in from other funds, including the General, Gas Tax, Sewer, Parks and Recreation Revenue, Road Maintenance and Rehabilitation, and Traffic Impact Fee Funds, as well as from other tax and fee revenues. Projects in the Capital Improvement Project Fund are outlined in the CIP section of this budget document, and detailed information about revenues and expenditures related to projects can be found in that section.
Capital Improvement Projects
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160 CITY OF SAN MATEO PROPOSED 2023-24 BUDGET
Enterprise
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Sewer
SEWER (CASH BASIS) 2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
2025-26
FORECAST
2026-27
FORECAST
2027-28
FORECAST
Beginning Fund Balance $ 157,611 $ 354,734 $ 185,647 $ 41,995 $ 144,630 $ 188,336 $ 191,991 Revenues
Interest Earnings $ 2,500 $ 984 $ 1,012 $ 1,000 $ 1,000 $ 1,000 $ 1,000 Operating Revenues 71,663 78,229 80,569 82,828 85,260 87,765 90,344 Bond/Loan Proceeds and
Capital Contributions 322,797 7,349 4,878 108,302 25,933 1,060 1,060 Total Revenues $ 396,961 $ 86,563 $ 86,459 $ 192,130 $ 112,193 $ 89,826 $ 92,404 Expenses
Operating and Maintenance $ 24,409 $ 25,843 $ 28,492 $ 29,827 $ 31,228 $ 32,700 $ 34,245 Capital Projects 153,896 200,000 173,562 31,190 7,790 25,635 17,010 Debt Service 21,533 28,013 28,056 28,478 29,469 27,835 27,835 Total Expenses $ 199,838 $ 253,855 $ 230,111 $ 89,495 $ 68,488 $ 86,170 $ 79,090 Transfer Out $ - $ 1,794 $ - $ - $ - $ - $ -
Ending Fund Balance $ 354,734 $ 185,647 $ 41,995 $ 144,630 $ 188,336 $ 191,991 $ 205,305 Values are shown in thousands.
The Sewer Fund consists of the sewer collection systems, the Wastewater Treatment Plant (WWTP), and disposal facilities serving the residents and businesses of San Mateo, Foster City, and portions of the neighboring communities of Hillsborough, Belmont, the Crystal Springs County Sanitation District, and certain unincorporated areas of the County. The sewer enterprise system currently serves approximately 30,000 customer accounts in the City and approximately 11,000 customer accounts in Foster City and the subregional customer communities utilizing the WWTP.
The fund's financial plan consists of two elements: (1) the 2023-24 proposed operating budget and forecast of future operational needs, and (2) estimated cash inflows and outflows for sewer capital improvement projects (CIP) during the forecast period. The capital expenses identified in this financial plan, as well as the corresponding bond/loan proceeds, are predominantly related to the execution of the Clean Water Program, which is discussed in detail in the Capital Improvement Program section of this document.
In 2018, the City Council adopted a five-year sewer rate structure for fiscal years 2018-19 through 2022-23 designed to provide sufficient revenues to fund ongoing operations and capital projections. The 50/50 volumetric/fixed fee structure was implemented. The new rate structure introduced a fixed monthly fee to better stabilized revenue and help address revenue reductions due to increased water conservation. A recent Sewer Rate Study found that the past rate increases have put the City's sewer fund in a good financial position. Additionally, the City has been successful in getting a large amount of the Clean Water Program financed with low interest rate loans. As a result, only inflationary level rate increases will be required for future years.
The financial plan will be continually monitored and this plan will be updated accordingly. 116
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164 CITY OF SAN MATEO PROPOSED 2023-24 BUDGET
Internal Services
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Vehicle and Equipment Replacement
VEHICLE AND EQUIPMENT
REPLACEMENT
2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
2025-26
FORECAST
2026-27
FORECAST
2027-28
FORECAST
Beginning Fund Balance $ 20,041 $ 19,156 $ 17,709 $ 11,020 $ 11,473 $ 12,086 $ 12,805 Revenues
Interest Earnings $ (379) $ 236 $ 354 $ 220 $ 229 $ 242 $ 256 Rental Charges - Vehicles 653 719 788 812 812 812 812
Rental Charges - Computers 173 214 225 232 232 232 232
Rental Charges - Radios 14 43 43 44 44 44 44
Rental Charges - Major Equipment 729 719 715 736 736 736 736 Rental Charges - Furniture 69 67 67 69 69 69 69
Other Revenues 43 - - - - - -
Total Revenues $ 1,301 $ 1,998 $ 2,191 $ 2,112 $ 2,121 $ 2,134 $ 2,148 Expenses
Vehicle Replacement $ 563 $ 2,564 $ 3,052 $ 900 $ 563 $ 1,272 $ 143 Computer Replacement 163 280 770 255 87 227 909
Radio Replacement - - 274 399 - - -
Major Equipment Replacement 285 - 4,724 407 1,248 299 1,925 Furniture Replacement 34 40 71 106 20 27 34
Other Capital Outlay & Depreciation 722 (1,044) - - - - - Total Expenses $ 1,767 $ 1,840 $ 8,891 $ 2,068 $ 1,918 $ 1,825 $ 3,011 Transfer In $ 410 $ 704 $ 410 $ 410 $ 410 $ 410 $ 410
Transfer Out $ 829 $ 2,309 $ 400 $ - $ - $ - $ -
Ending Fund Balance $ 19,156 $ 17,709 $ 11,020 $ 11,473 $ 12,086 $ 12,805 $ 12,352 Reserve for Major Building
Component Replacements $ 2,050 $ 2,460 $ 2,870 $ 3,280 $ 3,690 $ 4,100 $ 4,510 Remaining Fund Balance $ 17,106 $ 15,249 $ 8,150 $ 8,193 $ 8,396 $ 8,705 $ 7,842 Values are shown in thousands.
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Vehicle and Equipment Replacement
The Vehicle and Equipment Replacement Fund accounts for charges to user departments to fund the replacement of vehicles and equipment. This includes vehicles, computers, radios, furniture, and other major equipment. Funds for future replacement are collected while vehicles and equipment are in service so that when it is time for replacement, adequate funds are available. Accumulated fund balance in this fund is estimated to be over $15 million at the end of fiscal year 2021-
22. Unlike the Fleet and Building Maintenance Fund, which is entirely an operating fund and doesn't require a significant fund balance, the Vehicle and Equipment Replacement Fund should have a significant fund balance by nature. As noted, funds are collected for future replacement while vehicles and equipment are in use so that those funds are available when the replacement is needed. Because of that, funds will accumulate over time for that replacement.
This fund collects annually from the operating departments, so it is also important that the amount of available fund balance considers this. To that end, a long-term spending plan is an important tool for managing this type of fund. Understanding spending needs over the short- and long-term and factoring in fund balance allows the City to set a collection amount that ensures funding is available when vehicles and equipment need to be replaced, but does not maintain such a large fund balance that creates an unnecessary burden on the other funds, particularly the General Fund. This five-year plan captures the long-term spending plans for each of the replacement categories, and sets future collections to ensure funding for replacements is available and fund balance is set at an appropriate level.
In 2020-21, $2,000,000 was committed as a transfer out to the Capital Projects Fund to fund the replacement of the City's enterprise resource planning (ERP) software. Additional appropriation of $872,422 was approved for this project in 2021-22, making a total of $2,872,422.
The five-year plan further captures a portion of the fund balance that is reserved for major building component replacements. Since 2017-18, the General Fund transfers $410,000 each year to this reserve and in 2022-23, the Sewer Fund will contribute $294,000. As the reserve balance reaches an appropriate level and major building replacement projects are identified, the accumulated funds will be utilized to fund the projects through a transfer to the Capital Projects Fund, and this plan will be updated accordingly.
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Fleet and Building Maintenance
FLEET AND BUILDING
MAINTENANCE
2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
2025-26
FORECAST
2026-27
FORECAST
2027-28
FORECAST
Beginning Fund Balance $ 421 $ 755 $ 741 $ 668 $ 633 $ 639 $ 667 Revenues
Charges to Dept. - Building $ 3,462 $ 3,566 $ 3,566 $ 3,744 $ 3,932 $ 4,049 $ 4,171 Charges to Dept. - Fleet 1,929 2,035 2,279 2,393 2,513 2,588 2,666 Other Revenues 16 8 8 8 8 8 8
Total Revenues $ 5,407 $ 5,609 $ 5,852 $ 6,145 $ 6,452 $ 6,645 $ 6,844 Expenses
Personnel $ 1,687 $ 1,584 $ 2,043 $ 2,105 $ 2,168 $ 2,211 $ 2,255 Operating 3,353 4,006 3,849 4,041 4,243 4,370 4,501
Capital Outlay 32 33 33 34 35 35 36
Total Expenses $ 5,073 $ 5,623 $ 5,926 $ 6,180 $ 6,446 $ 6,617 $ 6,793 Ending Fund Balance $ 755 $ 741 $ 668 $ 633 $ 639 $ 667 $ 718 Values are shown in thousands.
The Fleet and Building Maintenance Fund accounts for charges to user departments and the expenses related to the maintenance of City vehicles and buildings. This fund is primarily operational in nature, with vehicle and equipment replacement expenses being housed in a separate internal service fund. As such, charges to user departments, over time, should be set fairly close to expected expenses, as there is not a need to keep a significant amount of fund balance in this fund. With expenses outpacing revenues in the past few years, collections were set to increase significantly (starting from 2020-21) to ensure the fund remains healthy and with an appropriate level of reserves. 120
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Benefits
BENEFITS 2021-22
ACTUALS
2022-23
ESTIMATED
2023-24
PROPOSED
2024-25
FORECAST
2025-26
FORECAST
2026-27
FORECAST
2027-28
FORECAST
Beginning Fund Balance $ 116 $ (266) $ (125) $ 241 $ 523 $ 799 $ 1,068 Revenues
Internal Service Charge -
Pension $ 24,024 $ 26,196 $ 27,416 $ 29,307 $ 29,847 $ 31,327 $ 32,541 Internal Service Charge -
Social Security/Medicare 3,242 3,212 3,723 3,797 3,873 3,950 4,029 Internal Service Charge -
Healthcare 8,510 8,461 9,397 9,942 10,562 11,221 11,855 Internal Service Charge -
Severance Trust 1,214 1,224 1,273 1,298 1,324 1,350 1,377 Internal Service Charge -
Other 2,449 2,652 2,815 2,909 2,971 3,034 3,098
Total Revenues $ 39,439 $ 41,746 $ 44,623 $ 47,253 $ 48,577 $ 50,882 $ 52,900 Expenses
Pension $ 24,067 $ 26,200 $ 27,416 $ 29,307 $ 29,847 $ 31,327 $ 32,541 Social Security/Medicare 3,242 3,212 3,723 3,797 3,873 3,950 4,029 Healthcare 8,914 8,527 9,214 9,838 10,457 11,116 11,751 Severance Trust 1,227 1,100 1,144 1,167 1,190 1,214 1,238 Other 2,371 2,567 2,761 2,863 2,934 3,006 3,079
Total Expenses $ 39,822 $ 41,605 $ 44,257 $ 46,971 $ 48,301 $ 50,613 $ 52,638 Ending Fund Balance $ (266) $ (125) $ 241 $ 523 $ 799 $ 1,068 $ 1,330 Values are shown in thousands.
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Benefits
The Benefits Fund accounts for the collection of funds from operating departments to cover the cost of employee benefits.
The expenses covered by this fund include pension, social security/medicare, retiree healthcare, the City's payment for medical premiums for active employees, funding for the severance trust (to pay for the cashout of unused vacation to employees who retire or otherwise leave the City), as well as a few other benefit costs, such as life insurance and long-term disability insurance. In some cases, the cost of providing these benefits is known and collections can be set accordingly.
For example, the normal cost of pensions is set as a percentage of pay, so collections can be set based on that percentage of pay. In other cases, such as for the funding of the severance trust, the cost is an estimate based on historical actuals, but will fluctuate annually based on different factors. Thus, to accommodate the fluctuation of expenses like those related to the severance trust, the fund should maintain some level of fund balance. To that end, collections for the various components of this fund have been set to collect costs to fund the programs adequately while maintaining a level of fund balance that allows for the year-over-year fluctuations without requiring a transfer from the General Fund.
The largest expense category in this fund is related to pension expenses. As discussed in detail in the Budget Overview section of the budget document, pension expenses are expected to increase significantly over the next five to seven years due to CalPERS' investment losses from FY 2021-22. These increases will continue to put pressure on the operating funds, as a larger and larger percentage of the budget will be required to cover pension cost increases.
After the transfer of the City's fire operations to SMC Fire in 2018-19, with the exception of the Bureau of Fire Protection and Life Safety (Bureau), what remains as the City's responsibility is the former fire department employees' unfunded pension liability and retiree health benefits, as those costs are attributable to years of service to the City. These legacy costs are transferred from the General Fund and administered through this fund. Bureau activities are designed to be full cost recovery, so with the transition to SMC Fire, legacy pension costs for former Bureau personnel are the responsibility of SMC Fire.
Fund balance temporarily went negative primarily due to actual expenses for health insurance and retiree medical exceeded the budget. Staff has adjusted the collection rates for the out years in the the five-year plan. The long-term forecast has the fund building back up its fund balance gradually. Actual expenses will be analyzed over time and annual collections will be adjusted accordingly.
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Dental
DENTAL 2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
2025-26
FORECAST
2026-27
FORECAST
2027-28
FORECAST
Beginning Fund Balance $ 791 $ 1,078 $ 1,041 $ 1,018 $ 980 $ 925 $ 852 Revenues
Internal Service Charges $ 802 $ 733 $ 785 $ 809 $ 833 $ 858 $ 884 Total Revenues $ 802 $ 733 $ 785 $ 809 $ 833 $ 858 $ 884 Expenses
Insurance Premiums $ 514 $ 770 $ 808 $ 847 $ 888 $ 931 $ 976 Total Expenses $ 514 $ 770 $ 808 $ 847 $ 888 $ 931 $ 976 Ending Fund Balance $ 1,078 $ 1,041 $ 1,018 $ 980 $ 925 $ 852 $ 760 Values are shown in thousands.
The Dental Self-Insurance Fund accounts for the City's self-insurance activities related to the dental plan the City provides its employees. Collections for this fund are made by charging departments a flat amount for each employee. Expenses in this fund consist almost entirely of the premiums the City pays on behalf of its employees for dental coverage. As actual expenses are analyzed over time, annual collections amounts will be adjusted accordingly. 123
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Workers' Compensation Insurance
WORKERS'
COMPENSATION
INSURANCE
2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
2025-26
FORECAST
2026-27
FORECAST
2027-28
FORECAST
Beginning Fund Balance $ (183) $ 5,130 $ 4,912 $ 4,698 $ 4,814 $ 5,010 $ 5,287 Revenues
Interest Earnings $ (430) $ 268 $ 306 $ 306 $ 306 $ 306 $ 306 Internal Service Charges 4,501 4,070 3,804 3,918 4,036 4,157 4,282 Total Revenues $ 4,071 $ 4,338 $ 4,110 $ 4,224 $ 4,342 $ 4,463 $ 4,588 Expenses
Personnel $ 409 $ 379 $ 397 $ 407 $ 415 $ 423 $ 431
Operating 862 852 972 1,001 1,031 1,062 1,094
Claims 1,225 1,500 2,500 2,500 2,500 2,500 2,500
Acturial Adjustment (3,739) 324 455 200 200 200 200
Total Expenses $ (1,242) $ 3,055 $ 4,325 $ 4,108 $ 4,146 $ 4,185 $ 4,226 Transfer Out $ - $ 1,500 $ - $ - $ - $ - $ -
Ending Fund Balance $ 5,130 $ 4,912 $ 4,698 $ 4,814 $ 5,010 $ 5,287 $ 5,650 Values are shown in thousands.
The Workers' Compensation Insurance Fund accounts for all workers' compensation self-insurance activities. This includes the cost of claims, insurance, legal and other professional services, and program administration. The total cost of claims constitutes the largest expense in this fund. Workers' compensation expenses can fluctuate significantly year-over-year based on the total cost of claims, which includes any adjustments to the total liability of the fund due to actuariallydetermined changes in experience. Over the past 10 years, total expenses (excluding actuarial accounting adjustment) have been as high as $4.3 million and as low as $1.6 million.
Funding for the Workers' Compensation Insurance Fund comes from collections from all of the operations across all funds that include personnel. Departments are charged a percentage of pay for each employee, and the amount of the charge depends on the type of employee. Positions that historically have higher workers' compensation experience, such as police employees, are charged a higher rate than positions with historically lower experience. Collections from departments are set in an effort to ensure adequate funding for this program, including having funds set aside in reserve to cover years where claims expenses were unusually high.
In 2019-20, the fund received a $3.5 million transfer from the General Fund to prevent the fund from going further to a negative balance. However, based on the latest actuarial study, the City's workers' compensation liabilities for 2021-22 were adjusted down by $2 million. As such, the fund will only need to keep $2 million from the General Fund transfer. The excess $1.5 million will be transferred out to the Comprehensive Liability Fund.
With the transfer of the City's fire operations to San Mateo Consolidated Fire Department (SMC Fire), with the exception of former Fire personnel that served in the Bureau of Fire Protection and Life Safety (Bureau), as it is a cost recovery program, claims that were incurred while the fire employees were City employees will remain in this fund and as the City's responsiblility. While SMC Fire has paid the City for the present value of former Bureau legacy workers' compensation, which reflects open claims and claims that have been closed since SMC Fire commencement of operations, as updated actuarial studies are performed in subsequent fiscal years, the City will prepare an annual analysis to 1) compare actuarial assumptions to the current actuarial study, including the discount rate or cost of healthcare, 2) evaluate new claims if the City is assigned proportional responsiblity. The City will then compare the amount of legacy costs paid by SMC Fire (from its Bureau) to the City with the update workers' compensation liability and resume collecting additional costs as appropriate. 124
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Comprehensive Liability
COMPREHENSIVE
LIABILITY
2021-22
ACTUALS
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
2024-25
FORECAST
2025-26
FORECAST
2026-27
FORECAST
2027-28
FORECAST
Beginning Fund Balance $ 589 $ (1,517) $ 867 $ 231 $ (363) $ (899) $ (1,354) Revenues
Interfund Charges $ 1,610 $ 2,237 $ 2,793 $ 3,473 $ 4,322 $ 5,384 $ 6,710 Investment/Interest
Earnings (14) 28 32 32 32 32 32
Miscellaneous Revenues 33 - - - - - -
Total Revenues $ 1,629 $ 2,265 $ 2,825 $ 3,505 $ 4,354 $ 5,416 $ 6,742 Expenses
Personnel $ 135 $ 147 $ 142 $ 145 $ 148 $ 151 $ 154
Insurance Premiums 1,400 1,784 2,430 3,038 3,798 4,748 5,935 Claims 907 150 250 258 266 274 282
Attorney's Fees 312 612 430 443 456 470 484
Other Costs 981 188 209 215 222 228 235
Total Expenses $ 3,735 $ 2,881 $ 3,461 $ 4,099 $ 4,889 $ 5,871 $ 7,090 Transfer In $ - $ 3,000 $ - $ - $ - $ - $ -
Ending Fund Balance $ (1,517) $ 867 $ 231 $ (363) $ (899) $ (1,354) $ (1,702) Values are shown in thousands.
The Comprehensive Liability Insurance Fund accounts for the City's general liability program. Expenses in this fund primarily consist of insurance premiums, the cost of claims, legal and other professional services, and program administration.
The 2023-24 budget totals $3.5 million primarily due to insurance premium increases. The City's general liability insurance premium went from $0.6 million in 2017-18 to the projected $2.4 million in 2023-24, a 400% increase over six years, averaging 25% increase each year. If this trend continues, the insurance premium will reach $5.9 million by 2027-28, pushing the total program expenditures to $7 million annually. Even though staff has incorporated a 25% annual increase to interfund charges (cost recovery revenues), more is needed to cover the costs. As shown in the five-year forecast, the fund is projected to have negative fund balance starting 2024-25, which will grow negative $1.7 million by 2027-28.
The California public entity insurance marketplace has been changing dramatically in recent years, and public agencies throughout the state are seeing a significant increase in plaintiff demands and high dollar liability claims. Areas of concern include wildfires, dangerous conditions, road design, intersections, sidewalks, and public safety services. As a result, insurance premiums are anticipated to increase considerably. However, if the cost increase continues in the current rate, the program will no longer be financially sustainable. The City Attorney will discuss the issue with the City Council. 125
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FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM 177
Five-Year Capital
Improvement Program
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Summary
As part of the Capital Improvement Program (CIP) budget process, departments develop project requests that capture the five-year capital project needs. Total project costs are developed, and funding sources are identified where possible. For capital projects that have been completed, operating costs are included in the respective operating budgets. New and ongoing capital projects are prioritized and recommended for funding based on a review and analysis by a committee made up of the City Manager, Assistant City Manager, Public Works Director, Parks and Recreation Director, and Finance Director.
Sections 65400, 65401, and 65403 of the California Planning and Land Use Government Code require the City’s governing body, planning, or public works commission to review public works projects proposed for the fiscal year to determine conformity with the adopted General Plan. The City Council reviews the Capital Improvement Program Budget at their meetings in June each year, with the option to hold study sessions if needed. During these meetings, the Council reviews the City’s five-year CIP recommendations, which are listed in the schedules that follow this narrative, to determine if the proposed capital projects are in conformance with the goals, policies, and actions contained within the General Plan.
The five-year CIP totals $284.4 million, with $78.4 million for 2023-24. Immediately following this narrative is a list of all the capital projects funded in the 2023-28 CIP (“Funded Projects”). In addition, the table below summarizes the five-year CIP by physical type of the capital projects.
CAPITAL PROJECTS
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN
FIVE-YEAR
TOTAL
Bikeway/Pedestrian $ 3,089,353 $ 2,460,000 $ 2,064,950 $ 5,190,000 $ 1,000,000 $ 13,804,303 Bridges (15,140) 10,580,000 2,220,000 100,000 100,000 12,984,860 Buildings 6,109,000 2,540,000 1,335,000 2,135,000 20,135,000 32,254,000 Miscellaneous 3,403,971 1,063,500 265,000 - - 4,732,471 Parks 4,835,000 12,590,000 9,420,000 4,215,000 2,215,000 33,275,000 Sanitary Sewer and
Wastewater Management
(Clean Water Program)
41,360,000 31,190,000 7,790,000 25,635,000 17,010,000 122,985,000 Storm Drains 3,150,000 1,350,000 1,300,000 1,300,000 1,300,000 8,400,000 Street Lights 4,973,885 - - - - 4,973,885
Streets 7,475,210 8,100,000 8,250,000 8,250,000 8,880,000 40,955,210 Traffic 1,400,747 3,970,000 1,125,000 425,000 425,000 7,345,747 Other City Projects 2,650,000 - - - - 2,650,000
Total 5-year CIP $ 78,432,026 $ 73,843,500 $ 33,769,950 $ 47,250,000 $ 51,065,000 $ 284,360,476 Of the total $284.4 million, $123.0 million (43% of the total five-year CIP) is for Clean Water Program capital projects, all of which are funded by sewer service charges, bond and loan proceeds, and capital payments from the sewer system’s subregional customers and the City of Foster City. More details of this significant infrastructure investment are provided in the following section. Street rehabilitation and reconstruction projects total $41.0 million (14% of the total five-year CIP), while parks-related projects amount to $33.3 million (12% of the total).
The CIP can also be categorized based on the function of each project and how its purpose relates to the overall goals of the City Council. The following chart illustrates capital projects by function. Of the five-year CIP total, Mandatory-Irreversible, Improve Quality of Life, and Necessary to Maintain Quality of Life comprise 66% of the total, each at 22%, 19% are categorized as Maintain Current Investment, 12% are categorized as Necessary for Health and Safety, and the remaining 3% split amongst the other categories.
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Summary
FIVE-YEAR CIP BY FUNCTION
$284.4 MILLION
Clean Water Program Capital Projects
The Sewer Enterprise system consists of the City’s sewer collection system and wastewater treatment plant (WWTP), facilities serving the residents and businesses of the City, all of Foster City, the Crystal Springs County Sanitation District (“CSCSD”), and portions of the neighboring communities (sub-regional customers) of the Town Hillsborough, City of Belmont, and certain unincorporated areas of San Mateo County. The current population in the utility’s service area is approximately 150,000 residents. There are approximately 30,500 customer accounts in the City and approximately 11,000 customer accounts in Foster City and the sub-regional customer communities utilizing the WWTP.
The Clean Water Program consists of capital improvement projects for the City’s sewer collection system and the wastewater treatment plant (WWTP). A total of $123.0 million is planned for the Clean Water Program five-year CIP. Of this total, $74.2 million is for sewer collection system improvement projects, $9.5 million is for program management, and $36.6 million is for WWTP projects.
CLEAN WATER
PROGRAM (SEWER)
PROJECTS
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN
FIVE-YEAR
TOTAL
Sewer - Collection Systems $ 26,490,000 $ 14,760,000 $ 7,790,000 $ 22,065,000 $ 17,010,000 $ 88,115,000 Sewer - WWTP 14,870,000 16,430,000 - 3,570,000 - 34,870,000 Total $ 41,360,000 $ 31,190,000 $ 7,790,000 $ 25,635,000 $ 17,010,000 $ 122,985,000 128
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Summary
Significant Sewer Infrastructure Needs and the Cease and Desist Order (CDO) Similar to many wastewater systems in the region, the City’s Sewer Enterprise facilities are aging and in need of significant rehabilitation and upgrade. The City’s sewer collection system dates back to the early 1900s, with the majority of sewer pipes installed in the 1940s through 1960s. The original structures at the WWTP were constructed in 1937. The City’s collection system has challenges with infiltration and inflow through leaky pipes and illegal drain connections. During significant rain events, flow into the sewer pipes increases, exceeding the capacity of the sewer collection system and WWTP. These conditions result in overflows of diluted and untreated sewage onto streets and storm drains, which eventually reaches the City’s local creeks and San Francisco Bay. These events are termed sanitary sewer overflows (SSOs).
Moreover, regulatory requirements for wastewater treatment are continually evolving and becoming more stringent to protect water quality in the San Francisco Bay. The San Francisco Bay Regional Water Quality Control Board (the “Regional Board”) regulates water quality in the San Francisco Bay region under the authority of the Federal Clean Water Act (the “CWA”) and the State’s Porter-Cologne Water Quality Control Act. There are several permits or regulatory orders from the Regional Board that apply to ownership and operation of a sanitary sewer collection system and WWTP and regulate discharges of waste from those facilities. Without these permits, the City’s Sewer utility could not continue to operate. Due to past incidents of SSOs into the City’s local creeks and San Francisco Bay, the Regional Board has mandated the City to implement measures to reduce and prevent SSO’s through a Cease and Desist Order (CDO) issued in 2009. The National Pollutant Discharge Elimination System (NPDES) permit for the WWTP also requires the City to ensure full treatment at the WWTP of all effluent and eliminate “blending” practices.
In December 2014, the City established the Clean Water Program to address the Regional Board’s CDO and comply with Wastewater Treatment Plant operation permit requirements. The Clean Water Program is a 10-year, approximately $1 billion, comprehensive capital improvement plan to address the needs for both the collection system and the WWTP. These improvements are focused on replacing aging infrastructure, providing wet weather capacity assurance, meeting current and anticipated future regulatory requirements, and aligning with the City’s sustainability goals. The City’s Sewer Enterprise continues to invest in its operating budget for staff and consultant engineering services to execute the Clean Water Program improvements.
The Clean Water Program’s largest capital improvement project is the WWTP Upgrade and Expansion project. The project increases capacity, ensures full treatment of effluent, and eliminates blending practices. As of August 2020, all three phases of the WWTP Upgrade and Expansion construction contract had been awarded. The first phase is for excavation and site preparation, the second phase is to build the foundation, and the third phase is to construct the facilities. The project is anticipated to be completed by August 2024.
The largest collection system capital improvement project is the Basins 2 & 3 Collection System Improvements project, which includes the Underground Flow Equalization System (UFES) project. The UFES consists of an underground 5.3 million gallon structure that will help eliminate SSOs in San Mateo and comply with the CDO. The special use permit and the project environmental impact report were approved in October 2019. The construction contract was awarded in May 2020.
Sewer Capital Project Revenues
The City is pursuing a number of funding options for the Clean Water Program. These options include federal Water Infrastructure Finance and Innovation Act (WIFIA) loan funds, State Revolving Fund (SRF) loan funds, revenue bonds, and direct funding from sewer fees. Sewer fees will pay the debt service on these various financing mechanisms.
The City, through the San Mateo – Foster City Public Financing Authority (Authority) with Foster City/Estero Municipal Improvement District (EMID), has received significant funding through SRF and WIFIA loans for the wastewater treatment plant upgrade and expansion project. In November 2020, the Authority finalized a WIFIA loan for the WWTP for $277 million and in December 2020, the City finalized a second WIFIA loan for its Basins 2 and 3 Collection System Improvement project for $85 million.
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Summary
For the SRF funding, the Authority submitted an application in 2017 and updated the application in 2019 to reflect the most recent design. The SRF loan of $137 million was finalized in early May 2022.
In May 2019, the first series of revenue bonds were issued for $270 million to provide funding for the projects in progress.
Additional series of revenue bonds or other financing vehicles may be issued to supplement the federal and state loan funds to ensure adequate funding in the Clean Water Program.
FUNDING SOURCE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN
FIVE-YEAR
TOTAL
Crystal Spring County Sanitation District /
San Mateo County / Hillsborough $ 2,921,648 $ 2,228,575 $ 2,038,515 $ 1,948,998 $ 1,948,998 $ 11,086,734 Foster City / Estero (Sewer) 2,844,706 3,005,883 868,311 - - 6,718,900 Sewer (interfund transfer) 35,593,646 25,955,542 4,883,174 23,686,002 15,061,002 105,179,366 Total $ 41,360,000 $ 31,190,000 $ 7,790,000 $ 25,635,000 $ 17,010,000 $22,985,000 Sewer Capital Projects and Costs
Of the total $123.0 million planned over the next five years, four capital projects are planned for the City’s WWTP totaling an estimated $34.9 million. The largest planned WWTP project is $26.6 million for the plant’s on-going flow management upgrade and expansion project, followed by $4.5 million for annual major components, and $3.6 million for annual repairs.
Sewer collection system improvements total an estimated $88.1 million, with eleven different capital projects throughout the City. The largest sewer collection system project is $27.6 million for CWP Annual Citywide Sanitary Sewer Rehabilitation, followed by $16.0 million for Sanitary Sewer Pump Station Upgrades and $15.5 million for Annual Sanitary Sewer Rehabilitation.
Street Rehabilitation and Improvement Capital Projects
A total of $41.0 million in street rehabilitation, reconstruction, and improvement projects are planned for in the five-year CIP. Primary funding sources for these projects include Road Maintenance and Rehabilitation Account Fund ($12.6 million), Measure A half-cent sales tax ($8.4 million), General Fund ($5.7 million), Gas Tax ($5.3 million), Measure W half-cent sales tax ($4.4 million), Measure S ($4.0 million), Private Contributions ($0.3 million), and Traffic Impact Fees ($0.2 million).
The City’s Pavement Management Program (PMP) uses available funding to minimize deferred maintenance, reduce the failed streets inventory, and maintain the City’s streets with a Pavement Condition Index (PCI) above 70. While the PMP focuses on the management of the City’s entire pavement assets, a separate Smooth Streets Program (SSP) was created in 2013 to address failed streets. Street segments with a PCI of less than 25 are considered “failed” by common industry practice, and generally require expensive, full street reconstruction to restore. Of the 17 miles identified as failed streets and five miles identified as at-risk, 11 miles have been restored and two miles are currently in construction. The remaining five miles of failed streets and four miles of at-risk streets in the Smooth Streets Program are currently scheduled for completion by 2026. Smooth Streets projects that are identified for the next five years are programmed with a total of $7.1 million.
City Building and Facilities Improvement Capital Projects A total of $32.3 million is planned for various building facilities improvements and new construction. $18 million of this total is budgeted for the construction of a new central park parking garage, $5.5 million of this total is budgeted for Parking Facility Structural Repairs and $2.0 million is budgeted for miscellaneous corporation yard improvements. 130
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Summary
Bridge Maintenance and Improvement Capital Projects
Of the total $13.0 million planned over the next five years for bridge-related capital improvements, the Bermuda Drive Bridge Replacement project totals $11.0 million, $3.3 million for citywide bridge maintenance, and $1.3 million transferring out to a traffic improvement project . The Bermuda Drive Bridge Replacement project is principally funded by a $6.6 million grant, $1.8 million from the General Fund, and $1.2 million from Measure W.
Parks and Recreation Facilities Renovation & Rehabilitation Capital Projects A total of $33.3 million in parks and recreation capital improvement projects are planned for the next five years. Of the total planned, the largest parks project is $10 million for Central Park, consistent with the capital improvements identified in the approved and updated Central Park Master Plan. $9.0 million is also programmed to upgrade citywide park play areas.
Of the $33.3 million total of planned projects, the majority ($27.7 million) are funded from parks and recreation related taxes and fees. The City has received significant parks and recreation related taxes and fees from the development projects currently underway in the City, which has allowed for the capacity to program the large projects in the five-year CIP.
Stormwater / Flood Control Renovation & Rehabilitation Capital Projects A total of $8.4 million is planned for storm drainage and flood control projects for the next five years. Projects in this category include $3.8 million for small trash capture devices at various locations and $1.5 million for the Columbia Drive and Crystal Springs Road Storm Drain Channel over the five-year period.
Bikeway / Pedestrian Walkway Capital Projects
A total of $13.8 million is planned for bikeway and pedestrian walkway projects. Of the total, $5.8 million is planned for the Highway 101/Highway 92 multi-modal bike lane, $2.1 million is budgeted for the Bike San Mateo Program, $1.7 million is budgeted for Community Development Block Grant (CDBG) funded street and sidewalk repair, $1.7 million is planned for Delaware Safe Routes to School Corridor, $1.1 million is budgeted for the Downtown Grade Separation Study and the remaining $1.4 million is planned for other high priority bicycle projects. The City’s portion of the citywide sidewalk repair program is funded by the General Fund and through contributions from homeowners.
Traffic Capital Projects
A total of $7.3 million is planned for 10 different traffic-related projects throughout the City. Of this amount, the larger projects include $2.4 million for a retaining wall at Gramercy Drive, $1.4 million for the reconstruction of the intersection at Norfolk Street and Fashion Island Boulevard and $1.0 million each for the Neighborhood Traffic Management project and the Railroad Avenue Wall Enhancement project.
The primary funding sources for these traffic-related projects are General Fund ($2.4 million), Measure A ($2.1 million), Traffic Impact Fee ($1.9 million), and Measure S ($1.0 million).
Street Lights Capital Projects
The project in this category removes approximately 450 existing high voltage streetlights with lower voltage, LED streetlights. The project will be implemented in phases and is expected to be completed in 2026. This project is funded by $5.0 million from the General Fund.
Other City Capital Projects
Various other citywide capital projects are planned totaling $7.4 million over the next five years. Of this amount, the largest project is $2.7 million for the second phase of 25th Avenue Undergrounding. This project is funded by contributions from other agencies. In addition, $1.6 for upgrades to Police radio consoles and infrastructure and $1.0 million is budgeted for art in public places.
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Summary
CIP Funding
All the projects listed in the following “Funded Projects” sub-section have identified sources of funding. The “Project Charters” sub-sections give a brief description and overview of each funded and priority unfunded projects. The subsection “Projects by Funding Source” lists all the funding categories for the projects in the five-year CIP.
The City also has several capital projects that have no identified source of funding. The “Unfunded Projects” sub-section lists all the identified projects that have no funding allocated and their estimated costs for the next five years. The total cost for these unfunded capital projects is estimated to be $231.6 million. The size and scope of the projects varies and includes major construction projects, such as $40 million for the Bay Meadows Community Park, $40 million for Shoreline Parks, and $26 million for a new corporation yard facility, $24 million for central park, and other various smaller renovation projects such as parking lot repair and various facility improvements. 132
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Funded Projects
PROJECT # PROJECT NAME
2023-24
PROPOSED
BUDGET
130004 PEDESTRIAN MALL CONSTRUCTION 600,000 $
210001 PEG PROJECT (PUBLIC EDUCATION GOVERNMENT CATV ACCESS) 200,000 310330 ART IN PUBLIC PLACES 990,000
310521 MINOR HOME REPAIR 110,000
313134 EMERGENCY TENANT RELOCATION ASSISTANCE 18,971
460037 EL CAMINO REAL AT HIGHWAY 92 LANDSCAPRE IMPROVEMENT 200,000 460040 HIGH VOLTAGE STREET LIGHT CONVERSION 4,950,000
460053 PAINT EXTERIOR 2ND AVENUE / EL CAMINO REAL GARAGE - 460054 PAINT EXTERIOR MAIN STREET GARAGE -
460058 ADA ENTRY COMPLIANCE - BERESFORD 250,000
461008 CITYWIDE PAID PARKING EVALUATION AND IMPLEMENTATION - 461214 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROJECTS 500,000 462004 CITYWIDE BRIDGE MAINTENANCE 455,000
462202 RAIL CORRIDOR GRADE SEPARATION (1,300,140)
462205 TRAIN QUIET ZONE 25,000
462226 NEIGHBORHOOD TRAFFIC MANAGEMENT -
462250 BERMUDA DRIVE BRIDGE REPLACEMENT 830,000
462337 19TH AVENUE TWO-WAY STREET CONVERSTION 747
462897 PARK CITYWIDE PLAYGROUND EQUIPMENT REPLACEMENT - PUBLIC WORKS 15,000 463004 CITYWIDE STREET LIGHTS 23,885
463338 NORFOLK STREET AND FASHION ISLAND BOULEVARD INTERSECTION RECONSTRUCTION - 465162 CITYWIDE BICYCLE PARKING -
465333 CITYWIDE TRAFFIC SIGNAL RETIMING -
465432 EL CAMINO REAL LEFT-TURN POCKET - TILTON AVENUE AND BALDWIN AVENUE - 466600 CITYWIDE TRAFFIC CALMING 150,000
466607 CITYWIDE SIGN INVENTORY AND REPLACEMENT -
467001 CITYWIDE STREET REHABILITATION PACKAGE I 12,210
467008 CITYWIDE STREET REHABILITATION PACKAGE II 363,000 467009 CITYWIDE STREET REHABILITATION PACKAGE III 3,400,000 467773 CITYWIDE STREET RECONSTRUCTION PACKAGE III 3,500,000 468007 COLUMBIA DRIVE AND CRYSTAL SPRINGS ROAD STORM DRAIN CHANNEL 1,350,000 468301 BAYFRONT LEVEE IMPROVEMENT SOUTH OF SAN MATEO CREEK 400,000 469031 ADA COMPLIANCE AND TRANSITION PLANNING 35,000
469916 COLLECTION SYSTEM SCADA 160,000
469933 ROOT FOAMING 400,000
469988 EAST SAN MATEO LIFT STATION 11,675,000
469997 CITYWIDE STREET REHABILITATION PROGRAM -
46C001 SMALL TRASH CAPTURE DEVICES 750,000
46C002 CITYWIDE SOIL STABILIZATION PROGRAM 150,000
46C003 GREEN FLEET CHARGING INFRASTRUCTURE 100,000
46C004 DEVELOPMENT DESIGN STANDARDS 260,000
46C005 ADAPTATION PLAN 100,000
46f001 DOWNTOWN PARKING GARAGE PEDESTRIAN SAFETY 560,000 46f003 CORPORATION YARD MISCELLANEOUS IMPROVEMENTS -
46F005 EXTERIOR AND INTERIOR PAINTING - CENTRAL PARK GARAGE - 46F015 PARK RESTROOM PHASE V 750,000
46f016 MAIN LIBRARY PAINTING 400,000
46F017 OFFICES - ACOUSTIC ATTENUATION - LIBRARY (425,000) 46F018 PANIC BUTTONS AT COUNTERS AND OFFICES 75,000
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Funded Projects
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL
$ - - $ - $ - $ 600,000 $
- - - - 200,000
- - - - 990,000
110,000 110,000 - - 330,000
- - - - 18,971
- - - - 200,000
- - - - 4,950,000
275,000 - - - 275,000
450,000 - - - 450,000
- - - - 250,000
66,500 155,000 - - 221,500
300,000 300,000 300,000 300,000 1,700,000
400,000 2,220,000 100,000 100,000 3,275,000
- - - - (1,300,140)
- - - - 25,000
250,000 250,000 250,000 250,000 1,000,000
10,180,000 - - 11,010,000 -
- - - - 747
15,000 15,000 15,000 15,000 75,000
- - - - 23,885
700,000 700,000 - - 1,400,000
10,000 10,000 - - 20,000
25,000 25,000 25,000 25,000 100,000
45,000 - - - 45,000
150,000 150,000 150,000 150,000 750,000
- 150,000 150,000 150,000 450,000
- - - - 12,210
- - - - 363,000
- - - - 3,400,000
3,600,000 - - - 7,100,000
- - - - 1,350,000
400,000 400,000 400,000 400,000 2,000,000
35,000 35,000 35,000 35,000 175,000
- - - - 160,000
400,000 400,000 400,000 400,000 2,000,000
- - - 11,675,000 -
4,500,000 8,100,000 8,100,000 8,730,000 29,430,000
750,000 750,000 750,000 750,000 3,750,000
150,000 150,000 150,000 150,000 750,000
200,000 200,000 - - 500,000
75,000 - - - 335,000
50,000 - - - 150,000
- - - - 560,000
- 1,000,000 - 1,000,000 2,000,000
150,000 - - - 150,000
- - - - 750,000
- - - - 400,000
- - - - (425,000)
- - - - 75,000
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Funded Projects
PROJECT # PROJECT NAME
2023-24
PROPOSED
BUDGET
46F021 OFFICES - ACOUSTIC ATTENUATION - CITY HALL 16,000 46F022 TRANSACTION COUNTER SECURITY IMPROVEMENTS -
46F023 SHOREVIEW BASKETBALL COURT RESURFACING -
46F025 PARKING FACILITY STRUCTURAL REPAIRS 3,200,000
46F026 NEW CENTRAL PARK PARKING GARAGE -
46F027 POLICE DEPARTMENT ROOF DRAINAGE IMPROVEMENTS 1,000,000 46F028 LAKESHORE RECREATION CENTER ADA ENTRY 50,000
46F030 CITYWIDE FACILITIES CONDITION ASSESSMENT 100,000 46F032 INFORMATION TECHNOLOGY - UPS REPLACEMENT 400,000 46F033 BERESFORD BASKETBALL COURT RESURFACE -
46F034 LOS PRADOS COURT LIGHTING IMPROVEMENTS 120,000
46F035 ELEVATOR MODERNIZATION - CENTRAL GARAGE 500,000
46F036 KING POOL ASSESSMENT AND IMPROVEMENTS 100,000
46F037 JOINVILLE POOL ASSESSMENT AND IMPROVEMENTS 100,000 46M001 RAILROAD CROSSING IMPROVEMENTS 500,000
46m003 TRANSIT ORIENTED DEVELOPMENT PEDESTRIAN ACCESS STUDY 9,353 46r001 HILLSDALE BOULEVARD AND ALAMEDA DE LAS PULGAS SIGNAL - 46r008 RAILROAD AVENUE WALL ENHANCEMENT 1,000,000
46r009 GRAMMERCY DRIVE RETAINING WALL 50,000
46r010 25TH AVENUE UNDERGROUNDING - PHASE II 2,650,000
46R016 101/92 MULTI-MODAL (CLASS IV BIKE LANE) 255,000
46R017 DOWNTOWN GRADE SEPARATION STUDY 1,100,000
46R018 HILLSDALE BIKE/PEDESTRIAN BRIDGE FEASIBILITY STUDY 165,000 46R019 CITYWIDE SAFE ROUTES TO SCHOOL PROGRAM 140,000
46R020 DOWNTOWN TRAFFIC SAFETY IMPROVEMENTS 100,000
46R021 DOWNTOWN CIRCULATION STUDY 200,000
46R022 DELAWARE SAFE ROUTES TO SCHOOL CORRIDOR 260,000
46R023 TRAFFIC IMPACT FEE UPDATE -
46R024 BIKE SAN MATEO PROGRAM -
46s003 BASINS 2 AND 3 COLLECTION SYSTEM IMPROVEMENTS 855,000 46s090 CLEAN WATER PROGRAM (CWP) SEWER FLOW MONITORING AND REPORTING 90,000 46s091 CLEAN WATER PROGRAM (CWP) ANNUAL CITYWIDE SANITARY SEWER REHABILITATION 11,700,000 46s093 CLEAN WATER PROGRAM (CWP) CLOSED CIRCUIT TELEVISION (CCTV) INSPECTION PROGR 770,000 46S101 TOTAL MAXIMUM DAILY LOAD (TMDL) ENHANCED PLANNING & INFRASTRUCTURE IMPROVE 1,000,000 46S190 SANITARY SEWER FLOW MONITORING & REPORTING -
46S191 ANNUAL SANITARY SEWER REHABILITATION -
46S192 SANITARY SEWER PUMP STATION UPGRADES -
46S193 SANITARY SEWER CLOSED CIRCUIT TELEVISION (CCTV) INSPECTION PROGRAM - 46T003 WWTP AND FLOW MANAGEMENT UPGRADE AND EXPANSION 11,210,000 46T090 CLEAN WATER PROGRAM (CWP) WWTP ANNUAL MAJOR COMPONENTS 3,500,000 46T190 WWTP ANNUAL REPAIRS -
46w002 STORMWATER SYSTEM MANAGEMENT AND IMPROVEMENT PROGRAM 400,000 512000 EXTERNAL RADIO INFRASTRUCTURE 900,000
513000 POLICE RADIOS - HAND HELD AND MOBILE -
610008 TREE PLANTING - PARKS DIVISION 400,000
610014 CITYWIDE PARK FENCING AND STRUCTURES -
610017 CITYWIDE PARK PLAY AREA UPGRADE -
610023 SPORTS FIELDS CONVERSION - SYNTHETIC TURF 500,000 610027 CENTRAL PARK 2,000,000
610055 SYNTHETIC FIELD REPLACEMENT 500,000
610060 PARKS IRRIGATION CONTROLLER UPGRADE 150,000
618278 GOLF COURSE - WELL DRILLING 200,000
665100 MARINA LIBRARY STRUCTURAL IMPROVEMENTS 208,000
Total Recommended Project Budgets $ 78,432,026
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Funded Projects
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL
- - - - 16,000
80,000 - - - 80,000
450,000 - - - 450,000
1,000,000 1,000,000 1,000,000 1,000,000 7,200,000
- - 18,000,000 - 18,000,000
- - - - 1,000,000
400,000 - - - 450,000
100,000 100,000 100,000 100,000 500,000
- - - - 400,000
- 180,000 - - 180,000
- - - - 120,000
- - - - 500,000
3,000,000 3,000,000 - - 6,100,000
- - - - 100,000
- - - - 500,000
- - - - 9,353
400,000 - - - 400,000
- - - - 1,000,000
2,300,000 - - - 2,350,000
- - - - 2,650,000
610,000 914,950 4,050,000 - 5,829,950
- - - - 1,100,000
- - - - 165,000
140,000 140,000 140,000 - 560,000
- - - - 100,000
- - - - 200,000
1,400,000 - - - 1,660,000
100,000 - - - 100,000
- 700,000 700,000 700,000 2,100,000
- - - - 855,000
95,000 - - - 185,000
11,000,000 4,890,000 - 27,590,000 -
765,000 - - - 1,535,000
2,500,000 2,500,000 2,500,000 2,500,000 11,000,000
- - 125,000 125,000 250,000
- 5,120,000 - 10,350,000 15,470,000
- 13,020,000 - 3,000,000 16,020,000
- - 900,000 635,000 1,535,000
15,400,000 - - 26,610,000 -
1,030,000 - - - 4,530,000
- 3,570,000 - - 3,570,000
- - - - 400,000
- - - - 900,000
662,000 - - - 662,000
200,000 200,000 200,000 200,000 1,200,000
400,000 400,000 - - 800,000
3,375,000 1,625,000 2,000,000 2,000,000 9,000,000
1,000,000 500,000 - - 2,000,000
3,000,000 3,000,000 2,000,000 10,000,000 -
1,000,000 500,000 - - 2,000,000
150,000 - - - 300,000
- - - - 200,000
- - - - 208,000
$ 73,843,500 $ 33,769,950 $ 47,250,000 $ 51,065,000 $ 284,360,476 136
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PEDESTRIAN MALL CONSTRUCTION
Project No. 130004
Purpose
Construct improvements to the pedestrian malls
including permanent barricades, street furnishings,
ADA parking spaces, and traffic signal adjustments.
Project Type Bikeway/Pedestrian
Project Category Improve Quality of Life
Project Manager Kathy Kleinbaum
Master Plan -
Council Priority Design and implement capital improvements for permanent street closure.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ 600,000 $ 600,000 $ - $ - $ - $ - $ 1,200,000 TOTAL $ 600,000 $ 600,000 $ - $ - $ - $ - $ 1,200,000
137
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ART IN PUBLIC PLACES
Project No. 310330
Purpose
This project includes approval, acquisition,
installation, improvement, and maintenance of
artwork to be displayed in the City. This project
provides approval of art for private development;
solicits, acquires, and maintains art for City owned
property; prepares designated locations for art
installations; administers the Arts In Public Places
program.
Project Type Stormwater
Project Category Mandatory - Irreversible
Project Manager Jimmy Vo
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Private Contributions $ 687,566 $ 200,000 $ - $ - $ - $ - $ 887,566 TOTAL $ 687,566 $ 200,000 $ - $ - $ - $ - $ 887,566
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MINOR HOME REPAIR
Project No. 310521
Purpose
Provide funds to providers to perform minor home
repairs to lower income households Citywide free
of charge.
Project Type Miscellaneous
Project Category Necessary for Health and Safety
Project Manager Eloiza Murillo-Garcia
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Grants $ 1,613,803 $ 110,000 $ 110,000 $ 110,000 $ - $ - $ 1,943,803 TOTAL $ 1,613,803 $ 110,000 $ 110,000 $ 110,000 $ - $ - $ 1,943,803 139
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EL CAMINO REAL AT HIGHWAY 92 LANDSCAPE IMPROVEMENT
Project No. 460037
Purpose
The project consists of the installation of permanent
landscaping at the newly reconstructed El Camino
Real (State Route 82) / State Route 92 interchange.
Project Type Streets
Project Category Improve Quality of Life
Project Manager Tina Pham
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Other Agencies $ 1,100,000 $ - $ - $ - $ - $ - $ 1,100,000 Traffic Impact Fee 922,000 200,000 - - - - 1,122,000
TOTAL $ 2,022,000 $ 200,000 $ - $ - $ - $ - $ 2,222,000 140
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HIGH VOLTAGE STREET LIGHT CONVERSION
Project No. 460040
Purpose
The program involves the replacement of existing
high voltage streetlighting with lower voltage circuits and change from high pressure sodium vapor to
LED fixtures. The program involves approximately
21 miles of trenching and replacement of 450+
streetlights.
Project Type Street Lights
Project Category Improve Quality of Life
Project Manager Mike Kato
Master Plan -
Council Priority
Replace all remaining high voltage circuits to
improve safety and reliability of the street light
system.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ 8,280,000 $ 4,950,000 $ - $ - $ - $ - $ 13,230,000 TOTAL $ 8,280,000 $ 4,950,000 $ - $ - $ - $ - $ 13,230,000 141
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PAINT EXTERIOR 2ND AVENUE / EL CAMINO REAL GARAGE
Project No. 460053
Purpose The project involves painting the garage to preserve the existing facility.
Project Type Buildings
Project Category Maintain Current Investment
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ - $ - $ 275,000 $ - $ - $ - $ 275,000
TOTAL $ - $ - $ 275,000 $ - $ - $ - $ 275,000
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PAINT - MAIN STREET GARAGE
Project No. 460054
Purpose The project involves painting the garage to preserve the existing facility.
Project Type Buildings
Project Category Maintain Current Investment
Project Manager Steve Wu
Master Plan -
Council Priority -
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ - $ - $ 450,000 $ - $ - $ - $ 450,000
TOTAL $ - $ - $ 450,000 $ - $ - $ - $ 450,000
Project Charters
Funded
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ADA ENTRY COMPLIANCE - BERESFORD
Project No. 460058
Purpose
Design and install a fully compliant ADA access
route from the parking lot to the front door of the
Beresford Recreation Center.
Project Type Buildings
Project Category Improve Quality of Life
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ 330,000 $ 250,000 $ - $ - $ - $ - $ 580,000 TOTAL $ 330,000 $ 250,000 $ - $ - $ - $ - $ 580,000
144
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CITYWIDE PAID PARKING EVALUATION AND IMPLEMENTATION
Project No. 461008
Purpose
This project will evaluate the paid parking program
in the entire City. The project will collect data and
analyze the parking data and recommend parking
program options for implementation.
Once the evaluation is complete, capital
improvement projects will be identified and
budgeted.
Project Type Miscellaneous
Project Category Improve Quality of Life
Project Manager Sue-Ellen Atkinson
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ 125,000 $ - $ 66,500 $ 155,000 $ - $ - $ 346,500 TOTAL $ 125,000 $ - $ 66,500 $ 155,000 $ - $ - $ 346,500 145
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COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROJECTS
Project No. 461214
Purpose
This project utilizes available Community
Development Block Grant (CDBG) funds to improve
pedestrian, bicycle, and paving improvements
within the CDBG area. The location and scope
of work changes annually. In order to be eligible
to use CDBG funds, the project location must
be within designated CDBG areas, determined
using household income data provided by the
United States Department of Housing and Urban
Development Department.
Project Type Bikeway/Pedestrian
Project Category Improve Quality of Life
Project Manager Elton Yee
Master Plan -
Council Priority
Complete all High and Medium-High priority projects
in the 2020 Bicycle Master Plan and the Pedestrian
Master Plan.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Grants $ 2,995,000 $ 250,000 $ - $ - $ - $ - $ 3,245,000 TOTAL $ 2,995,000 $ 250,000 $ - $ - $ - $ - $ 3,245,000 146
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CITYWIDE BRIDGE MAINTENANCE
Project No. 462004
Purpose Maintain City-owned bridges in a structurally safe and serviceable condition.
Project Type Bridges
Project Category Necessary for Health and Safety
Project Manager Tina Pham
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Measure A $ 1,302,600 $ 455,000 $ 400,000 $ 2,220,000 $ 100,000 $ 100,000 $ 4,577,600 TOTAL $ 1,302,600 $ 455,000 $ 400,000 $ 2,220,000 $ 100,000 $ 100,000 $ 4,577,600 147
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TRAIN QUIET ZONE
Project No. 462205
Purpose
The effort is focused on the design and
implementation of improvements at at-grade railroad
crossings to establish a "Quiet Zone" to restrict the
sounding of train horns in the rail corridor.
Project Type Miscellaneous
Project Category Improve Quality of Life
Project Manager Tina Pham
Master Plan -
Council Priority Minimize impacts to residents from train horn noise at City at grade crossings.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ 485,000 $ 25,000 $ - $ - $ - $ - $ 510,000 Grants 10,478 - - - - - 10,478
TOTAL $ 495,478 $ 25,000 $ - $ - $ - $ - $ 520,478
148
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NEIGHBORHOOD TRAFFIC MANAGEMENT
Project No. 462226
Purpose
This project will implement the recommendations
of the neighborhood Traffic Action Plans. The
project will evaluate vehicle, bike, and pedestrian
counts, studies and warrants, origin-destination
studies, traffic calming devices, and traffic signal
modifications and synchronization. Fourteen
neighborhood Traffic Action Plans have been
completed to date.
Project Type Traffic
Project Category Necessary to Maintain Quality of Life
Project Manager Sang Cho
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Measure S $ 1,750,000 $ - $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 2,750,000 TOTAL $ 1,750,000 $ - $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 2,750,000 149
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BERMUDA DRIVE BRIDGE REPLACEMENT
Project No. 462250
Purpose
Replace existing bridge in accordance with
recommendations in Caltrans bridge inspection
report and upgrade to current standards.
Project Type Bridges
Project Category Necessary for Health and Safety
Project Manager Leo Chow
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Gas Tax $ 732,000 $ 420,000 $ 520,000 $ - $ - $ - $ 1,672,000 General Fund - - 1,750,000 - - - 1,750,000
Grants 88,500 - 6,550,000 - - - 6,638,500
Measure A 876,014 160,000 160,000 - - - 1,196,014
Measure S - 250,000 - - - - 250,000
Measure W - - 1,200,000 - - - 1,200,000
TOTAL $ 1,696,514 $ 830,000 $ 10,180,000 $ - $ - $ - $ 12,706,514 150
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PARK CITYWIDE PLAYGROUND EQUIPMENT REPLACEMENT - PUBLIC WORKS Project No. 462897
Purpose The playground equipment at various City parks
require routine maintenance and/or replacement.
Project Type Parks
Project Category Major Service Equipment Replacement
Project Manager Marie Silva
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ 375,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 450,000 TOTAL $ 375,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 450,000 151
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NORFOLK STREET AND FASHION ISLAND BOULEVARD INTERSECTION RECONSTRUCTION Project No. 463338
Purpose
Study to reconstruct median improvements for
eastbound Fashion Island Boulevard approaching
Norfolk Street. These improvements may include
reconfiguration of the Norfolk Street/Fashion
Island Boulevard intersection to accommodate
multiple lanes, as well as reconfigurations of the
lanes across the bridge. These improvements
are being considered as a means to address the
severe congestion along 19th Avenue/Fashion
Island Boulevard. The 19th Avenue/Fashion Island
Boulevard study will be funded with both this project
and the 19th Avenue Two Way Street Conversion
project.
Project Type Traffic
Project Category Improve Quality of Life
Project Manager Mike Kato
Master Plan -
Council Priority
Improve traffic flow on 19th Avenue and Fashion
Island Boulevard from Grant to Mariners Island
Boulevard.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Measure A $ 230,000 $ - $ 700,000 $ 700,000 $ - $ - $ 1,630,000 Private Contributions 250,000 - - - - - 250,000
TOTAL $ 480,000 $ - $ 700,000 $ 700,000 $ - $ - $ 1,880,000 152
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CITYWIDE BICYCLE PARKING
Project No. 465162
Purpose
This project will continue the implementation of
bicycle parking as recommended in the 2020
Bicycle Master Plan. The purpose of the project is
to increase bicycle parking facilities throughout the
City.
Project Type Bikeway/Pedestrian
Project Category Improve Quality of Life
Project Manager Sue-Ellen Atkinson
Master Plan 2020 Bicycle Master Plan
Council Priority
Complete all High and Medium-High priority projects
in the 2020 Bicycle Master Plan and the Pedestrian
Master Plan.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Gas Tax $ 37,508 $ - $ 10,000 $ 10,000 $ - $ - $ 57,508 Grants 58,740 - - - - - 58,740
TOTAL $ 96,248 $ - $ 10,000 $ 10,000 $ - $ - $ 116,248
153
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CITYWIDE TRAFFIC SIGNAL RETIMING
Project No. 465333
Purpose
This project will be used for various traffic signal
timing projects throughout the city. Signal timing is a low-cost way to reduce congestion.
Project Type Traffic
Project Category Improve Quality of Life
Project Manager Bethany Lopez
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Measure A $ 100,000 $ - $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 200,000 TOTAL $ 100,000 $ - $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 200,000 154
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EL CAMINO REAL LEFT-TURN POCKET - TILTON AVENUE AND BALDWIN AVENUE Project No. 465432
Purpose
Evaluate whether left-turn pockets for the
northbound and southbound directions at El Camino
Real/Tilton Avenue and El Camino Real/Baldwin
Avenue are feasible and recommended. Otherwise,
implement left-turn restrictions at both intersections.
Both intersections have been identified as
bottlenecks along the El Camino Real corridor
due to the lack of left-turn pockets, which causes
significant delay to the entire corridor. Travel time
and delay are both expected to be reduced with the
installation or removal.
Project Type Traffic
Project Category Improve Quality of Life
Project Manager Mike Kato
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Measure A $ 70,000 $ - $ 45,000 $ - $ - $ - $ 115,000
TOTAL $ 70,000 $ - $ 45,000 $ - $ - $ - $ 115,000
155
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CITYWIDE TRAFFIC CALMING
Project No. 466600
Purpose
This project will develop and implement the
Citywide traffic calming program known as the
Neighborhood Traffic Management Program (NTMP).
This includes staff time to process traffic-related
requests and solutions, such as speed cushions,
rectangular rapid flashing beacons, and driver
feedback signs.
Project Type Traffic
Project Category Improve Quality of Life
Project Manager Bethany Lopez
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Grants $ 72,000 $ - $ - $ - $ - $ - $ 72,000
Traffic Impact Fee 2,093,911 150,000 150,000 150,000 150,000 150,000 2,843,911 TOTAL $ 2,165,911 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 2,915,911 156
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CITYWIDE SIGN INVENTORY AND REPLACEMENT
Project No. 466607
Purpose
This project will conduct an inventory of all city signs and determine their retroreflectivity levels. This
data will be used to establish a sign replacement
program for all out of compliance signage. This
program was required to be established by June 13,
2014, in compliance with Caltrans' California Manual
on Uniform Traffic Control Devices (CA MUTCD).
Non-compliance of this requirement could lead to
federal aid requests being denied.
Project Type Traffic
Project Category Necessary for Health and Safety
Project Manager Bethany Lopez
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Measure A $ 460,000 $ - $ - $ 150,000 $ 150,000 $ 150,000 $ 910,000 TOTAL $ 460,000 $ - $ - $ 150,000 $ 150,000 $ 150,000 $ 910,000 157
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CITYWIDE STREET REHABILITATION PACKAGE III
Project No. 467009
Purpose
This project account funds maintenance and
rehabilitation projects in the City's Pavement
Management Program to maintain the street
pavement infrastructure. The annual program
budget provides funding for projects within the
planning horizon.
Project Type Streets
Project Category Maintain Current Investment
Project Manager Jimmy Vo
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Gas Tax $ 450,000 $ 100,000 $ - $ - $ - $ - $ 550,000
General Fund - 1,300,000 - - - - 1,300,000
Measure A 450,000 2,000,000 - - - - 2,450,000
TOTAL $ 900,000 $ 3,400,000 $ - $ - $ - $ - $ 4,300,000 158
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CITYWIDE STREET RECONSTRUCTION PACKAGE III
Project No. 467773
Purpose
This project is part of the Smooth Streets Program
to reconstruct failed streets. Annual program budget
provides funding for projects within the planning
horizon.
Project Type Streets
Project Category Maintain Current Investment
Project Manager Jimmy Vo
Master Plan -
Council Priority Reconstruct all failed streets in San Mateo by 2026.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Measure S $ 1,600,000 $ 800,000 $ 800,000 $ - $ - $ - $ 3,200,000 Measure W 1,300,000 700,000 700,000 - - - 2,700,000
RMRA 2,000,000 2,000,000 2,100,000 - - - 6,100,000
Taxes, Fees & Charges 1,650,000 - - - - - 1,650,000
TOTAL $ 6,550,000 $ 3,500,000 $ 3,600,000 $ - $ - $ - $ 13,650,000 159
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COLUMBIA DRIVE AND CRYSTAL SPRINGS ROAD STORM DRAIN CHANNEL Project No. 468007
Purpose
Manage storm water that conveys along the open
drainage ditch located in the public easement that
traverses from Columbia Drive to Crystal Springs
Road.
Project Type Stormwater
Project Category Necessary for Health and Safety
Project Manager Elton Yee
Master Plan -
Council Priority
Expedite efforts to improve the stormwater
collection, drainage, and storage system, including
dredging the Marina lagoon.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ 830,000 $ 1,350,000 $ - $ - $ - $ - $ 2,180,000 Measure S 1,250,000 - - - - - 1,250,000
TOTAL $ 2,080,000 $ 1,350,000 $ - $ - $ - $ - $ 3,430,000 160
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ADA COMPLIANCE AND TRANSITION PLANNING
Project No. 469031
Purpose
The Americans with Disabilities Act (ADA)
Compliance and Transition Plan involves identifying
improvements needed to City facilities and public
rights-of-way in order to comply with current ADA
standards. Needed improvements will be prioritized
based on a variety of factors, including but not
limited to the volume and type of use, path of
access, and the severity of the issue.
Project Type Buildings
Project Category Necessary for Health and Safety
Project Manager Tina Pham
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ 329,900 $ 35,000 $ 35,000 $ 35,000 $ 35,000 $ 35,000 $ 504,900 Taxes, Fees & Charges 100,000 - - - - - 100,000
TOTAL $ 429,900 $ 35,000 $ 35,000 $ 35,000 $ 35,000 $ 35,000 $ 604,900 161
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COLLECTION SYSTEM SCADA
Project No. 469916
Purpose
Needed to provide control and data management
of collection system components and coordination
with the wastewater treatment plant. The project
includes a master plan to develop standards for the
collection system control system. The standards
will be implemented in conjunction with collection
system capital improvement projects.
Project Type Sanitary Sewer
Project Category Necessary to Maintain Quality of Life
Project Manager Deryk Daquigan
Master Plan Clean Water Program (2014)
Council Priority Fund and deliver the Clean Water Program.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Sewer $ 1,818,591 $ 160,000 $ - $ - $ - $ - $ 1,978,591 Taxes, Fees & Charges 104,972 - - - - - 104,972
TOTAL $ 1,923,563 $ 160,000 $ - $ - $ - $ - $ 2,083,563 162
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ROOT FOAMING
Project No. 469933
Purpose
This project performs the annual root foaming
efforts identified in the City’s Sanitary Sewer
Management Plan (SSMP). Root foaming is
performed in sewer lines in areas with historic root
intrusion. Approximately 275,000 feet of sewer
lines are treated annually.
Project Type Sanitary Sewer
Project Category Necessary to Maintain Quality of Life
Project Manager Laura Webb
Master Plan Clean Water Program (2014)
Council Priority Fund and deliver the Clean Water Program.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Sewer $ 3,216,660 $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ 5,216,660 Taxes, Fees & Charges 1,031,339 - - - - - 1,031,339
TOTAL $ 4,248,000 $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ 6,248,000 163
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EAST SAN MATEO LIFT STATION
Project No. 469988
Purpose
Needed to maintain reliability of pump stations
transferring flow from sub-basins to the wastewater
treatment plant. The project includes wet well rehab,
pump replacement/rehab, and/or upgrades to
ancillary equipment and components.
Project Type Sanitary Sewer
Project Category Necessary to Maintain Quality of Life
Project Manager Tom Williams
Master Plan Clean Water Program (2014)
Council Priority Fund and deliver the Clean Water Program.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Sewer $ 12,317,421 $ 11,675,000 $ - $ - $ - $ - $ 23,992,421 TOTAL $ 12,317,421 $ 11,675,000 $ - $ - $ - $ - $ 23,992,421 164
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CITYWIDE STREET REHABILITATION PROGRAM
Project No. 469997
Purpose
This project account funds maintenance and
rehabilitation projects in the City's Pavement
Management Program to maintain the street
pavement infrastructure. The annual program
budget provides funding for projects within the
planning horizon.
Project Type Streets
Project Category Maintain Current Investment
Project Manager Jimmy Vo
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Gas Tax $ - $ - $ 1,000,000 $ 1,400,000 $ 1,400,000 $ 1,400,000 $ 5,200,000 General Fund - - 1,800,000 900,000 200,000 830,000 3,730,000 Measure A - - 1,300,000 1,300,000 2,000,000 2,000,000 6,600,000 Measure S - - - 800,000 800,000 800,000 2,400,000
Measure W - - - 1,000,000 1,000,000 1,000,000 3,000,000 RMRA - - 400,000 2,700,000 2,700,000 2,700,000 8,500,000 TOTAL $ - $ - $ 4,500,000 $ 8,100,000 $ 8,100,000 $ 8,730,000 $29,430,000 165
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SMALL TRASH CAPTURE DEVICES
Project No. 46C001
Purpose
This program will install small trash capture devices
at various locations throughout the City, and is
identified as high priority toward meeting City trash
reduction requirements. Annual budget provides
funding for individual projects within the planning
horizon.
Project Type Stormwater
Project Category Necessary for Health and Safety
Project Manager Elton Yee
Master Plan -
Council Priority Meet the 100% trash reduction mandate.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
RMRA $ 1,650,000 $ - $ - $ - $ - $ - $ 1,650,000
Taxes, Fees, and Charges - 750,000 750,000 750,000 750,000 750,000 3,750,000 TOTAL $ 1,650,000 $ 750,000 $ 750,000 $ 750,000 $ 750,000 $ 750,000 $ 5,400,000 166
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CITYWIDE SOIL STABILIZATION PROGRAM
Project No. 46C002
Purpose
This project includes the design and implemtation of
repairs required to address Citywide slope/landslide
problems, creek bank and other geotechnical
problems due to erosion, storm damages, poor soils,
etc.
Project Type Stormwater
Project Category Necessary for Health and Safety
Project Manager Stephanie Piñon
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ - $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 750,000 TOTAL $ - $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 750,000 167
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GREEN FLEET CHARGING INFRASTRUCTURE PROJECT
Project No. 46C003
Purpose
This project is for the planning, design, and
implementation of infrastructure improvements
for charging stations, solar panel systems, battery
storage and other clean energy improvements to
facilitate green fleet transitions.
Project Type Buildings
Project Category Mandatory - Irreversible
Project Manager Sydney Chow
Master Plan -
Council Priority Implement a Green Fleet by 2030.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ - $ 100,000 $ 200,000 $ 200,000 $ - $ - $ 500,000 TOTAL $ - $ 100,000 $ 200,000 $ 200,000 $ - $ - $ 500,000 168
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DEVELOPMENT DESIGN STANDARDS
Project No. 46C004
Purpose
The focus of the project is to update existing
standard drawings, develop new necessary
drawings, standard specifications, design guidelines
and update the muncipal code as needed.
Project Type Miscellaneous
Project Category Research and Development
Project Manager Tina Pham
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Taxes, Fees, and Charges $ - $ 260,000 $ 75,000 $ - $ - $ - $ 335,000 TOTAL $ - $ 260,000 $ 75,000 $ - $ - $ - $ 335,000
169
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ADAPTATION PLAN
Project No. 46C005
Purpose
This project initiates the assessment of climate
change impacts to the City and includes an
evaluation of vulnerability, exposure, and risk.
Adaptation strategies will be developed based on
the level of protection of the City's bayfront levee
system and consideration of land use regulations.
An adaptation pathway will be developed and future
monitoring recommended.
Project Type Stormwater
Project Category Necessary for Health and Safety
Project Manager Azalea Mitch
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Taxes, Fees, and Charges $ - $ 100,000 $ 50,000 $ - $ - $ - $ 150,000 TOTAL $ - $ 100,000 $ 50,000 $ - $ - $ - $ 150,000
170
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DOWNTOWN PARKING GARAGE PEDESTRIAN SAFETY
Project No. 46F001
Purpose
The project scope includes construction of
pedestrian safety improvements at two City-owned
parking garages: Main Street Parking Garage and
Central Parking Garage. These improvements will
address site-specific safety deficiencies at each
facility to enhance pedestrian safety in Downtown
San Mateo for all ages and abilities. Improvements
include audible and visual pedestrian and vehicle
warning devices, physical separation for pedestrian
pathways, speed cushions, and updating signage
and pavement markings to MUTCD standards.
Project Type Bikeway/Pedestrian
Project Category Necessary for Health and Safety
Project Manager Nicolette Chan
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ 140,000 $ - $ - $ - $ - $ - $ 140,000
Measure A - 560,000 - - - - 560,000
TOTAL $ 140,000 $ 560,000 $ - $ - $ - $ - $ 700,000
171
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CORP YARD MISC IMPROVEMENTS
Project No. 46F003
Purpose
The existing Corporation Yard for the City is
located at 1949-2001 Pacific Boulevard, a 5.2
acre parcel. The Public Works and the Parks and
Recreation departments currently occupy the
existing Corporation Yard. Functions located at
the facility include sewer collection; street and
traffic maintenance; facilities maintenance; fleet
maintenance; a receiving warehouse; landscape
maintenance; and related administrative staff. The
facilities are aging and in need of improvements.
Upgrades include: pavement rehabilitation and
improvements to the existing restrooms, locker
rooms, office spaces, common areas, etc.
Project Type Buildings
Project Category Necessary for Health and Safety
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ 100,000 $ - $ - $ - $ 1,000,000 $ 1,000,000 $ 2,100,000 TOTAL $ 100,000 $ - $ - $ - $ 1,000,000 $ 1,000,000 $ 2,100,000 172
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PAINT - CENTRAL PARKING GARAGE
Project No. 46F005
Purpose Routine maintenance item to preserve the existing facility.
Project Type Buildings
Project Category Maintain Current Investment
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ - $ - $ 150,000 $ - $ - $ - $ 150,000
TOTAL $ - $ - $ 150,000 $ - $ - $ - $ 150,000
173
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PARK RESTROOM PHASE V
Project No. 46F015
Purpose Park restrooms remodel. Includes restrooms at
Shoreview and Lakeshore Parks.
Project Type Parks
Project Category Necessary for Health and Safety
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ - $ 750,000 $ - $ - $ - $ - $ 750,000
TOTAL $ - $ 750,000 $ - $ - $ - $ - $ 750,000
174
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MAIN LIBRARY PAINTING
Project No. 46F016
Purpose
The Main Library was built in 2006 and has provided
resources and services to San Mateo County by
offering a variety of media to meet the needs of
individuals and groups for education, information,
and personal development. The general lifespan
for interior paint is 12-15 years, so the facility is due for repainting. The project involves coordination
with various library/community groups and involves
phasing, temporary relocation, and shutdowns.
Project Type Buildings
Project Category Maintain Current Investment
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ 50,000 $ 400,000 $ - $ - $ - $ - $ 450,000 TOTAL $ 50,000 $ 400,000 $ - $ - $ - $ - $ 450,000
175
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PANIC BUTTONS AT COUNTERS AND OFFICES
Project No. 46F018
Purpose
This project is to install buttons underneath public
counters and private offices to alert the Police
Department in the event of an emergency.
Project Type Buildings
Project Category Necessary for Health and Safety
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Taxes, Fees, and Charges $ - $ 75,000 $ - $ - $ - $ - $ 75,000 TOTAL $ - $ 75,000 $ - $ - $ - $ - $ 75,000
176
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OFFICES - ACOUSTIC ATTENUATION - CITY HALL
Project No. 46F021
Purpose
This project is to decrease sound transmission
between offices and conference room and engages
professional acoustical engineering services.
Project Type Buildings
Project Category Necessary to Maintain Quality of Life
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Taxes, Fees, and Charges $ - $ 16,000 $ - $ - $ - $ - $ 16,000 TOTAL $ - $ 16,000 $ - $ - $ - $ - $ 16,000
177
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FINANCE COUNTER SECURITY IMPROVEMENTS
Project No. 46F022
Purpose Improvements to create an accessible counter and increase security while providing public service.
Project Type Buildings
Project Category Necessary for Health and Safety
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ - $ - $ 80,000 $ - $ - $ - $ 80,000
TOTAL $ - $ - $ 80,000 $ - $ - $ - $ 80,000
178
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SHOREVIEW BASKETBALL COURT RESURFACING
Project No. 46F023
Purpose
The scope of work involves replacing the entire
basketball surface, poles, backboard, net, and
benches.
Project Type Parks
Project Category Maintain Current Investment
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ - $ - $ 450,000 $ - $ - $ - $ 450,000
TOTAL $ - $ - $ 450,000 $ - $ - $ - $ 450,000
179
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PARKING FACILITY STRUCTURAL REPAIRS
Project No. 46F025
Purpose
To preserve the City's infrastructure by
investigating the structural condition of and making
improvements to every downtown parking garage
over the next five years. The proposed timeline
begins with assessing the 2nd & El Camino Parking
Garage, the Central Parking Garage, the Transit
Center Parking Garage, the Central Park Tennis
Court Parking Garage, and the Main Street Parking
Garage.
Project Type Buildings
Project Category Maintain Current Investment
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ - $ - $ - $ - $ 700,095 $ 1,000,000 $ 1,700,095 Parking In-Lieu - 3,200,000 1,000,000 1,000,000 299,905 - 5,499,905 TOTAL $ - $ 3,200,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 7,200,000 180
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NEW CENTRAL PARK PARKING GARAGE
Project No. 46F026
Purpose The project includes the construction of a new
parking garge at Central Park.
Project Type Buildings
Project Category Improve Quality of Life
Project Manager Kathy Kleinbaum
Master Plan Central Park Master Plan
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Parking In-Lieu $ - $ - $ - $ - $ - $ 18,000,000 $ 18,000,000 TOTAL $ - $ - $ - $ - $ - $18,000,000 $18,000,000
181
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POLICE DEPARTMENT ROOF IMPROVEMENTS
Project No. 46F027
Purpose
This project involves building a new roof with
positive drainage over the existing damaged roof at
the Police headquarters building.
Project Type Buildings
Project Category Projects that Avoid Future Additional Cost Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Measure S $ - $ 1,000,000 $ - $ - $ - $ - $ 1,000,000
TOTAL $ - $ 1,000,000 $ - $ - $ - $ - $ 1,000,000
182
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LAKESHORE RECREATION CENTER ADA ENTRY
Project No. 46F028
Purpose
The project consists of improvements to the
building entrance are required for safety and ADA
compliance.
Project Type Buildings
Project Category Necessary for Health and Safety
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ - $ 50,000 $ 400,000 $ - $ - $ - $ 450,000 TOTAL $ - $ 50,000 $ 400,000 $ - $ - $ - $ 450,000
183
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CITYWIDE FACILITIES CONDITION ASSESSMENT
Project No. 46F030
Purpose
The purpose of this Citywide program is to preserve
the City's infrastructure by investigating the
structural condition of every facility over the next
five years. The proposed timeline begins with
assessing essential services buildings such as the
Police Station, Fire Stations, City Hall, recreation
centers and libraries.
Project Type Buildings
Project Category Necessary for Health and Safety
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ - $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 TOTAL $ - $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 184
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INFORMATION TECHNOLOGY - UPS REPLACEMENT
Project No. 46F032
Purpose The project includes the replacement of the UPS system at City Hall.
Project Type Miscellaneous
Project Category Major Service Equipment Replacement
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Miscellaneous $ - $ 400,000 $ - $ - $ - $ - $ 400,000
TOTAL $ - $ 400,000 $ - $ - $ - $ - $ 400,000
185
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BERESFORD BASKETBALL COURT RESURFACE
Project No. 46F033
Purpose
The project includes the installation of sport court
material, replacement of benches, poles, and
backboards.
Project Type Parks
Project Category Improve Quality of Life
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ - $ - $ - $ 180,000 $ - $ - $ 180,000
TOTAL $ - $ - $ - $ 180,000 $ - $ - $ 180,000
186
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LOS PRADOS COURT LIGHTING IMPROVEMENTS
Project No. 46F034
Purpose
The project includes the repair and conversion of
the lights at the tennis and basketball courts to LED
for recreation and safety.
Project Type Parks
Project Category Necessary for Health and Safety
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ - $ 120,000 $ - $ - $ - $ - $ 120,000
TOTAL $ - $ 120,000 $ - $ - $ - $ - $ 120,000
187
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ELEVATOR MODERNIZATION - CENTRAL GARAGE
Project No. 46F035
Purpose
This project includes the upgrade of the controls
system of the elevator as required for code
compliance and waterproofing to maintain safe
operations.
Project Type Buildings
Project Category Necessary for Health and Safety
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ - $ 500,000 $ - $ - $ - $ - $ 500,000
TOTAL $ - $ 500,000 $ - $ - $ - $ - $ 500,000
188
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KING POOL ASSESSMENT AND IMPROVEMENTS
Project No. 46F036
Purpose
The project involves a comprehensive assessment
of the pool and implementation of capital
improvements.
Project Type Parks
Project Category Maintain Current Investment
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Parks and Recreation Tax
and Fees $ - $ 100,000 $ 3,000,000 $ 3,000,000 $ - $ - $ 6,100,000 TOTAL $ - $ 100,000 $ 3,000,000 $ 3,000,000 $ - $ - $ 6,100,000 189
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JOINVILLE POOL ASSESSMENT AND IMPROVEMENTS
Project No. 46F037
Purpose
The project involves a comprehensive assessment
of the pool and implementation of capital
improvements.
Project Type Parks
Project Category Maintain Current Investment
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Parks and Recreation Tax
and Fees $ - $ 100,000 $ - $ - $ - $ - $ 100,000
TOTAL $ - $ 100,000 $ - $ - $ - $ - $ 100,000
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RAILROAD CROSSING IMPROVEMENTS
Project No. 46M001
Purpose
Install City's portion of improvements (within City
right of way) associated with California Public
Utilities Commission (CPUC) Section 130 railroad
crossing improvements at 4th Avenue and 5th
Avenue at-grade railroad crossings.
Project Type Miscellaneous
Project Category Improve Quality of Life
Project Manager Tina Pham
Master Plan -
Council Priority Minimize impacts to residents from train horn noise at City at grade crossings.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Grants $ 250,000 $ - $ - $ - $ - $ - $ 250,000
Other Agencies 1,566,125 500,000 - - - - 2,066,125
TOTAL $ 1,816,125 $ 500,000 $ - $ - $ - $ - $ 2,316,125 191
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HILLSDALE BOULEVARD AND ALAMEDA DE LAS PULGAS SIGNAL
Project No. 46R001
Purpose
Install a traffic signal at the Hillsdale Boulevard
and Alameda de las Pulgas intersection to improve
safety and optimize congestion.
Project Type Traffic
Project Category Improve Quality of Life
Project Manager Sang Cho
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Measure A $ 430,000 $ - $ 400,000 $ - $ - $ - $ 830,000 TOTAL $ 430,000 $ - $ 400,000 $ - $ - $ - $ 830,000
192
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RAILROAD AVENUE WALL ENHANCEMENT
Project No. 46R008
Purpose
Caltrain will be constructing a parking track near the
neighborhood of Hayward Park. Caltrains parking
track runs parallel to S. Railroad Avenue between
10th Avenue and 14th Avenue. The Railroad Avenue
Wall Enhancement project will construct a wall to
obstruct the view of Caltrain's parking track.
Project Type Miscellaneous
Project Category Improve Quality of Life
Project Manager Jay Yu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Traffic Impact Fee $ 1,100,000 $ 1,000,000 $ - $ - $ - $ - $ 2,100,000 TOTAL $ 1,100,000 $ 1,000,000 $ - $ - $ - $ - $ 2,100,000 193
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GRAMMERCY DRIVE RETAINING WALL
Project No. 46R009
Purpose Long term roadway reconstruction and stabilization via retaining wall.
Project Type Streets
Project Category Necessary for Health and Safety
Project Manager Stephanie Piñon
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ 275,000 $ 50,000 $ 2,300,000 $ - $ - $ - $ 2,625,000 TOTAL $ 275,000 $ 50,000 $ 2,300,000 $ - $ - $ - $ 2,625,000 194
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25TH AVENUE UNDERGROUNDING - PHASE II
Project No. 46R010
Purpose
Relocate all overhead electrical below ground per
Rule 20A on 25th Avenue from El Camino Real to
Delaware Street.
Project Type Utility Underground
Project Category Improve Quality of Life
Project Manager Elton Yee
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Measure A $ 260,000 $ - $ - $ - $ - $ - $ 260,000
Other Agencies - 2,650,000 - - - - 2,650,000
TOTAL $ 260,000 $ 2,650,000 $ - $ - $ - $ - $ 2,910,000 195
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FUND INFORMATION 251
101/92 MULTI-MODAL (FASHION ISLAND CLASS IV BIKE LANE)
Project No. 46R016
Purpose
This complete streets project is intended to to
implement a proposed Class IV separated bikeway
on Fashion Island Boulevard and 19th Avenue
that will include many pedestrian co-benefits.
The dedicated bikeway under the US 101/SR 92
interchange will provide access from eastern San
Mateo and Foster City to both the existing Hayward
Park Caltrain Station and the proposed US 101/SR
92 SamTrans Mobility Hub to facilitate multimodal
transportation connections.
Project Type Bikeway/Pedestrian
Project Category Improve Quality of Life
Project Manager Sue-Ellen Atkinson
Master Plan Bicycle Master Plan
Council Priority
Complete all High and Medium-High priority projects
in the 2020 Bicycle Master Plan and the Pedestrian
Master Plan.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Grants $ - $ 255,000 $ 554,545 $ 831,819 $ 3,988,636 $ - $ 5,630,000 Measure A - - 55,455 83,131 61,364 - 199,950
TOTAL $ - $ 255,000 $ 610,000 $ 914,950 $ 4,050,000 $ - $ 5,829,950 196
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DOWNTOWN GRADE SEPARATION STUDY
Project No. 46R017
Purpose
This project involves the development of options
for the separation of existing at-grade crossings in
downtown (1st - 5th and 9th Avenue).
Project Type Bikeway/Pedestrian
Project Category Improve Quality of Life
Project Manager Jay Yu
Master Plan -
Council Priority Plan for the downtown grade separations and long‐ term train corridor improvements.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Grants $ - $ 1,000,000 $ - $ - $ - $ - $ 1,000,000
Measure W - 100,000 - - - - 100,000
TOTAL $ - $ 1,100,000 $ - $ - $ - $ - $ 1,100,000
197
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HILLSDALE BIKE PED BRIDGE FEASIBILITY STUDY
Project No. 46R018
Purpose
This is a feasibility study to analyze other options to get pedestrians and bicyclists across Hillsdale. The
existing Hillsdale Bike/ped bridge alignment was
too expensive to move forward with PS&E and CON,
and with roadway alignment changes on US101 may
not be feasible. This necessitates a re-evaluation to
determine the preferred alternative for future PS&E.
Project Type Bikeway/Pedestrian
Project Category Improve Quality of Life
Project Manager Sue-Ellen Atkinson
Master Plan -
Council Priority
Complete all High and Medium-High priority projects
in the 2020 Bicycle Master Plan and the Pedestrian
Master Plan.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Grants $ - $ 150,000 $ - $ - $ - $ - $ 150,000
Measure A - 15,000 - - - - 15,000
TOTAL $ - $ 165,000 $ - $ - $ - $ - $ 165,000
198
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CITYWIDE SAFE ROUTES TO SCHOOL PROGRAM
Project No. 46R019
Purpose
This program will identify and develop specific
improvements to address pedestrian and access
safety around schools.
Project Type Bikeway/Pedestrian
Project Category Improve Quality of Life
Project Manager Sue-Ellen Atkinson
Master Plan -
Council Priority
Complete all High and Medium-High priority projects
in the 2020 Bicycle Master Plan and the Pedestrian
Master Plan.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Measure A $ - $ 140,000 $ 140,000 $ 140,000 $ 140,000 $ - $ 560,000 TOTAL $ - $ 140,000 $ 140,000 $ 140,000 $ 140,000 $ - $ 560,000 199
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DOWNTOWN TRAFFIC SAFETY IMPROVEMENTS
Project No. 46R020
Purpose
This project focuses on pedestrian safety
improvements in the downtown. Improvements
could include a study, or plan, crosswalk
improvements, bulb outs, lighting, and other safety
related improvements.
Project Type Bikeway/Pedestrian
Project Category Improve Quality of Life
Project Manager Jay Yu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Private Contributions $ - $ 100,000 $ - $ - $ - $ - $ 100,000 TOTAL $ - $ 100,000 $ - $ - $ - $ - $ 100,000
200
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DOWNTOWN CIRCULATION STUDY
Project No. 46R021
Purpose
This study will reanalyze the downtown circulation
after the July direction from City Council to remove
the recommended bike lanes on B. Street. This
study will assess public right-of-way and circulation
in Downtown San Mateo to identify priority modes
for each street segment.
Project Type Traffic
Project Category Improve Quality of Life
Project Manager Sue-Ellen Atkinson
Master Plan -
Council Priority
Complete all High and Medium-High priority projects
in the 2020 Bicycle Master Plan and the Pedestrian
Master Plan.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Measure A $ - $ 200,000 $ - $ - $ - $ - $ 200,000
TOTAL $ - $ 200,000 $ - $ - $ - $ - $ 200,000
201
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DELAWARE SAFE ROUTES TO SCHOOL CORRIDOR
Project No. 46R022
Purpose
This is a fully grant-funded project (ATP Cycle 6).
The purpose of this project to improve the bike
infrastructure on Delaware from Pacific to 19th
Avenue. This is an essential corridor to connect the
community to schools.
Project Type Bikeway/Pedestrian
Project Category Improve Quality of Life
Project Manager Bethany Lopez
Master Plan Bicycle Master Plan
Council Priority
Complete all High and Medium-High priority projects
in the 2020 Bicycle Master Plan and the Pedestrian
Master Plan.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Grants $ - $ 260,000 $ 1,400,000 $ - $ - $ - $ 1,660,000 TOTAL $ - $ 260,000 $ 1,400,000 $ - $ - $ - $ 1,660,000 202
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TRAFFIC IMPACT FEE UPDATE
Project No. 46R023
Purpose
This project is to update the existing level of service based Transportation Improvement Fee to a new
metric to better align with the new General Plan.
Project Type Traffic
Project Category Improve Quality of Life
Project Manager Jay Yu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Traffic Impact Fee $ - $ - $ 100,000 $ - $ - $ - $ 100,000 TOTAL $ - $ - $ 100,000 $ - $ - $ - $ 100,000
203
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BIKE SAN MATEO PROGRAM
Project No. 46R024
Purpose
This is a comprehensive program specifically
dedicated to implement all the high and mediumhigh projects identified in the 2020 Bicycle Master Plan. This program will delineate funding
and scheduling by year to accomplish the goal
of designing and constructing these projects as
directed by City Council.
Project Type Bikeway/Pedestrian
Project Category Improve Quality of Life
Project Manager Sue-Ellen Atkinson
Master Plan Bicycle Master Plan
Council Priority
Complete all High and Medium-High priority projects
in the 2020 Bicycle Master Plan and the Pedestrian
Master Plan.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Traffic Impact Fee $ - $ - $ - $ 700,000 $ 700,000 $ 700,000 $ 2,100,000 TOTAL $ - $ - $ - $ 700,000 $ 700,000 $ 700,000 $ 2,100,000 204
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BASINS 2 AND 3 COLLECTION SYSTEM IMPROVEMENTS
Project No. 46S003
Purpose
Needed to replace aging infrastructure, ensure
reliable operations, provide capacity for wet weather
flow, and comply with regulatory requirements.
The project includes pipeline replacement and
upsizing (total of approximately 19,000 feet),
pump station upgrades, force main rehabilitation
(approximately 2,000 feet), and a new underground
flow equalization holding structure (approximately
5.3 million gallons) and associated diversion sewers
(3,400 feet) in the central area of the collection
system.
Project Type Sanitary Sewer
Project Category Necessary to Maintain Quality of Life
Project Manager Deryk Daquigan
Master Plan Clean Water Program (2014)
Council Priority Fund and deliver the Clean Water Program.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Private Contributions $ 3,781,944 $ - $ - $ - $ - $ - $ 3,781,944 Sewer 154,780,241 855,000 - - - - 155,635,241
TOTAL $ 158,562,185 $ 855,000 $ - $ - $ - $ - $ 159,417,185 205
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CLEAN WATER PROGRAM (CWP) SEWER FLOW MONITORING AND REPORTING Project No. 46S090
Purpose
Needed to analyze the changing hydraulics of the
collection system. Hydraulic conditions regularly
change due to aging infrastructure, changes in
rainfall and inflow/infiltration, and impacts of capital improvement projects. The project includes flow
monitoring/measurement in the collection system on
an as-needed basis, and maintenance of the system
hydraulic model.
Project Type Sanitary Sewer
Project Category Necessary to Maintain Quality of Life
Project Manager Deryk Daquigan
Master Plan Clean Water Program (2014)
Council Priority Fund and deliver the Clean Water Program.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Sewer $ 572,000 $ 90,000 $ 95,000 $ - $ - $ - $ 757,000 TOTAL $ 572,000 $ 90,000 $ 95,000 $ - $ - $ - $ 757,000 206
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CLEAN WATER PROGRAM (CWP) ANNUAL CITYWIDE SANITARY SEWER REHABILITATION Project No. 46S091
Purpose
Annual program needed to repair defects in gravity
collection pipes to prevent increase of infiltration
and inflow and pipe failures. The project includes
rehabilitation needs identified by annual CCTV
inspection of collection system gravity pipes and
manholes. Projects are recommended on an annual
basis and may include sewer spot repairs, gravity
sewer lining, full pipe replacements and manhole
lining and repairs. The City's sewer system is divided
into several basins that are evaluated every five
years (Basins A, B, C, D & E and El Camino Real).
Project Type Sanitary Sewer
Project Category Necessary to Maintain Quality of Life
Project Manager Laura Webb
Master Plan Clean Water Program (2014)
Council Priority Fund and deliver the Clean Water Program.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Sewer $ 39,651,000 $ 11,700,000 $ 11,000,000 $ 4,890,000 $ - $ - $ 67,241,000 TOTAL $ 39,651,000 $ 11,700,000 $ 11,000,000 $ 4,890,000 $ - $ - $ 67,241,000 207
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CLEAN WATER PROGRAM (CWP) CLOSED CIRCUIT TELEVISION (CCTV) INSPECTION PROGRAM Project No. 46S093
Purpose
Annual program needed to identify defects in
gravity collection pipes. Includes video inspection
(closed circuit television, CCTV) of gravity
pipes systems every five years (1/5 of collection
system inspected each year). All inspected pipes
and manholes are assessed and considered for
rehabilitation.
Project Type Sanitary Sewer
Project Category Necessary to Maintain Quality of Life
Project Manager Laura Webb
Master Plan Clean Water Program (2014)
Council Priority Fund and deliver the Clean Water Program.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Sewer $ 4,031,000 $ 770,000 $ 765,000 $ - $ - $ - $ 5,566,000 TOTAL $ 4,031,000 $ 770,000 $ 765,000 $ - $ - $ - $ 5,566,000 208
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TMDL ENHANCED PLANNING AND INFRASTRUCTURE IMPROVEMENTS
Project No. 46S101
Purpose
Develop, submit, implement, and monitor an
enhanced infrastructure renewal and capacity
assurance plan that prioritizes sewer system
inspections and repairs in areas within 1/2 mile of
the San Mateo beaches as required to comply with
the Regional Water Quality Control Board's total
maximum daily load (TMDL) requirements.
Project Type Sanitary Sewer
Project Category Necessary to Maintain Quality of Life
Project Manager Deryk Daquigan
Master Plan Sanitary Sewer Management Plan
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Sewer $ - $ 1,000,000 $ 2,500,000 $ 2,500,000 $ 2,500,000 $ 2,500,000 $ 11,000,000 TOTAL $ - $ 1,000,000 $ 2,500,000 $ 2,500,000 $ 2,500,000 $ 2,500,000 $ 11,000,000 209
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SANITARY SEWER FLOW MONITORING & REPORTING
Project No. 46S190
Purpose
Hydraulic conditions of the sewer system
change due to aging infrastructure and inflow/
infiltration. The project consists of flow monitoring/
measurement of the sewer collection system on
an as-needed basis and maintenance of the sewer
system hydraulic model to assess capacity.
Project Type Sanitary Sewer
Project Category Necessary to Maintain Quality of Life
Project Manager Deryk Daquigan
Master Plan Sanitary Sewer Management Plan
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Sewer $ - $ - $ - $ - $ 125,000 $ 125,000 $ 250,000
TOTAL $ - $ - $ - $ - $ 125,000 $ 125,000 $ 250,000
210
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ANNUAL SANITARY SEWER REHABILITATION
Project No. 46S191
Purpose
Annual program to repair defects in the sewer
system pipes to minimize infiltration and inflow and
pipe failures. The project includes the repair of
defects identified by annual CCTV inspections of
the collection system gravity pipes and manholes.
Projects are recommended on an annual basis and
may include sewer spot repairs, gravity sewer lining,
full pipe replacements and manhole lining and
repairs. The City's sewer system consists of several
basins that are evaluated every five years (Basins A,
B, C, D & E and El Camino Real).
Project Type Sanitary Sewer
Project Category Necessary to Maintain Quality of Life
Project Manager Laura Webb
Master Plan Sanitary Sewer Management Plan
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Sewer $ - $ - $ - $ - $ 5,120,000 $ 10,350,000 $ 15,470,000 TOTAL $ - $ - $ - $ - $ 5,120,000 $ 10,350,000 $ 15,470,000 211
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SANITARY SEWER PUMP STATION UPGRADES
Project No. 46S192
Purpose
A biennial program needed to maintain the
reliability of the City's sanitary sewer pump stations.
The program includes pump station repair and
rehabilitation projects identified through condition
assessments. Projects are recommended on a
biennial basis and may include pump, valve and
piping replacement, wet well and valve vault
lining and/or repair or complete replacement,
instrumentation, controls, and electrical replacement
or upgrades, force main repair, and the addition of
standby generators.
Project Type Sanitary Sewer
Project Category Necessary to Maintain Quality of Life
Project Manager Tom Williams
Master Plan Sanitary Sewer Management Plan
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Sewer $ - $ - $ - $ - $ 13,020,000 $ 3,000,000 $ 16,020,000 TOTAL $ - $ - $ - $ - $ 13,020,000 $ 3,000,000 $ 16,020,000 212
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SANITARY SEWER CCTV INSPECTION PROGRAM
Project No. 46S193
Purpose
The program involves video inspection (closed
circuit television, CCTV) of the City's sewer
collection system (1/5 of the collection system
inspected each year). All inspected pipes and
manholes are assessed and considered for
rehabilitation.
Project Type Sanitary Sewer
Project Category Necessary to Maintain Quality of Life
Project Manager Laura Webb
Master Plan Sanitary Sewer Management Plan
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Sewer $ - $ - $ - $ - $ 900,000 $ 635,000 $ 1,535,000
TOTAL $ - $ - $ - $ - $ 900,000 $ 635,000 $ 1,535,000
213
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WWTP AND FLOW MANAGEMENT UPGRADE AND EXPANSION
Project No. 46T003
Purpose
Needed to replace aging infrastructure, ensure
reliable operations, provide capacity for wet weather
flow, and comply with regulatory requirements. The
project includes new biological nutrient removal
(BNR)/membrane bioreactor (MBR) wastewater
treatment facilities. Project includes all preliminary, primary, and secondary treatment facillities, site
preparation, stormwater management, automation
of the plant, a new administration building, new
maintenance warehouse and improvements to the
pedestrian and bike path surrounding the plant site.
Effluent from new facilities will meet Title 22 reycled water quality.
Project Type Sanitary Sewer
Project Category Necessary to Maintain Quality of Life
Project Manager Thomas Ruark
Master Plan Clean Water Program (2014)
Council Priority Fund and deliver the Clean Water Program.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Other Agencies $ 160,959,351 $ - $ - $ - $ - $ - $ 160,959,351 Sewer 363,757,649 11,210,000 15,400,000 - - - 390,367,649 TOTAL $ 524,717,000 $ 11,210,000 $15,400,000 $ - $ - $ - $ 551,327,000 214
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CLEAN WATER PROGRAM (CWP) WWTP ANNUAL MAJOR COMPONENTS
Project No. 46T090
Purpose
Needed to maintain reliable plant operations and
meet permit requirements. The project is comprised
of repair and/or replacement of critical equipment
throughout the wastewater treatment plant to
maintain reliable operations.
Project Type Sanitary Sewer
Project Category Necessary to Maintain Quality of Life
Project Manager Deryk Daquigan
Master Plan Clean Water Program (2014)
Council Priority Fund and deliver the Clean Water Program.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Other Agencies $ 1,679,612 $ - $ - $ - $ - $ - $ 1,679,612 Sewer 3,714,388 3,500,000 1,030,000 - - - 8,244,388
TOTAL $ 5,394,000 $ 3,500,000 $ 1,030,000 $ - $ - $ - $ 9,924,000 215
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WWTP ANNUAL REPAIRS
Project No. 46T190
Purpose
The effort is comprised of the repair and/or
replacement of critical equipment at the wastewater
treatment plant to maintain reliable operations and
meet permit requirements.
Project Type Sanitary Sewer
Project Category Necessary to Maintain Quality of Life
Project Manager Deryk Daquigan
Master Plan Sanitary Sewer Management Plan
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Sewer $ - $ - $ - $ - $ 3,570,000 $ - $ 3,570,000
TOTAL $ - $ - $ - $ - $ 3,570,000 $ - $ 3,570,000
216
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STORMWATER SYSTEM MANAGEMENT IMPROVEMENT PROGRAM
Project No. 46W002
Purpose
The City’s stormwater system consists of storm
drains, creeks/channels, green infrastructure, pump
stations, and the Marina Lagoon. This Program
funds stormwater system condition assessments,
capacity evaluations, master planning, and capital
improvements for flood control.
Project Type Stormwater
Project Category Maintain Current Investment
Project Manager Jimmy Vo
Master Plan Storm Drain Master Plan
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Measure S $ 250,000 $ 400,000 $ - $ - $ - $ - $ 650,000 TOTAL $ 250,000 $ 400,000 $ - $ - $ - $ - $ 650,000
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EXTERNAL RADIO INFRASTRUCTURE
Project No. 512000
Purpose
Complete replacement of the public safety radio
infrastructure, which has far surpassed its projected
lifespan. The Department’s radio technicians
have been able to piecemeal various parts and
equipment to continue functionality, but the
system is at risk of failure. Additionally, the existing equipment lacks the ability to support modern
technology such as encryption, GPS, and Wi-Fi.
Project Type Miscellaneous
Project Category Necessary for Health and Safety
Project Manager Marie Silva
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Measure S $ - $ 900,000 $ - $ - $ - $ - $ 900,000
TOTAL $ - $ 900,000 $ - $ - $ - $ - $ 900,000
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POLICE RADIOS - HAND HELD AND MOBILE
Project No. 513000
Purpose
Complete replacement of handheld and mobile
radios for the Police Department. New radios
and mobiles will allow for the use of advanced
technologies. This will offer the Department access
to GPS, Bluetooth, an emergency button, and
encryption. The mobile radios are three years past
their projected lifespan and the current handhelds
will not accommodate the advanced technology.
Project Type Miscellaneous
Project Category Necessary for Health and Safety
Project Manager Marie Silva
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ - $ - $ 662,000 $ - $ - $ - $ 662,000
TOTAL $ - $ - $ 662,000 $ - $ - $ - $ 662,000
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TREE PLANTING - PARKS DIVISION
Project No. 610008
Purpose Planting trees in parks and along streets within the City to maintain the City's tree canopy.
Project Type Parks
Project Category Improve Quality of Life
Project Manager Matthew Fried
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Miscellaneous $ 600,000 $ 200,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 1,200,000 Tree Replacement Fee 2,634,250 200,000 100,000 100,000 100,000 100,000 3,234,250 TOTAL $ 3,234,250 $ 400,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 4,434,250 220
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CITYWIDE PARK FENCING AND STRUCTURES
Project No. 610014
Purpose
Replacement fund for minor playground structure
replaments and or fencing as is required. To design
and install protective shade structures within City
parks. The Department targets key areas in parks
for new shade structures including picnic areas,
play areas, ballfield team enclosures, etc. Shade
structures are typically installed in conjuntion with
other play area or picnic area upgrades and/or
replacements.
Project Type Parks
Project Category Maintain Current Investment
Project Manager Ron Hostick
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ 10,000 $ - $ 400,000 $ 400,000 $ - $ - $ 810,000 Parks and Recreation Tax
and Fees 416,000 - - - - - 416,000
TOTAL $ 426,000 $ - $ 400,000 $ 400,000 $ - $ - $ 1,226,000 221
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FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Grants $ 441,848 $ - $ - $ - $ - $ - $ 441,848
Miscellaneous 5,315,610 - - - - - 5,315,610
Parks and Recreation Tax
and Fees 5,912,628 - 3,375,000 1,625,000 2,000,000 2,000,000 14,912,628 TOTAL $ 11,670,086 $ - $ 3,375,000 $ 1,625,000 $ 2,000,000 $ 2,000,000 $20,670,086
CITYWIDE PARK PLAY AREA UPGRADE
Project No. 610017
Purpose
To maintain safe play areas with high recreation
value within all City Parks. The next park to receive
upgrades is East Hillsdale. The plan is to install
new play equipment and amenities that meet the
current safety and accessibility guidelines, improves
recreational opportunities and increases play value
for all children.
Project Type Parks
Project Category Necessary to Maintain Quality of Life
Project Manager Joanne Magrini
Master Plan -
Council Priority -
Project Charters
Funded
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SPORTS FIELDS CONVERSION - SYNTHETIC TURF
Project No. 610023
Purpose
The Department has identified a need for additional
athletic field time within the City’s parks system. One way to add additional field capacity is to convert
selected existing turf fields to synthetic turf so that they are available for more hours. The City has
completed two such projects at Los Prados and
King Parks. A third project is desirable at one of the
remaining two fields, Fiesta Meadows or Bayside
Joinville.
Project Type Parks
Project Category Improve Quality of Life
Project Manager Ron Hostick
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Grants $ 460,350 $ - $ - $ - $ - $ - $ 460,350
Parks and Recreation Tax
and Fees 5,333,445 500,000 1,000,000 500,000 - - 7,333,445 TOTAL $ 5,793,795 $ 500,000 $ 1,000,000 $ 500,000 $ - $ - $ 7,793,795 223
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CENTRAL PARK
Project No. 610027
Purpose
To make improvements to Central Park in
accordance with the approved and updated Park
Master plan. The first phase of implementation will
include the renovation of the existing play area,
including restrooms as well as installation of the
Fallen Heroes Memorial.
Project Type Parks
Project Category Improve Quality of Life
Project Manager Joanne Magrini
Master Plan -
Council Priority Implement the Central Park Master Plan.
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Measure S $ 500,000 $ - $ - $ - $ - $ - $ 500,000
Parks and Recreation Tax
and Fees 9,389,718 2,000,000 3,000,000 3,000,000 2,000,000 - 19,389,718 TOTAL $ 9,889,718 $ 2,000,000 $ 3,000,000 $ 3,000,000 $ 2,000,000 $ - $ 19,889,718 224
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SYNTHETIC FIELD REPLACEMENT
Project No. 610055
Purpose
Start a fund for replacement of the curent synthetic
fields, with an approximate life span of 10 years, Los
Prados (2017) King (2020)
Project Type Parks
Project Category Major Service Equipment Replacement
Project Manager Ron Hostick
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Measure S $ - $ 500,000 $ 1,000,000 $ 500,000 $ - $ - $ 2,000,000 TOTAL $ - $ 500,000 $ 1,000,000 $ 500,000 $ - $ - $ 2,000,000 225
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PARKS - IRRIGATION CONTROLLER UPGRADE
Project No. 610060
Purpose
Update older controllers, improve inputs in the
Calsense Irrigation Control System for more
accurate water usage information.
Start a plan for controller communication upgrades,
possibly use Wi-Fi at rec centers.
Project Type Parks
Project Category Major Service Equipment Replacement
Project Manager Ron Hostick
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Parks and Recreation Tax
and Fees $ - $150,000 $150,000 $ - $ - $ - $ 300,000
TOTAL $ - $ 150,000 $ 150,000 $ - $ - $ - $ 300,000
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GOLF COURSE - WELL DRILLING
Project No. 618278
Purpose
Drill and install a new irrigation well to provide a
secondary souce of water in the event the primary
well fails. Primary well is over 20 years old and
has needed numerous repairs recently. Without an
operable well, the potential for turf loss is high and
a costly expense to replace. Potable water as an
alternative water source is also etremely expensive.
Project Type Parks
Project Category Maintain Current Investment
Project Manager Kevin Kobayashi
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
Parks and Recreation Tax
and Fees $ 252,000 $ 200,000 $ - $ - $ - $ - $ 452,000
TOTAL $ 252,000 $ 200,000 $ - $ - $ - $ - $ 452,000
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MARINA LIBRARY STRUCTURAL IMPROVEMENTS
Project No. 665100
Purpose
Funding for improvements to resolve settlement
issues at the facility. Includes deep underpinning
to the existing foundation, such as auger cast piles
with grade beam foundations for re-leveling.
Project Type Buildings
Project Category Maintain Current Investment
Project Manager Steve Wu
Master Plan -
Council Priority -
Project Charters
Funded
FUNDING SOURCE
TOTAL
COMMITMENT
TO DATE
2023-24
PROPOSED
BUDGET
2024-25
PLAN
2025-26
PLAN
2026-27
PLAN
2027-28
PLAN TOTAL
General Fund $ 1,750,000 $ (1,292,000) $ - $ - $ - $ - $ 458,000 Grants 1,750,000 1,500,000 - - - - 3,250,000
TOTAL $ 3,500,000 $ 208,000 $ - $ - $ - $ - $ 3,708,000 228
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CITYWIDE PARK PLAY AREA UPGRADE
Project No. 610017
Purpose
To maintain safe play areas with high recreation
value within all City Parks. After East Hillsdale Park is completed, we could be facing a lack of funds with
which to complete further park improvements.
Project Type Parks
Project Category Maintain Current Investment
Project Manager Joanne Magrini
Master Plan -
Council Priority -
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
General Fund $ - $ - $ 1,000,000 $ 1,000,000 $ - $ 2,000,000 TOTAL $ - $ - $ 1,000,000 $ 1,000,000 $ - $ 2,000,000
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16TH AVENUE DRAINAGE AREA
Project No. TBD
Purpose
This project is proposed for system-wide storm
drainage improvements within the 16th Avenue
Drainage Catchment Area as identified in the 2004
Storm Drain Master Plan.
Project Type Stormwater
Project Category Necessary to Maintain Quality of Life
Project Manager Jimmy Vo
Master Plan Storm Drain Master Plan
Council Priority
Expedite efforts to improve the stormwater
collection, drainage, and storage system, including
dredging the Marina lagoon.
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
General Fund
$ - $ - $ - $ 9,521,000 $ - $ 9,521,000
Taxes, Fees & Charges
TOTAL $ - $ - $ - $ 9,521,000 $ - $ 9,521,000
230
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19TH AVENUE DRAINAGE AREA
Project No. TBD
Purpose
This project is proposed for system-wide storm
drainage improvements within the 19th Avenue
Drainage Catchment Area as identified in the 2004
Storm Drain Master Plan.
Project Type Stormwater
Project Category Necessary to Maintain Quality of Life
Project Manager Jimmy Vo
Master Plan Storm Drain Master Plan
Council Priority
Expedite efforts to improve the stormwater
collection, drainage, and storage system, including
dredging the Marina lagoon.
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
General Fund
$ - $ - $ - $ 11,972,000 $ - $ 11,972,000
Taxes, Fees & Charges
TOTAL $ - $ - $ - $ 11,972,000 $ - $ 11,972,000
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3RD AVE/NORFOLK INTERSECTION PED/BIKE ACCESS IMPROVEMENT Project No. TBD
Purpose
Implement bicycle and pedestrian improvements
identified in the Bicycle Master Plan and Pedestrian
Master Plan for the 3rd Avenue/Norfolk Intersection.
Project Type Bikeway/Pedestrian
Project Category Necessary to Maintain Quality of Life
Project Manager Bethany Lopez
Master Plan Bicycle Master Plan/Pedestrian Master Plan
Council Priority
Complete all High and Medium-High priority projects
in the 2020 Bicycle Master Plan and the Pedestrian
Master Plan.
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
Measure A
$ - $ - $ - $ 370,000 $ - $ 370,000
Grants
TOTAL $ - $ - $ - $ 370,000 $ - $ 370,000
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ANNUAL PARKING REPAVING PROJECT
Project No. TBD
Purpose
To maintain current asphalt quality minor repairs
and seal coat are necessary. Planned locations:
Shoreline Parks, Lakeshore, Los Prados, Beresford
(Upper lot)
Project Type Parks
Project Category Project that Avoid Future Additional Cost Project Manager Stephen Wu
Master Plan -
Council Priority -
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
General Fund $ - $ 561,000 $ 100,000 $ - $ - $ 661,000
TOTAL $ - $ 561,000 $ 100,000 $ - $ - $ 661,000
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FIRE STATION #27 - ROOF REPLACEMENT
Project No. TBD
Purpose
This project is a maintenance project to replace a
roof that is at the end of its useful life. The process involves an initial assessment to define the scope
(repair/replacement) in order to develop a cost
estimate.
Project Type Buildings
Project Category Maintain Current Investment
Project Manager Stephen Wu
Master Plan -
Council Priority -
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
General Fund $ - $ - $ - $ 140,000 $ - $ 140,000
TOTAL $ - $ - $ - $ 140,000 $ - $ 140,000
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GOLF COURSE BUNKER RENOVATION
Project No. TBD
Purpose Improve the playability of the golf course and
upgrade an integral feature of the golf course.
Project Type Parks
Project Category Maintain Current Investment
Project Manager Kevin Kobayashi
Master Plan -
Council Priority -
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
Parks and Recreation Tax
and Fees $ - $ - $ 175,000 $ - $ - $ 175,000
TOTAL $ - $ - $ 175,000 $ - $ - $ 175,000
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GREEN INFRASTRUCTURE
Project No. TBD
Purpose
Develop a detailed plan to identify project
locations to meet Green Infrastructure mandatory
requirements within the updated Municipal regional
Stormwater Permit (MRP) 2.0.
Project Type Stormwater
Project Category Mandatory - Irreversible
Project Manager Jimmy Vo
Master Plan -
Council Priority -
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
General Fund
$ - $ 50,000 $ 350,000 $ - $ - $ 400,000
Grants
TOTAL $ - $ 50,000 $ 350,000 $ - $ - $ 400,000
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HIGH PRIORITY BICYCLE PROJECTS PACKAGE 1B
Project No. TBD
Purpose
This project is to design and construct the high
priority package 1B bicycle project identified in the
2020 Bicycle Master Plan.
Project Type Bikeway/Pedestrian
Project Category Improve Quality of Life
Project Manager Bethany Lopez
Master Plan Bicycle Master Plan
Council Priority
Complete all High and Medium-High priority projects
in the 2020 Bicycle Master Plan and the Pedestrian
Master Plan.
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
Measure A
$ - $ 559,000 $ 3,594,000 $ - $ - $ 4,153,000
Grants
TOTAL $ - $ 559,000 $ 3,594,000 $ - $ - $ 4,153,000
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HIGH PRIORITY BICYCLE PROJECTS PACKAGE 1C
Project No. TBD
Purpose
This project is to design and construct the high
priority package 1C bicycle project identified in the
2020 Bicycle Master Plan.
Project Type Bikeway/Pedestrian
Project Category Improve Quality of Life
Project Manager Bethany Lopez
Master Plan Bicycle Master Plan
Council Priority
Complete all High and Medium-High priority projects
in the 2020 Bicycle Master Plan and the Pedestrian
Master Plan.
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
Measure A
$ - $ 307,000 $ 1,707,000 $ - $ - $ 2,014,000
Grants
TOTAL $ - $ 307,000 $ 1,707,000 $ - $ - $ 2,014,000
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HIGH PRIORITY BICYCLE PROJECTS PACKAGE 1D
Project No. TBD
Purpose
This project is to design and construct the high
priority package 1D bicycle project identified in the
2020 Bicycle Master Plan.
Project Type Bikeway/Pedestrian
Project Category Improve Quality of Life
Project Manager Bethany Lopez
Master Plan Bicycle Master Plan
Council Priority
Complete all High and Medium-High priority projects
in the 2020 Bicycle Master Plan and the Pedestrian
Master Plan.
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
Measure A
$ - $ 247,000 $ 1,615,000 $ - $ - $ 1,862,000
Grants
TOTAL $ - $ 247,000 $ 1,615,000 $ - $ - $ 1,862,000
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HIGH PRIORITY BICYCLE PROJECTS PACKAGE 1E
Project No. TBD
Purpose
This project is to design and construct the high
priority package 1E bicycle project identified in the
2020 Bicycle Master Plan.
Project Type Bikeway/Pedestrian
Project Category Improve Quality of Life
Project Manager Bethany Lopez
Master Plan Bicycle Master Plan
Council Priority
Complete all High and Medium-High priority projects
in the 2020 Bicycle Master Plan and the Pedestrian
Master Plan.
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
Measure A
$ - $ 625,613 $ 4,711,868 $ - $ - $ 5,337,481
Grants
TOTAL $ - $ 625,613 $ 4,711,868 $ - $ - $ 5,337,481
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HILLSDALE LIBRARY - ROOF REPLACEMENT
Project No. TBD
Purpose
This project is a maintenance project to replace a
roof that is at the end of its useful life. The process involves an initial assessment to define the scope
(repair/replacement) in order to develop a cost
estimate.
Project Type Buildings
Project Category Maintain Current Investment
Project Manager Stephen Wu
Master Plan -
Council Priority -
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
General Fund
$ - $ - $ - $ 175,000 $ - $ 175,000
Taxes, Fees & Charges
TOTAL $ - $ - $ - $ 175,000 $ - $ 175,000
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JAPANESE GARDEN REFURBISHMENT
Project No. TBD
Purpose
Koi Pond, fence and roof repairs. The Koi Pond -
South end has been completed and the North end
needs edges repairs to prevent significant water
loss. Roof is in poor condition and will compromise
valuable contents of the structure if not repaired.
Project Type Parks
Project Category Maintain Current Investment
Project Manager Ron Hostick
Master Plan -
Council Priority -
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
General Fund
$ - $ - $ 150,000 $ - $ - $ 150,000
Measure S
TOTAL $ - $ - $ 150,000 $ - $ - $ 150,000
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LAUREL CREEK DRAINAGE AREA
Project No. TBD
Purpose
This project is proposed for system-wide storm
drainage improvements within the Laurel Creek
Drainage Catchment Area as identified in the 2004
Storm Drain Master Plan.
Project Type Stormwater
Project Category Necessary to Maintain Quality of Life
Project Manager Jimmy Vo
Master Plan Storm Drain Master Plan
Council Priority
Expedite efforts to improve the stormwater
collection, drainage, and storage system, including
dredging the Marina lagoon.
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
General Fund
$ - $ - $ - $ 9,567,000 $ - $ 9,567,000
Taxes, Fees & Charges
TOTAL $ - $ - $ - $ 9,567,000 $ - $ 9,567,000
243
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MARINA LAGOON DREDGING
Project No. TBD
Purpose
Develop a detailed Marina Lagoon Dredging Plan,
obtain regulatory permits, perform additional
analysis as needed, and begin focused efforts on
strategic dredging of areas where water quality
concerns due to shallow depths are high, and
to maximize recreational uses and stormwater
retention capacity. Costs include estimated
sediment testing costs, permitting fees, engineering
design, and construction costs.
Project Type Stormwater
Project Category Necessary for Health and Safety
Project Manager Evan Albert
Master Plan Storm Drain Master Plan
Council Priority -
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
General Fund
$ - $ 1,900,000 $ 10,000,000 $ 1,900,000 $ 1,900,000 $ 15,700,000 Taxes, Fees & Charges
TOTAL $ - $ 1,900,000 $ 10,000,000 $ 1,900,000 $ 1,900,000 $ 15,700,000 244
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PACIFIC BOULEVARD DRAINAGE CHANNEL REHABILITATION
Project No. TBD
Purpose
Rehabilitate concrete drainage channel along Pacific
Blvd south of 19th Avenue. This work is needed to
maintain the storm drain asset to assure full capacity
and functionality, and avoid flooding. This project
will require environmental and railroad permitting
and associated costs.
Project Type Stormwater
Project Category Necessary to Maintain Quality of Life
Project Manager Jimmy Vo
Master Plan -
Council Priority
Expedite efforts to improve the stormwater
collection, drainage, and storage system, including
dredging the Marina lagoon.
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
General Fund
$ - $ 200,000 $ 400,000 $ - $ - $ 600,000
Measure S
TOTAL $ - $ 200,000 $ 400,000 $ - $ - $ 600,000
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PENINSULA AVENUE BIKE CORRIDOR
Project No. TBD
Purpose
This project is to design and construct the High
No. 2 Priority Bicycle project identified in the 2020
Bicycle Master Plan.
Project Type Bikeway/Pedestrian
Project Category Improve Quality of Life
Project Manager Bethany Lopez
Master Plan Bicycle Master Plan
Council Priority
Complete all High and Medium-High priority projects
in the 2020 Bicycle Master Plan and the Pedestrian
Master Plan.
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
Measure A
$ - $ 237,000 $ 1,945,000 $ 2,182,000
Grants
TOTAL $ - $ 237,000 $ 1,945,000 $ 2,182,000
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RESTROOM REFURBISHMENT PHASE 5 (LAKESHORE/SHOREVIEW)
Project No. TBD
Purpose Continuation of city wide park restroom
refurbishments.
Project Type Parks
Project Category Necessary to Maintain Quality of Life
Project Manager Stephen Wu
Master Plan -
Council Priority -
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
General Fund
$ - $ - $ 300,000 $ - $ - $300,000
Measure S
TOTAL $ - $ - $ 300,000 $ - $ - $300,000
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SAN MATEO CREEK DRAINAGE AREA
Project No. TBD
Purpose
This project is proposed for system-wide storm
drainage improvements within the San Mateo Creek
Drainage Catchment Area as identified in the 2004
Storm Drain Master Plan.
Project Type Stormwater
Project Category Maintain Current Investment
Project Manager Jimmy Vo
Master Plan Storm Drain Master Plan
Council Priority
Expedite efforts to improve the stormwater
collection, drainage, and storage system, including
dredging the Marina lagoon.
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
General Fund
$ - $ - $ - $ 2,620,000 $ - $ 2,620,000
Taxes, Fees & Charges
TOTAL $ - $ - $ - $ 2,620,000 $ - $ 2,620,000
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SHOREVIEW REC CENTER - ROOF REPLACEMENT
Project No. TBD
Purpose
This project is a maintenance project to replace a
roof that is at the end of its useful life. The process involves an initial assessment to define the scope
(repair/replacement) in order to develop a cost
estimate.
Project Type Buildings
Project Category Maintain Current Investment
Project Manager Stephen Wu
Master Plan -
Council Priority -
Project Charters
Priority Unfunded
POTENTIAL FUNDING
SOURCE
2023-24
ADOPTED
BUDGET
2024-25
ESTIMATE
2025-26
ESTIMATE
2026-27
ESTIMATE
2027-28
ESTIMATE
ESTIMATED
TOTAL
General Fund $ - $ - $ - $ 176,000 $ - $ 176,000
TOTAL $ - $ - $ - $ 176,000 $ - $ 176,000
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Capital Improvement Project Fund
DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
Beginning Fund Balance $ 63,978,054 $ 8,138,564
Revenue
GENERAL FUND $ 9,750,000 $ 12,250,000
2% HOTEL TAX FUND TRANSFER IN 49,143 -
GAS TAX FUND TRANSFER IN 2,628,129 520,000
MEASURE A 2,904,621 2,991,760
MEASURE S TRACKING FUND TRANSFER IN 6,710,015 3,850,000 MEASURE W 1,000,000 1,000,000
PARKING IN-LIEU FEE 350,000 -
PARKS AND RECREATION REVENUE FUND TRANSFER IN 14,589,029 3,050,000 ROAD MAINTENANCE AND REHABILITATION FUND TRANSFER IN 3,995,088 2,000,000 SEWER FUND TRANSFER IN 305,764,919 41,360,000
TRAFFIC IMPACT FEE FUND TRANSFER IN 4,881,596 49,860
TREE REPLACEMENT FEE 150,000 150,000
OTHER SOURCES 111,719,768 10,009,066
Total Revenue $ 464,492,308 $ 77,230,686
Recommended Project Budgets
GENERAL FUND $ 20,887,908 $ 10,153,000
2% HOTEL TAX FUND PROJECTS 49,143 -
GAS TAX FUND PROJECTS 2,628,129 520,000
MEASURE A 9,021,233 2,840,100
MEASURE S TRACKING FUND PROJECTS 6,710,015 3,850,000
MEASURE W 2,775,729 800,000
PARKING IN-LIEU FEE 715,658 3,200,000
PARKS AND RECREATION REVENUE FUND PROJECTS 14,589,029 3,050,000 ROAD MAINTENANCE AND REHABILITATION FUND PROJECTS 3,995,088 2,000,000 SEWER FUND PROJECTS 305,764,919 41,360,000
TRAFFIC IMPACT FEE FUND PROJECTS 4,881,596 49,860
TREE REPLACEMENT FEE 377,313 200,000
OTHER SOURCES 147,936,039 10,009,066
Total Recommended Project Budgets $ 520,331,798 $ 78,032,026 Other Sources * $ - $ 140,000
Ending Fund Balance $ 8,138,564 $ 7,737,223
* South Bayfront Assessment
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Capital Improvement Project Fund
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL $ 7,737,223 $ 2,109,781 $ 2,230,608 $ 3,723,420
$ 4,250,000 5,250,000 $ 2,750,000 $ 2,750,000 $ 27,250,000 $ - - - - -
1,410,000 1,530,000 1,400,000 1,400,000 6,260,000
3,081,512 3,173,958 3,269,177 3,367,252 15,883,658
2,050,000 1,550,000 1,050,000 1,050,000 9,550,000
1,000,000 1,000,000 1,000,000 1,000,000 5,000,000
- - - - -
10,525,000 8,125,000 4,000,000 2,000,000 27,700,000
2,500,000 2,700,000 2,700,000 2,700,000 12,600,000
31,190,000 7,790,000 25,635,000 17,010,000 122,985,000
250,000 850,000 850,000 850,000 2,849,860
150,000 150,000 150,000 150,000 750,000
9,889,545 2,091,819 5,138,636 19,150,000 46,279,066
$ 67,416,057 $ 33,090,777 $ 47,942,813 $ 51,427,252 $ 277,107,585 $ 9,283,500 $ 2,135,000 $ 2,200,095 $ 3,130,000 $ 26,901,595 - - - - -
1,530,000 1,410,000 1,400,000 1,400,000 6,260,000
3,225,455 4,618,131 2,476,364 2,275,000 15,435,050
2,050,000 1,550,000 1,050,000 1,050,000 9,550,000
1,900,000 1,000,000 1,000,000 1,000,000 5,700,000
1,000,000 1,000,000 299,905 - 5,499,905
10,525,000 8,125,000 4,000,000 2,000,000 27,700,000
2,500,000 2,700,000 2,700,000 2,700,000 12,600,000
31,190,000 7,790,000 25,635,000 17,010,000 122,985,000
250,000 850,000 850,000 850,000 2,849,860
100,000 100,000 100,000 100,000 600,000
9,889,545 2,091,819 5,138,636 19,150,000 46,279,066
$ 73,443,500 $ 33,369,950 $ 46,850,000 $ 50,665,000 $ 282,360,476 $ 140,000 $ 140,000 $ 140,000 $ 140,000 $ 700,000
$ 2,109,781 $ 2,230,608 $ 3,723,420 $ 4,885,672
251
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General Fund
PROJECT # DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
Beginning Fund Balance 12,010,258 $ 872,350 $
Revenue
General Fund $ 7,250,000 6,750,000 $
Construction Services Fund 5,000,000 3,000,000
Total Revenue $ 12,250,000 9,750,000 $
Recommended Project Budgets
130004 PEDESTRIAN MALL CONSTRUCTION 600,000 $ 600,000 $ 313134 EMERGENCY TENANT RELOCATION ASSISTANCE 50,000 -
460040 HIGH VOLTAGE STREET LIGHT CONVERSION 5,897,296 4,950,000 460048 RELOCATE ELECTRICAL ROOM AT TRANSIT CENTER 90,000 - 460053 PAINT EXTERIOR 2ND AVENUE / EL CAMINO REAL GARAGE - - 460054 PAINT EXTERIOR MAIN STREET GARAGE - -
460057 CITYWIDE FIRE - INTRUSION ALARM SYSTEM UPGRADE 250,000 - 460058 ADA ENTRY COMPLIANCE - BERESFORD 311,845 250,000 460064 SUSTAINABLE SOLUTIONS TURNKEY PROGRAM 112,727 -
461001 DOWNTOWN PARKING IMPROVEMENTS 2,285,840 -
461002 NEW CORPORATION YARD FACILITY 126,100 -
461004 PUBLIC FACILITY AND SITE IMPROVEMENTS 43,751 -
461008 CITYWIDE PAID PARKING EVALUATION AND IMPLEMENTATION 125,000 - 461009 DOWNTOWN PARKING TECHNOLOGY 130,119 -
462205 TRAIN QUIET ZONE 393,727 25,000
462250 BERMUDA DRIVE BRIDGE REPLACEMENT - -
462897 PARK CITYWIDE PLAYGROUND EQUIPMENT REPLACEMENT - PUBLIC W 15,000 30,000 463004 CITYWIDE STREET LIGHTS 203,682 -
463231 CITYWIDE SIDEWALK REPAIR PROGRAM 311,449 -
465006 PARKING LOT REFURBISHMENT AT POPLAR CREEK GOLF COURSE 136,511 - 465166 EAST 3RD AVENUE BICYCLE BRIDGE MAINTENANCE 100,000 - 465167 PEDESTRIAN MALL STREETSCAPE DESIGN 83,313 -
467001 CITYWIDE STREET REHABILITATION PACKAGE I 68,090 - 467002 CITYWIDE STREET REHABILITATION FY 2018-19 204,915 - 467003 CITYWIDE STREET REHABILITATION FY 2017-18 584,821 - 467007 SAN MATEO DRIVE SUSTAINABLE STREETS PROJECT 336,634 - 467008 CITYWIDE STREET REHABILITATION PACKAGE II 2,686,076 - 467009 CITYWIDE STREET REHABILITATION PACKAGE III - 2,000,000 468005 STORM SYSTEM DREDGING 200,224 -
468007 COLUMBIA DRIVE AND CRYSTAL SPRINGS ROAD STORM DRAIN CHANN 1,350,000 691,735 468202 NORTH SHOREVIEW FLOOD IMPROVEMENTS (CONSTRUCTION) 22,497 - 469031 ADA COMPLIANCE AND TRANSITION PLANNING 49,260 35,000 469997 CITYWIDE STREET REHABILITATION PROGRAM - -
46C002 CITYWIDE SOIL STABILIZATION PROGRAM - 150,000
46C003 GREEN FLEET CHARGING INFRASTRUCTURE - 100,000
46F001 DOWNTOWN PARKING GARAGE PEDESTRIAN SAFETY 7,777 - 252
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General Fund
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL $ 2,969,350 $ (1,064,150) $ 1,600,755 1,050,850 $
$ 4,250,000 5,250,000 $ 2,750,000 $ 2,750,000 $ $ 22,250,000 - - - - 5,000,000
$ 4,250,000 5,250,000 $ 2,750,000 $ 2,750,000 $ 27,250,000 $ $ - - $ - $ - $ $ 600,000
- - - - -
- - - - 4,950,000
- - - - -
- 275,000 - - 275,000
- 450,000 - - 450,000
- - - - -
- - - - 250,000
- - - - -
- - - - -
- - - - -
- - - - -
66,500 155,000 - - 221,500
- - - - -
- - - - 25,000
1,750,000 - - - 1,750,000
15,000 15,000 15,000 15,000 75,000
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - 2,000,000
- - - - -
- - - - 1,350,000
- - - - -
35,000 35,000 35,000 35,000 175,000
1,800,000 900,000 200,000 830,000 3,730,000
150,000 150,000 150,000 150,000 750,000
200,000 200,000 - - 500,000
- - - - -
253
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General Fund
PROJECT # DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
46F002 PARK RESTROOM REFURBISHMENT - PHASE IV 304,527 - 46F003 CORPORATION YARD MISCELLANEOUS IMPROVEMENTS 100,000 - 46F005 EXTERIOR AND INTERIOR PAINTING - CENTRAL PARK GARAGE - - 46F011 KING AND JOINVILLE CHANGING ROOM IMPROVEMENTS 249,351 - 46F013 CORPORATION YARD UNDERGROUND TANK REPLACEMENT 617,000 - 46F015 PARK RESTROOM PHASE V - 750,000
46F016 MAIN LIBRARY PAINTING 50,000 400,000
46F019 SHOREVIEW PARK PICKLEBALL COURTS 380,000 -
46F020 WASHINGTON PARK BASKETBALL COURT 300,000 -
46F022 TRANSACTION COUNTER SECURITY IMPROVEMENTS - -
46F023 SHOREVIEW BASKETBALL COURT RESURFACING - -
46F025 PARKING FACILITY STRUCTURAL REPAIRS - -
46F028 LAKESHORE RECREATION CENTER ADA ENTRY - 50,000
46F030 CITYWIDE FACILITIES CONDITION ASSESSMENT - 100,000 46F033 BERESFORD BASKETBALL COURT RESURFACE - -
46F034 LOS PRADOS COURT LIGHTING IMPROVEMENTS - 120,000 46F035 ELEVATOR MODERNIZATION - CENTRAL GARAGE - 500,000 46R009 GRAMMERCY DRIVE RETAINING WALL 205,945 50,000
513000 POLICE RADIOS - HAND HELD AND MOBILE - -
610011 BOREL PARK DEVELOPMENT 507,244 -
610014 CITYWIDE PARK FENCING AND STRUCTURES - -
610027 CENTRAL PARK 36,849 -
610037 SUGARLOAF TRAIL REPAIR 38,180 -
618280 GOLF COURSE UPGRADES FY 2018-19 (GOLF SUB-FUND) 215,423 - 665100 MARINA LIBRARY STRUCTURAL IMPROVEMENTS 1,750,000 (1,292,000) Total Recommended Project Budgets 20,887,908 $ $ 10,153,000 Ending Fund Balance $ 872,350 $ 2,969,350
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General Fund
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL - - - - -
- - 1,000,000 1,000,000 2,000,000
- 150,000 - - 150,000
- - - - -
- - - - -
- - - - 750,000
- - - - 400,000
- - - - -
- - - - -
80,000 - - - 80,000
450,000 - - - 450,000
- - 700,095 1,000,000 1,700,095
400,000 - - - 450,000
100,000 100,000 100,000 100,000 500,000
- 180,000 - - 180,000
- - - - 120,000
- - - - 500,000
2,300,000 - - - 2,350,000
662,000 - - - 662,000
- - - - -
400,000 400,000 - - 800,000
- - - - -
- - - - -
- - - - -
- - - - (1,292,000)
$ 9,283,500 $ 2,135,000 $ 2,200,095 $ 3,130,000 $ 26,901,595 $ (1,064,150) $ 1,050,850 $ 1,600,755 $ 1,220,755
255
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2% Hotel Tax
PROJECT # DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
Beginning Fund Balance $ (1,363,829) $ 13,862
Revenue $ 1,000,000 833,000 $
Expenditures
OPERATING EXPENDITURES $ 138,889 136,166 $
DEBT SERVICE 838,000 720,000
Total Expenditures $ 976,889 856,166 $
Transfer Out to Capital Projects Fund
460039 FIRE STATION #25 ACCESS - ALAMEDA DE LAS PULGAS / HIGHWAY 92 $ 49,143 $ - Total Transfer Out to Capital Projects Fund $ 49,143 $ - Transfer In From General Fund $ 1,450,000 $ -
Ending Fund Balance $ 13,862 $ 36,973
256
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2% Hotel Tax
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL $ 201,306 36,973 $ 507,807 $ 817,076 $
$ 1,333,000 1,167,000 $ 1,359,660 $ 1,386,853 $ 6,246,513 $ $ 144,500 141,667 $ 147,390 $ 150,338 $ $ 722,786
882,000 861,000 903,000 927,000 4,411,000
$ 1,026,500 1,002,667 $ 1,050,390 $ 1,077,338 $ 5,133,786 $ $ - - $ - $ - $ $ -
$ - - $ - $ - $ - $
$ - - $ - $ - $ - $
$ 507,806 201,306 $ 817,076 $ 1,126,591 $
257
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Gas Tax
PROJECT # DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
Beginning Fund Balance $ 1,080,836 $ (564,570)
Revenue
INTEREST EARNINGS $ 12,000 12,000 $
STATE GAS TAX - 2105 693,937 638,092
STATE GAS TAX - 2107 833,510 764,392
STATE GAS TAX - 2107.5 10,000 10,000
STATE GAS TAX - 2106 433,079 398,000
GAS TAX IN LIEU OF PROP 42 1,047,922 907,739
Total Revenue $ 3,030,448 2,730,223 $
Transfer Out to General Fund $ 1,747,500 1,747,500 $
Transfer Out to Capital Projects Fund
462227 US 101 / HIGHWAY 92 INTERCHANGE AREA IMPROVEMENTS SHORT-TERM 28,434 $ - $ 462228 US 101 / HIGHWAY 92 DIRECT CONNECTOR LONG-TERM 26,244 - 462250 BERMUDA DRIVE BRIDGE REPLACEMENT 732,000 420,000 463535 US 101 AND PENINSULA AVENUE INTERCHANGE PROJECT 65,393 - 465162 CITYWIDE BICYCLE PARKING 28,228 -
465631 TRAFFIC CONTROLLER CABINETS 97,831 -
467008 CITYWIDE STREET REHABILITATION PACKAGE II 1,200,000 - 467009 CITYWIDE STREET REHABILITATION PACKAGE III 450,000 100,000 469997 CITYWIDE STREET REHABILITATION PROGRAM - -
Total Transfer Out to Capital Projects Fund 2,628,129 $ 520,000 $ Ending Fund Balance $ (564,570) $ 198,378
258
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Gas Tax
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL $ 198,378 $ 11,495 $ 5,984 $ 73,073
$ 12,000 $ 12,000 $ 12,000 $ 12,000 $ 60,000
707,816 721,972 736,411 751,140 3,611,276
850,180 867,184 884,527 902,218 4,337,620
10,000 10,000 10,000 10,000 50,000
441,741 450,575 459,587 468,779 2,253,761
1,068,880 1,090,258 1,112,063 1,134,304 5,453,428
$ 3,090,617 $ 3,151,989 $ 3,214,589 $ 3,278,441 $ 15,766,084 $ 1,747,500 $ 1,747,500 $ 1,747,500 $ 1,747,500 $ 8,737,500 $ - $ - $ - $ - $ -
- - - - -
520,000 - - - 940,000
- - - - -
10,000 10,000 - - 20,000
- - - - -
- - - - -
- - - - 100,000
1,000,000 1,400,000 1,400,000 1,400,000 5,200,000
$ 1,530,000 $ 1,410,000 $ 1,400,000 $ 1,400,000 $ 6,260,000 $ 11,495 $ 5,984 $ 73,073 $ 204,014
259
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Measure A
PROJECT # DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
Beginning Fund Balance $ 1,528,082 7,644,694 $
Revenue $ 2,991,760 2,904,621 $
Recommended Project Budgets
462004 CITYWIDE BRIDGE MAINTENANCE $ 455,000 410,028 $
462227 US 101 / HIGHWAY 92 INTERCHANGE AREA IMPROVEMENTS SHORT-TERM 15,000 - 462249 HILLSDALE CORRIDOR IMPROVEMENTS 299,168 -
462250 BERMUDA DRIVE BRIDGE REPLACEMENT 390,037 160,000 462337 19TH AVENUE TWO-WAY STREET CONVERSTION (747) 747 463004 CITYWIDE STREET LIGHTS 354,964 -
463337 PARROTT DRIVE AND ALAMEDA DE LAS PULGAS INTERSECTION RECONSTRUCTION 648 - 463338 NORFOLK STREET AND FASHION ISLAND BOULEVARD INTERSECTION RECONSTRUCTION 391,741 - 463535 US 101 AND PENINSULA AVENUE INTERCHANGE PROJECT 603,697 - 465130 TRAFFIC SIGNAL MASTER PLAN 12,147 -
465157 HILLSDALE BOULEVARD AND US 101 BRIDGE OVERCROSSING CONSTRUCTION 38,697 - 465333 CITYWIDE TRAFFIC SIGNAL RETIMING 71,880 -
465432 EL CAMINO REAL LEFT-TURN POCKET - TILTON AVENUE AND BALDWIN AVENUE 69,084 - 465631 TRAFFIC CONTROLLER CABINETS 100,000 -
466607 CITYWIDE SIGN INVENTORY AND REPLACEMENT 333,339 - 467008 CITYWIDE STREET REHABILITATION PACKAGE II 3,294,538 - 467009 CITYWIDE STREET REHABILITATION PACKAGE III 450,000 1,300,000 467010 CITYWIDE STREET REHABILITATION - ONE BAY AREA GRANT 2 (OBAG 2) VARIOUS LOCATIONS 477,820 - 46F001 DOWNTOWN PARKING GARAGE PEDESTRIAN SAFETY - 560,000 46M003 TRANSIT ORIENTED DEVELOPMENT PEDESTRIAN ACCESS STUDY (9,353) 9,353 46M004 28TH AVENUE GAP CLOSURE 17,000 -
46R001 HILLSDALE BOULEVARD AND ALAMEDA DE LAS PULGAS SIGNAL 430,000 - 46R002 42ND AVENUE AND PACIFIC BOULEVARD SIGNAL IMPROVEMENTS 48,498 - 46R003 DOWNTOWN STREET NAME SIGNS UPGRADE 140,000 -
46R004 TRAFFIC SIGNAL VIDEO DETECTION REPLACEMENT 300,000 - 46R010 25TH AVENUE UNDERGROUNDING - PHASE II 236,426 -
46R011 HIGH PRIORITY BICYCLE PROJECT DESIGN PACKAGE 452,000 - 46R014 COMPLETE STREETS PLAN 94,621 -
46R016 101/92 MULTI-MODAL (CLASS IV BIKE LANE) - -
46R018 HILLSDALE BIKE/PEDESTRIAN BRIDGE FEASIBILITY STUDY - 15,000 46R019 CITYWIDE SAFE ROUTES TO SCHOOL PROGRAM - 140,000 46R021 DOWNTOWN CIRCULATION STUDY - 200,000
469997 CITYWIDE STREET REHABILITATION PROGRAM - -
Total Recommended Project Budgets $ 9,021,233 $ 2,840,100 Ending Fund Balance $ 1,528,082 $ 1,679,742
260
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Measure A
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL $ 1,679,742 $ 1,535,799 $ 91,626 $ 884,439
$ 3,081,512 $ 3,173,958 $ 3,269,177 $ 3,367,252 $ 15,883,658 $ 400,000 $ 2,220,000 $ 100,000 $ 100,000 $ 3,275,000
- - - - -
- - - - -
160,000 - - - 320,000
- - - - 747
- - - - -
- - - - -
700,000 700,000 - - 1,400,000
- - - - -
- - - - -
- - - - -
25,000 25,000 25,000 25,000 100,000
45,000 - - - 45,000
- - - - -
- 150,000 150,000 150,000 450,000
- - - - -
- - - - 1,300,000
- - - - -
- - - - 560,000
- - - - 9,353
- - - - -
400,000 - - - 400,000
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
55,455 83,131 61,364 - 199,950
- - - - 15,000
140,000 140,000 140,000 - 560,000
- - - - 200,000
1,300,000 1,300,000 2,000,000 2,000,000 6,600,000
$ 3,225,455 $ 4,618,131 $ 2,476,364 $ 2,275,000 $ 15,435,050 $ 1,535,799 $ 91,626 $ 884,439 $ 1,976,691
261
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Measure S
PROJECT # DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
Beginning Fund Balance $ 2,376,071 6,817,613 $
Revenue
SALES TAX - MEASURE S $ 7,179,000 $ 7,314,000
GRANT 160,000 -
Total Revenue $ 7,339,000 $ 7,314,000
Operating Expenditures $ 2,038,666 $ 2,135,342
Transfer Out to Street and Flood Control Projects Bond Fund $ 2,692,830 $ 2,691,887 Transfer Out to Capital Projects Fund
462226 NEIGHBORHOOD TRAFFIC MANAGEMENT $ 925,002 $ -
462250 BERMUDA DRIVE BRIDGE REPLACEMENT - 250,000
467772 CITYWIDE STREET RECONSTRUCTION PACKAGE II 775,729 - 467773 CITYWIDE STREET RECONSTRUCTION PACKAGE III 1,599,420 800,000 468007 COLUMBIA DRIVE AND CRYSTAL SPRINGS ROAD STORM DRAIN CHANNEL 1,250,000 - 469997 CITYWIDE STREET REHABILITATION PROGRAM - -
46F002 PARK RESTROOM REFURBISHMENT - PHASE IV 478,000 - 46F011 KING AND JOINVILLE CHANGING ROOM IMPROVEMENTS 215,000 - 46F024 GATEWAY PARK PEDESTRIAN BRIDGE IMPROVEMENTS 560,000 - 46F027 POLICE DEPARTMENT ROOF DRAINAGE IMPROVEMENTS - 1,000,000 46W002 STORMWATER SYSTEM MANAGEMENT AND IMPROVEMENT PROGRAM 250,000 400,000 511000 RADIO DISPATCH CONSOLES 194,000 -
512000 EXTERNAL RADIO INFRASTRUCTURE - 900,000
610027 CENTRAL PARK 462,864 -
610055 SYNTHETIC FIELD REPLACEMENT - 500,000
Total Transfer Out to Capital Projects Fund $ 6,710,015 $ 3,850,000 Transfer Out to General Fund $ 339,032 $ 339,032
Additional Capacity $ - $ -
Ending Fund Balance $ 2,376,071 $ 673,811
262
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Measure S
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL $ 1,181,286 673,811 $ 410,121 $ 356,994 $
$ 7,576,000 $ 7,867,000 $ 8,153,000 $ 8,433,000 $ 39,343,000 - - - - -
$ 7,576,000 $ 7,867,000 $ 8,153,000 $ 8,433,000 $ 39,343,000 $ 2,199,402 $ 2,265,384 $ 2,333,346 $ 2,403,346 $ 11,336,821 $ 2,480,091 $ 2,483,749 $ 2,483,749 $ 2,500,000 $ 12,639,476 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 1,000,000
- - - - 250,000
- - - - -
800,000 - - - 1,600,000
- - - - -
- 800,000 800,000 800,000 2,400,000
- - - - -
- - - - -
- - - - -
- - - - 1,000,000
- - - - 400,000
- - - - -
- - - - 900,000
- - - - -
1,000,000 500,000 - - 2,000,000
$ 2,050,000 $ 1,550,000 $ 1,050,000 $ 1,050,000 $ 9,550,000 $ 339,032 $ 339,032 $ 339,032 $ 339,032 $ 1,695,158
$ - $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 6,000,000
$ 1,181,286 $ 410,121 $ 356,994 $ 497,616
263
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Measure W
PROJECT # DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
Beginning Fund Balance 2,517,834 $ 742,105 $
Revenue
SALES TAX - MEASURE W 1,000,000 $ 1,000,000 $
Total Revenue $ 1,000,000 1,000,000 $
Recommended Project Budgets
462250 BERMUDA DRIVE BRIDGE REPLACEMENT - $ - $
467008 CITYWIDE STREET REHABILITATION PACKAGE II 700,000 - 467772 CITYWIDE STREET RECONSTRUCTION PACKAGE II 775,729 - 467773 CITYWIDE STREET RECONSTRUCTION PACKAGE III 1,300,000 700,000 469997 CITYWIDE STREET REHABILITATION PROGRAM - -
46R017 DOWNTOWN GRADE SEPARATION STUDY - 100,000
Total Recommended Project Budgets 2,775,729 $ 800,000 $ Ending Fund Balance $ 942,105 742,105 $
264
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Measure W
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL $ 42,105 942,105 $ 42,105 $ 42,105 $
$ 1,000,000 1,000,000 $ 1,000,000 $ 1,000,000 $ $ 5,000,000 $ 1,000,000 1,000,000 $ 1,000,000 $ 1,000,000 $ 5,000,000 $ $ - 1,200,000 $ - $ - $ $ 1,200,000
- - - - -
- - - - -
- 700,000 - - 1,400,000
1,000,000 - 1,000,000 1,000,000 3,000,000
- - - - 100,000
$ 1,000,000 1,900,000 $ 1,000,000 $ 1,000,000 $ 5,700,000 $ $ 42,105 42,105 $ 42,105 $ 42,105 $
265
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Parking In-Lieu
PROJECT # DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
Beginning Fund Balance 5,865,562 $ 5,499,905 $
Revenue $ - 350,000 $
Recommended Project Budgets
460632 DOWNTOWN REDEVELOPMENT SITE PARKING GARAGE 515,658 $ - $ 461007 NEW DOWNTOWN GARAGE 200,000 -
46F025 PARKING FACILITY STRUCTURAL REPAIRS - 3,200,000
Total Recommended Project Budgets 715,658 $ 3,200,000 $ Ending Fund Balance 5,499,905 $ 2,299,905 $
Due to a recent change in state law, the City's ability to assess parking in-lieu fees has been taken away. As such the 2023-28 CIP reflects the use of the remaining resources.
266
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Parking In-Lieu
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL $ 2,299,905 $ 1,299,905 $ 299,905 $ -
$ - $ - $ - $ -
$ - $ - $ - $ - $ -
- - - - -
1,000,000 1,000,000 299,905 - 5,499,905
$ 1,000,000 $ 1,000,000 $ 299,905 $ - $ 5,499,905
$ 1,299,905 $ 299,905 $ - $ -
267
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Parks and Recreation Tax and Fees
PROJECT # DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
Beginning Fund Balance $ 12,126,319 $ (2,297,100)
Revenue
INTEREST EARNINGS $ 187,000 182,000 $
PARKS AND RECREATION TAX AND FEES 10,780,136 -
Total Revenue $ 10,967,136 182,000 $
Operating Expenditures $ 16,882 16,390 $
Transfer Out to Capital Projects Fund
46F036 KING POOL ASSESSMENT AND IMPROVEMENTS - $ 100,000 $ 46F037 JOINVILLE POOL ASSESSMENT AND IMPROVEMENTS - 100,000 610012 LAURELWOOD AND SUGARLOAF OPEN SPACE 57,685 -
610017 CITYWIDE PARK PLAY AREA UPGRADE 5,645,748 -
610023 SPORTS FIELDS CONVERSION - SYNTHETIC TURF 178,157 500,000 610027 CENTRAL PARK 7,922,783 2,000,000
610030 PARK SITE AMENITIES 7,449 -
610035 CITYWIDE PARK SPECIAL FACILITIES UPGRADE 8,189 - 610036 RECREATION FACILITIES STRATEGIC PLAN 74,173 -
610038 SKATE PLAZA UPDATES 400,000 -
610060 PARKS IRRIGATION CONTROLLER UPGRADE - 150,000
612917 PARK RENOVATION SHOREVIEW PARK MASTER PLAN AND IMPLEMENTATION 42,845 - 618278 GOLF COURSE - WELL DRILLING 252,000 200,000
Total Transfer Out to Capital Projects Fund $ 14,589,029 $ 3,050,000 Ending Fund Balance $ (2,297,100) $ 5,603,154
268
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Parks and Recreation Tax and Fees
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL $ 14,920,002 5,603,154 $ 8,193,088 $ 6,102,632.82 $
$ 187,000 187,000 $ 187,000 $ 187,000 $ $ 935,000
19,672,068 1,228,650 1,740,460 1,000,000 34,421,314
$ 19,859,068 $ 1,415,650 $ 1,927,460 $ 1,187,000 $ 35,356,314 $ 17,220 $ 17,564 $ 17,915 $ 18,274 $ 87,855
$ 3,000,000 $ 3,000,000 $ - $ - $ 6,100,000
- - - - 100,000
- - - - -
3,375,000 1,625,000 2,000,000 2,000,000 9,000,000
1,000,000 500,000 - - 2,000,000
3,000,000 3,000,000 2,000,000 - 10,000,000
- - - - -
- - - - -
- - - - -
- - - - -
150,000 - - - 300,000
- - - - -
- - - - 200,000
$ 10,525,000 $ 8,125,000 $ 4,000,000 $ 2,000,000 $ 27,700,000 $ 14,920,002 $ 8,193,088 $ 6,102,633 $ 5,271,359
269
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Road Maintenance and Rehabilitation Account
PROJECT # DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
Beginning Fund Balance 2,166,192 $ 479,657 $
Revenue
ROAD MAINTENANCE AND REHABILITATION 2,293,553 $ 2,614,190 $ INTEREST EARNINGS 17,000 15,000
Total Revenue $ 2,631,190 2,308,553 $
Transfer Out to Capital Program Fund
467772 CITYWIDE STREET RECONSTRUCTION PACKAGE II 1,995,088 $ - $ 467773 CITYWIDE STREET RECONSTRUCTION PACKAGE III 2,000,000 2,000,000 469997 CITYWIDE STREET REHABILITATION PROGRAM - -
Total Transfer Out to Capital Projects Fund 3,995,088 $ 2,000,000 $ Ending Fund Balance $ 1,110,847 479,657 $
270
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Road Maintenance and Rehabilitation Account
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL $ 1,320,463 1,110,847 $ 1,410,857 $ 1,584,453.18 $
$ 2,773,394 2,692,616 $ 2,856,596 $ 2,942,294 $ $ 13,879,090 17,000 17,000 17,000 17,000 85,000
$ 2,790,394 2,709,616 $ 2,873,596 $ 2,959,294 $ 13,964,090 $ $ - - $ - $ - $ $ -
- 2,100,000 - - 4,100,000
2,700,000 400,000 2,700,000 2,700,000 8,500,000
$ 2,700,000 2,500,000 $ 2,700,000 $ 2,700,000 $ 12,600,000 $ $ 1,410,857 1,320,463 $ 1,584,453 $ 1,843,747 $
271
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Sewer
PROJECT # DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
Beginning Fund Balance $ 191,623,947 109,975,918 $
Revenue
CAPITAL - FOSTER CITY $ 2,844,706 2,734,243 $
CAPITAL - CRYSTAL SPRINGS 736,502 815,235
CAPITAL - COUNTY OF SM 236,148 324,394
CAPITAL - HILLSBOROUGH 1,948,998 1,948,998
IMPACT FEES 100,000 -
SEWER CAPACITY CHARGE 250,000 250,000
INTEREST/GAIN ON INVESTMENT 984,000 1,012,000
MISC. DISCHARGE FEES 66,653 66,653
WIFIA LOANS 219,232,065 -
SEWER BOND PROCEEDS 137,000,000 -
SEWER CHARGE-BELMONT 200,000 204,000
SEWER CHARGE-COUNTY OF SAN MATEO 24,000 24,480
SEWER CHARGE-CRYSTAL SPRINGS 350,000 357,000
SEWER CHARGE-FLORES GARDEN 70,000 71,400
SEWER CHARGE-FOSTER CITY 2,500,000 2,550,000
SEWER CHARGE-HILLSBOROUGH 900,000 850,000
SEWER CHARGE-MISC 25,000 25,500
SEWER CHARGE-PEN GOLF 17,000 17,340
SEWER SERVICE FEE-CITY OF SAN MATEO 73,576,734 75,784,036 SEWER SERVICE/CONNECT FEES 150,000 -
Total Revenue $ 441,268,322 $ 86,978,763
Operating Expenses $ 53,855,374 $ 56,548,403
Transfer Out to Capital Projects Fund
461002 NEW CORPORATION YARD FACILITY $ 126,800 $ -
469916 COLLECTION SYSTEM SCADA 292,752 160,000
469922 KINGRIDGE SEWER 432,601 -
469933 ROOT FOAMING 1,454,383 400,000
469981 PROGRAM MANAGEMENT - SEWER PROJECTS 16,100,879 - 469988 EAST SAN MATEO LIFT STATION 6,869,426 11,675,000 46F013 CORPORATION YARD UNDERGROUND TANK REPLACEMENT 78,000 - 46S003 BASINS 2 AND 3 COLLECTION SYSTEM IMPROVEMENTS 50,891,535 855,000 46S005 BASIN 4 COLLECTION SYSTEM IMPROVEMENTS 18,369,836 - 46S090 CLEAN WATER PROGRAM (CWP) SEWER FLOW MONITORING AND REPORTING 351,743 90,000 46S091 CLEAN WATER PROGRAM (CWP) ANNUAL CITYWIDE SANITARY SEWER REHABILITATION 23,071,314 11,700,000 46S093 CLEAN WATER PROGRAM (CWP) CLOSED CIRCUIT TELEVISION (CCTV) INSPECTION PROGRAM 1,807,506 770,000 46S095 LARGE DIAMETER CLEANING AND CONDITION ASSESSMENT 489,956 - 46S101 TOTAL MAXIMUM DAILY LOAD (TMDL) ENHANCED PLANNING & INFRASTRUCTURE IMPROVEMENTS 1,000,000 - 46S190 SANITARY SEWER FLOW MONITORING & REPORTING - -
46S191 ANNUAL SANITARY SEWER REHABILITATION - -
46S192 SANITARY SEWER PUMP STATION UPGRADES - -
46S193 SANITARY SEWER CLOSED CIRCUIT TELEVISION (CCTV) INSPECTION PROGRAM - - 46T003 WWTP AND FLOW MANAGEMENT UPGRADE AND EXPANSION 175,186,586 11,210,000 46T009 WWTP IMMEDIATE ACTION PROJECTS PACKAGE II 941,808 - 46T010 WWTP IMMEDIATE ACTION PROJECTS PACKAGE III 6,237,924 - 46T090 CLEAN WATER PROGRAM (CWP) WWTP ANNUAL MAJOR COMPONENTS 3,061,870 3,500,000 46T190 WWTP ANNUAL REPAIRS - -
Total Transfer Out to Capital Projects Fund $ 305,764,919 $ 41,360,000 Ending Fund Balance $ 191,623,947 $ 180,694,307
272
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Sewer
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL $ 180,694,307 $ 179,884,686 $ 200,638,987 $ 203,091,845 $ 3,005,883 $ 868,311 $ - $ - $ 6,718,900
264,811 84,789 - - 1,086,102
14,766 4,728 - - 255,642
1,948,998 1,948,998 1,948,998 1,948,998 9,744,990
- - - - -
250,000 250,000 250,000 250,000 1,250,000
1,032,240 1,052,885 1,073,942 1,095,421 5,266,489
67,986 69,346 70,733 72,147 346,865
- - - - -
- - - - -
204,000 204,000 204,000 204,000 1,020,000
24,970 25,469 25,978 26,498 127,395
364,140 371,423 378,851 386,428 1,857,842
71,400 71,400 71,400 71,400 357,000
2,601,000 2,653,020 2,706,080 2,760,202 13,270,302
867,000 884,340 902,027 920,067 4,423,434
25,500 25,500 25,500 25,500 127,500
17,340 17,340 17,340 17,340 86,700
77,299,717 78,845,711 80,422,625 82,031,078 394,383,167 - - - - -
$ 88,059,750 $ 87,377,259 $ 88,097,475 $ 89,809,080 $ 440,322,328 $ 57,679,371 $ 58,832,958 $ 60,009,618 $ 61,209,810 $ 294,280,160 $ - $ - $ - $ - $ -
- - - - 160,000
- - - - -
400,000 400,000 400,000 400,000 2,000,000
- - - - -
- - - - 11,675,000
- - - - -
- - - - 855,000
- - - - -
95,000 - - - 185,000
11,000,000 4,890,000 - - 27,590,000
765,000 - - - 1,535,000
- - - - -
2,500,000 2,500,000 2,500,000 2,500,000 11,000,000
- - 125,000 125,000 250,000
- - 5,120,000 10,350,000 15,470,000
- - 13,020,000 3,000,000 16,020,000
- - 900,000 635,000 1,535,000
15,400,000 - - - 26,610,000
- - - - -
- - - - -
1,030,000 - - - 4,530,000
- - 3,570,000 - 3,570,000
$ 31,190,000 $ 7,790,000 $ 25,635,000 $ 17,010,000 $ 122,985,000 $ 179,884,686 $ 200,638,987 $ 203,091,845 $ 214,681,115 273
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Traffic Impact Fee
PROJECT # DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
Beginning Fund Balance $ 257,416 $ (1,707,205)
Revenue
INTEREST EARNINGS $ - $ 32,000
TRAFFIC IMPACT FEE 2,916,975 2,505,482
Total Revenue $ 2,916,975 $ 2,537,482
Transfer Out to Capital Program Fund
460037 EL CAMINO REAL AT HIGHWAY 92 LANDSCAPRE IMPROVEMENT $ 549,612 $ 200,000 460049 POPLAR AVENUE / HUMBOLDT STREET SIGNAL MODIFY - LEFT TURN 777,353 - 462202 RAIL CORRIDOR GRADE SEPARATION 1,300,140 (1,300,140) 462204 HILLSDALE STATION RELOCATION PLAN 37,127 -
462225 EL CAMINO REAL AND HIGHWAY 92 INTERCHANGE IMPROVEMENTS 479,865 - 465157 HILLSDALE BOULEVARD AND US 101 BRIDGE OVERCROSSING CONSTRUCTION 90,000 - 466600 CITYWIDE TRAFFIC CALMING 64,417 150,000
466601 TRAFFIC MODEL UPDATE 202,210 -
467005 20TH AVENUE AND EL CAMINO REAL SOUTHBOUND RIGHT TURN LANE 280,872 - 46R008 RAILROAD AVENUE WALL ENHANCEMENT 1,100,000 1,000,000 46R023 TRAFFIC IMPACT FEE UPDATE - -
46R024 BIKE SAN MATEO PROGRAM - -
Total Transfer Out to Capital Projects Fund $ 4,881,596 $ 49,860 Ending Fund Balance $ (1,707,205) $ 780,417
274
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Traffic Impact Fee
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL $ 780,417 $ 3,387,279 $ 5,825,078 $ 5,541,078
$ 36,000 $ 36,000 $ 36,000 $ 36,000 $ 176,000
2,820,862 3,251,799 530,000 500,000 9,608,143
$ 2,856,862 $ 3,287,799 $ 566,000 $ 536,000 $ 9,784,143 $ - $ - $ - $ - $ 200,000
- - - - -
- - - - (1,300,140)
- - - - -
- - - - -
- - - - -
150,000 150,000 150,000 150,000 750,000
- - - - -
- - - - -
- - - - 1,000,000
100,000 - - - 100,000
- 700,000 700,000 700,000 2,100,000
$ 250,000 $ 850,000 $ 850,000 $ 850,000 $ 2,849,860
$ 3,387,279 $ 5,825,078 $ 5,541,078 $ 5,227,078
275
477 of 536
Tree Replacement Fee
PROJECT # DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
Beginning Fund Balance 1,162,866 $ 935,553 $
Revenue $ 150,000 150,000 $
Recommended Project Budgets
610008 TREE PLANTING - PARKS DIVISION 377,313 $ 200,000 $ Total Recommended Project Budgets 377,313 $ 200,000 $
Transfer In From General Fund
Ending Fund Balance $ 885,553 935,553 $
276
478 of 536
Tree Replacement Fee
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL $ 935,553 885,553 $ 985,553 $ 1,035,553 $
$ 150,000 150,000 $ 150,000 $ 150,000 $ 750,000 $
$ 100,000 100,000 $ 100,000 $ 100,000 $ $ 600,000
$ 100,000 100,000 $ 100,000 $ 100,000 $ 600,000 $
$ 985,553 935,553 $ 1,035,553 $ 1,085,553 $
277
479 of 536
Other Funding Sources
DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
Beginning Fund Balance
GRANTS $ (662,761) $ -
OTHER AGENCIES (375,602) -
PRIVATE CONTRIBUTIONS 8,621,480 60,313
TAXES, FEES & CHARGES 29,673,582 801,578
MISCELLANEOUS (178,538) -
Total Beginning Fund Balance 37,078,162 $ 861,891 $
Revenue
GRANTS $ 3,775,000 13,641,285 $
OTHER AGENCIES 3,150,000 87,835,601
PRIVATE CONTRIBUTIONS 1,484,181 -
TAXES, FEES & CHARGES 2,143,471 976,000
MISCELLANEOUS 623,885 8,099,412
Total Revenue $ 10,009,066 111,719,768 $
Recommended Project Budgets
GRANTS $ 3,775,000 12,978,524 $
OTHER AGENCIES 3,150,000 87,459,999
PRIVATE CONTRIBUTIONS 8,561,166 1,484,181
TAXES, FEES & CHARGES 31,015,475 976,000
MISCELLANEOUS 623,885 7,920,874
Total Recommended Project Budgets 147,936,039 $ 10,009,066 $ Ending Fund Balance
GRANTS $ - - $
OTHER AGENCIES - -
PRIVATE CONTRIBUTIONS 60,313 60,313
TAXES, FEES & CHARGES 801,578 801,578
MISCELLANEOUS - -
Total Ending Fund Balance 861,891 $ 861,891 $
278
480 of 536
Other Funding Sources
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL $ - - $ - $ - $
- - - -
60,313 60,313 60,313 60,313
801,578 801,578 801,578 801,578
- - - -
$ 861,891 861,891 $ 861,891 $ 861,891 $
$ 1,241,819 8,914,545 $ 4,288,636 $ 300,000 $ $ 32,161,285 - - - - 90,985,601
- - - - 1,484,181
750,000 875,000 750,000 18,750,000 24,244,471
100,000 100,000 100,000 100,000 9,123,297
$ 2,091,819 9,889,545 $ 5,138,636 $ 19,150,000 $ 157,998,835 $ $ 1,241,819 8,914,545 $ 4,288,636 $ 300,000 $ $ 31,498,524 - - - - 90,609,999
- - - - 10,045,347
750,000 875,000 750,000 18,750,000 53,116,475
100,000 100,000 100,000 100,000 8,944,760
$ 9,889,545 $ 2,091,819 $ 5,138,636 $ 19,150,000 $ 194,215,105 $ - $ - $ - $ -
- - - -
60,313 60,313 60,313 60,313
801,578 801,578 801,578 801,578
- - - -
$ 861,891 $ 861,891 $ 861,891 $ 861,891
279
481 of 536
Grants
PROJECT # DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
Beginning Fund Balance
460059 TRASH CAPTURE AT POPLAR AVENUE AND GOLF COURSE $ (32,061) $ - 462250 BERMUDA DRIVE BRIDGE REPLACEMENT (3,500) -
467010 CITYWIDE STREET REHABILITATION - ONE BAY AREA GRANT 2 (OBAG 2) VARIOUS LOCATIONS (21,500) - 610011 BOREL PARK DEVELOPMENT (605,700) -
Total Beginning Fund Balance $ (662,761) $ -
Revenue $ 3,775,000 13,641,285 $
Recommended Project Budgets
310416 HOUSING LAND PURCHASE NEW $ - 650,000 $
310520 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) COMMUNITY FACILITIES 43,969 - 310521 MINOR HOME REPAIR 110,000 215,107
460059 TRASH CAPTURE AT POPLAR AVENUE AND GOLF COURSE 330,000 - 461009 DOWNTOWN PARKING TECHNOLOGY - 255,009
461214 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROJECTS 417,493 500,000 462225 EL CAMINO REAL AND HIGHWAY 92 INTERCHANGE IMPROVEMENTS 5,865,000 - 462250 BERMUDA DRIVE BRIDGE REPLACEMENT - 4,967
466600 CITYWIDE TRAFFIC CALMING - 72,000
467010 CITYWIDE STREET REHABILITATION - ONE BAY AREA GRANT 2 (OBAG 2) VARIOUS LOCATIONS 1,593,000 - 46M001 RAILROAD CROSSING IMPROVEMENTS - 176,250
46R014 COMPLETE STREETS PLAN - 490,882
46R016 101/92 MULTI-MODAL (CLASS IV BIKE LANE) 255,000 - 46R017 DOWNTOWN GRADE SEPARATION STUDY 1,000,000 -
46R018 HILLSDALE BIKE/PEDESTRIAN BRIDGE FEASIBILITY STUDY - 150,000 46R022 DELAWARE SAFE ROUTES TO SCHOOL CORRIDOR - 260,000 610011 BOREL PARK DEVELOPMENT - 673,000
610017 CITYWIDE PARK PLAY AREA UPGRADE 441,848 -
665100 MARINA LIBRARY STRUCTURAL IMPROVEMENTS 1,750,000 1,500,000 Total Recommended Project Budgets $ 12,978,524 $ 3,775,000 Ending Fund Balance $ - $ -
280
482 of 536
Grants
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL $ - $ - $ - $ -
- - - -
- - - -
- - - -
$ - $ - $ - $ -
$ 8,914,545 $ 1,241,819 $ 4,288,636 $ 300,000 $ 18,520,000 $ - $ - $ - $ - $ -
- - - - -
110,000 110,000 - - 330,000
- - - - -
- - - - -
300,000 300,000 300,000 300,000 1,700,000
- - - - -
6,550,000 - - - 6,550,000
- - - - -
- - - - -
- - - - -
- - - - -
554,545 831,819 3,988,636 5,630,000
- - - 1,000,000
- - - 150,000
1,400,000 - - 1,660,000
- - - - -
- - - - -
- - - - 1,500,000
$ 8,914,545 $ 1,241,819 $ 4,288,636 $ 300,000 $ 18,520,000 $ - $ - $ - $ -
281
483 of 536
Other Agencies
PROJECT # DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
Beginning Fund Balance
460063 ENERGY EFFICIENT GRANT PROJECTS $ 15,019 $ -
465510 28TH AVENUE BIKE BOULEVARD (323,976) -
46M001 RAILROAD CROSSING IMPROVEMENTS (66,645) -
Total Beginning Fund Balance $ (375,602) $ -
Revenue $ 87,835,601 $ 3,150,000
Recommended Project Budgets
460037 EL CAMINO REAL AT HIGHWAY 92 LANDSCAPRE IMPROVEMENT $ 1,100,000 $ - 460063 ENERGY EFFICIENT GRANT PROJECTS 15,019 -
462202 RAIL CORRIDOR GRADE SEPARATION 1,608 -
462225 EL CAMINO REAL AND HIGHWAY 92 INTERCHANGE IMPROVEMENTS 192,724 - 465157 HILLSDALE BOULEVARD AND US 101 BRIDGE OVERCROSSING CONSTRUCTION 46,489 - 467001 CITYWIDE STREET REHABILITATION PACKAGE I 250,000 - 469981 PROGRAM MANAGEMENT - SEWER PROJECTS 3,029,644 -
46M001 RAILROAD CROSSING IMPROVEMENTS 1,566,125 500,000 46M004 28TH AVENUE GAP CLOSURE 153,000 -
46R010 25TH AVENUE UNDERGROUNDING - PHASE II - 2,650,000 46T003 WWTP AND FLOW MANAGEMENT UPGRADE AND EXPANSION 76,497,406 - 46T009 WWTP IMMEDIATE ACTION PROJECTS PACKAGE II 341,104 - 46T010 WWTP IMMEDIATE ACTION PROJECTS PACKAGE III 2,860,621 - 46T090 CLEAN WATER PROGRAM (CWP) WWTP ANNUAL MAJOR COMPONENTS 1,406,258 - Total Recommended Project Budgets $ 87,459,999 $ 3,150,000 Ending Fund Balance $ - $ -
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Other Agencies
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL $ - $ - $ - $ -
- - - -
- - - -
$ - $ - $ - $ -
$ - $ - $ - $ - $ 3,150,000
$ - $ - $ - $ - $ -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - 500,000
- - - - -
- - - - 2,650,000
- - - - -
- - - - -
- - - - -
- - - - -
$ - $ - $ - $ - $ 3,150,000
$ - $ - $ - $ -
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Private Contributions
PROJECT # DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
Beginning Fund Balance
202020 CIP UNALLOCATED FUNDS $ - 4,925,496 $
310600 CHILD CARE FACILITIES - 10,721
461110 DOWNTOWN TRANSPORTATION MANAGEMENT ASSOCIATION 191,445 - 462249 HILLSDALE CORRIDOR IMPROVEMENTS - 48,868
465159 SIDEWALK STUDY - HILLSDALE BOULEVARD NEAR CLEARVIEW WAY 32,895 - 466606 TRAFFIC IMPROVEMENTS - EL CAMINO REAL / CRYSTAL SPRINGS ROAD 17,537 - 466608 EAST 3RD AVENUE / NORFOLK STREET INTERSECTION RECONSTRUCTION 235,000 - Total Beginning Fund Balance $ 5,461,962 $ (3,099,205)
Revenue $ 1,484,181 - $
Recommended Project Budgets
310330 ART IN PUBLIC PLACES $ 990,000 501,649 $
310416 HOUSING LAND PURCHASE NEW - 4,000,000
310600 CHILD CARE FACILITIES - 3,820,239
313134 EMERGENCY TENANT RELOCATION ASSISTANCE (18,971) 18,971 461110 DOWNTOWN TRANSPORTATION MANAGEMENT ASSOCIATION 146,445 - 462249 HILLSDALE CORRIDOR IMPROVEMENTS - 75,743
463231 CITYWIDE SIDEWALK REPAIR PROGRAM 125,839 -
463338 NORFOLK STREET AND FASHION ISLAND BOULEVARD INTERSECTION RECONSTRUCTION - - 465159 SIDEWALK STUDY - HILLSDALE BOULEVARD NEAR CLEARVIEW WAY 32,895 - 466606 TRAFFIC IMPROVEMENTS - EL CAMINO REAL / CRYSTAL SPRINGS ROAD 17,537 - 466608 EAST 3RD AVENUE / NORFOLK STREET INTERSECTION RECONSTRUCTION 235,000 - 467001 CITYWIDE STREET REHABILITATION PACKAGE I (12,210) 12,210 467008 CITYWIDE STREET REHABILITATION PACKAGE II (363,000) 363,000 46R020 DOWNTOWN TRAFFIC SAFETY IMPROVEMENTS - 100,000
Total Recommended Project Budgets $ 1,484,181 8,561,166 $ Ending Fund Balance $ (3,099,205) (3,099,205) $
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Private Contributions
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL $ - $ - $ - $ -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
$ (3,099,205) $ (3,099,205) $ (3,099,205) $ (3,099,205) $ - $ - $ - $ - $ 1,484,181
$ - $ - $ - $ - $ 990,000
- - - - -
- - - - -
- - - - 18,971
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - 12,210
- - - - 363,000
- - - - 100,000
$ - $ - $ - $ - $ 1,484,181
$ (3,099,205) $ (3,099,205) $ (3,099,205) $ (3,099,205) 285
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Taxes, Fees, and Charges
PROJECT # DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
Beginning Fund Balance
202020 CIP UNALLOCATED FUNDS $ - 17,997,827 $
210001 PEG PROJECT (PUBLIC EDUCATION GOVERNMENT CATV ACCESS) 1,258,929 - Total Beginning Fund Balance $ 801,578 19,256,757 $
Revenue $ 12,560,296 $ 976,000
Recommended Project Budgets
210001 PEG PROJECT (PUBLIC EDUCATION GOVERNMENT CATV ACCESS) $ - $ 200,000 310007 SAN MATEO DOWNTOWN PLAN UPDATE 457,351.66 -
310026 COMMUNITY DEVELOPMENT DEPARTMENT SERVICES IMPROVEMENT - ELECTRONIC AND DIGITAL 1,763,747 - 460059 TRASH CAPTURE AT POPLAR AVENUE AND GOLF COURSE 1,253,194 - 460062 TRASH CAPTURE AT POPLAR AVENUE AND MONTE DIABLO AVENUE 750,000 - 466601 TRAFFIC MODEL UPDATE 61,101 -
467001 CITYWIDE STREET REHABILITATION PACKAGE I 539,546 - 467008 CITYWIDE STREET REHABILITATION PACKAGE II 466,079 - 467770 CITYWIDE STREET RECONSTRUCTION FY 2018-19 583,591 - 467771 CITYWIDE STREET RECONSTRUCTION PACKAGE I 6,878,779 - 467772 CITYWIDE STREET RECONSTRUCTION PACKAGE II 654,101 - 467773 CITYWIDE STREET RECONSTRUCTION PACKAGE III 1,650,000 - 468202 NORTH SHOREVIEW FLOOD IMPROVEMENTS (CONSTRUCTION) 4,469,379 - 46C001 SMALL TRASH CAPTURE DEVICES 1,650,000 750,000
46C004 DEVELOPMENT DESIGN STANDARDS - 260,000
46C005 ADAPTATION PLAN - 100,000
46F007 CITY HALL RESTROOM IMPROVEMENTS 1,039,446 -
46F008 CITY HALL IMPROVEMENTS 8,169,161 -
46F013 CORPORATION YARD UNDERGROUND TANK REPLACEMENT 55,000 - 46F014 CITY HALL PROJECTS 150,000
46F017 OFFICES - ACOUSTIC ATTENUATION - LIBRARY 425,000 (425,000) 46F018 PANIC BUTTONS AT COUNTERS AND OFFICES - 75,000
46F021 OFFICES - ACOUSTIC ATTENUATION - CITY HALL - 16,000 46F026 NEW CENTRAL PARK PARKING GARAGE - -
Total Recommended Project Budgets $ 31,015,475 $ 976,000 Ending Fund Balance $ 801,578 $ 801,578
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Taxes, Fees, and Charges
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL $ - - $ - $ - $
- - - -
$ 801,578 801,578 $ 801,578 $ 801,578 $
$ 875,000 $ 750,000 $ 750,000 $ 18,750,000 $ 22,101,000 $ - $ - $ - $ - $ 200,000
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
750,000 750,000 750,000 750,000 3,750,000
75,000 - - - 335,000
50,000 - - - 150,000
- - - - -
- - - - -
- - - - -
- - - - -
- - - - (425,000)
- - - - 75,000
- - - - 16,000
- - - 18,000,000 18,000,000
$ 875,000 $ 750,000 $ 750,000 $ 18,750,000 $ 22,101,000 $ 801,578 $ 801,578 $ 801,578 $ 801,578
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Miscellaneous
PROJECT # DESCRIPTION
2022-23
ESTIMATED
ACTUALS
2023-24
PROPOSED
BUDGET
Beginning Fund Balance
467770 CITYWIDE STREET RECONSTRUCTION FY 2018-19 $ (338,304) $ - 664000 MAIN LIBRARY - CHILDREN'S SPACE ENHANCEMENTS 59,766 - 665000 BRANCH LIBRARIES SPACE ENHANCEMENTS 100,000 -
Total Beginning Fund Balance $ (178,538) $ -
Revenue $ 623,885 8,099,412 $
Recommended Project Budgets
150001 DOCUMENT MANAGEMENT SYSTEM REPLACEMENT 144,113 $ - $ 200001 ENTERPRISE RESOURCE PLANNING SOFTWARE 1,923,691 - 310416 HOUSING LAND PURCHASE NEW 2,926,380 -
460043 KING CENTER KITCHENS REMODEL 190,876 -
460048 RELOCATE ELECTRICAL ROOM AT TRANSIT CENTER 152,200 - 461203 LANDFILL MAINTENANCE 647,608 -
463004 CITYWIDE STREET LIGHTS (23,885) 23,885
46F032 INFORMATION TECHNOLOGY - UPS REPLACEMENT - 400,000 511000 RADIO DISPATCH CONSOLES 272,000 -
610008 TREE PLANTING - PARKS DIVISION 597,255 200,000
610017 CITYWIDE PARK PLAY AREA UPGRADE 847,600 -
665000 BRANCH LIBRARIES SPACE ENHANCEMENTS 243,035 -
Total Recommended Project Budgets 7,920,874 $ $ 623,885 Ending Fund Balance $ - $ -
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Miscellaneous
2024-25 PLAN 2025-26 PLAN 2026-27 PLAN 2027-28 PLAN FIVE-YEAR TOTAL $ - - $ - $ - $
- - - -
- - - -
$ - - $ - $ - $
$ 100,000 100,000 $ 100,000 $ 100,000 $ 1,023,885 $
$ - - $ - $ - $ $ -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - 23,885
- - - - 400,000
- - - - -
100,000 100,000 100,000 100,000 600,000
- - - - -
- - - - -
$ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 1,023,885
$ - $ - $ - $ -
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Unfunded Projects
PROJECT # PROJECT NAME
2023-24
ESTIMATED
COST
2024-25
ESTIMATED
COST
2025-26
ESTIMATED
COST
2026-27
ESTIMATED
COST
2027-28
ESTIMATED
COST
FIVE-YEAR
TOTAL
461002 NEW CORPORATION YARD FACILITY - $ - $ - $ 26,000,000 $ - $ 26,000,000 $ 610012 LAURELWOOD / SUGARLOAF OPEN SPACE - 1,370,000 5,070,000 1,775,000 - 8,215,000 610017 CITYWIDE PARK PLAY AREA UPGRADE - - 1,000,000 1,000,000 - 2,000,000 610019 SHORELINE PARKS - - 21,000,000 18,900,000 - 39,900,000 610027 CENTRAL PARK - 4,500,000 10,000,000 9,000,000 - 23,500,000 610031 BAY MEADOWS COMMUNITY PARK - - - 40,000,000 - 40,000,000 612917 PARK RENOVATION SHOREVIEW PARK MASTER PLAN AND IMPLEMENTATION - 300,000 - 1,200,000 - 1,500,000 TBD 16TH AVENUE DRAINAGE AREA - - - 9,521,000 - 9,521,000 TBD 19TH AVENUE DRAINAGE AREA - - 11,972,000 - 11,972,000 - TBD 3RD AVENUE/NORFOLK INTERSECTION PED/BIKE ACCESS IMPROVEMENT - - - 370,000 - 370,000 TBD ANNUAL PARKING REPAVING PROJECT - 561,000 100,000 - - 661,000 TBD BIO-TECH LEARNING CENTER AT MAIN LIBRARY (2ND FLOOR) - - 54,247 - - 54,247 TBD BUSINESS LIBRARY (MAIN 2ND FLOOR) - - 318,867 - - 318,867 TBD CITYWIDE PARK SIGNS - 125,000 - - - 125,000
TBD CONVERSION OF PERIODICAL STORAGE AT MAIN LIBRARY (3RD FLOOR) - - 670,812 - - 670,812 TBD DETROIT DRIVE DRAINAGE AREA - - - 5,728,000 - 5,728,000 TBD DOWNTOWN TWINKLE LIGHT PHASE 2 - 600,000 - - - 600,000 TBD DOWNTOWN TWINKLE LIGHT PHASE 3 - 900,000 - - - 900,000 TBD EAST 5TH AVENUE PEDESTRIAN SCALE LIGHTING - 220,000 - - - 220,000 TBD FIRE STATION #27 IMPROVEMETNS - 260,000 - - - 260,000 TBD FIRE STATION 27 - ROOF REPLACEMENT - - - 140,000 - 140,000 TBD FRIENDS BOOK SHOP & CAFÉ AT MAIN LIBRARY (1ST FLOOR) - - 822,968 - - 822,968 TBD GOLF COURSE BUNKER RENOVATION - - 175,000 - - 175,000 TBD GREEN INFRASTRUCTURE - 50,000 350,000 - - 400,000
TBD HIGH PRIORITY BICYCLE PROJECTS PACKAGE 1B - 559,000 3,594,000 - - 4,153,000 TBD HIGH PRIORITY BICYCLE PROJECTS PACKAGE 1C - 307,000 1,707,000 - - 2,014,000 TBD HIGH PRIORITY BICYCLE PROJECTS PACKAGE 1D - 247,000 1,615,000 - - 1,862,000 TBD HIGH PRIORITY BICYCLE PROJECTS PACKAGE 1E - 625,613 4,711,868 - - 5,337,481 TBD HIGH PRIORITY BICYCLE PROJECTS PACKAGE 1F - - 328,000 1,782,243 - 2,110,243 TBD HIGH PRIORITY BICYCLE PROJECTS PACKAGE 1G - - 102,000 516,000 - 618,000 TBD HILLSDALE LIBRARY - ROOF REPLACEMENT - - - 175,000 - 175,000 TBD INSTALL SECURITY CAMERAS AT SELECTED PARKS - 120,000 - - - 120,000 TBD JAPANESE GARDEN REFURBISHMENT - - 150,000 - - 150,000 TBD JOB SEEKERS AT MAIN LIBRARY (2ND FLOOR) - - 241,000 - - 241,000 TBD KING CENTER LARGE KITCHEN - 50,000 400,000 - - 450,000 TBD LAUREL CREEK DRAINAGE AREA - - - 9,567,000 - 9,567,000 TBD LOBBY ENHANCEMENT BERESFORD / KING - 185,000 - - - 185,000 TBD MAIN LIBRARY LOBBY IMPROVEMENTS (1ST FLOOR) - - 420,746 - - 420,746 TBD MAIN LIBRARY TEEN LOUNGE (3RD FLOOR) - - 654,935 - - 654,935 TBD MARINA LAGOON DREDGING - 1,900,000 10,000,000 1,900,000 1,900,000 15,700,000 TBD MONTE DIABLO AVENUE PEDESTRIAN SCALE LIGHTING - 300,000 3,000,000 - - 3,300,000 TBD PACIFIC BOULEVARD DRAINAGE CHANNEL REHABILITATION - 200,000 400,000 - - 600,000 TBD PALM AVENUE PEDESTRIAN SCALE LIGHTING - 300,000 3,000,000 - - 3,300,000 TBD PATHWAY REPAIRS AT VARIOUS PARKS - 115,000 135,000 125,000 - 375,000 TBD PENINSULA AVENUE BIKE CORRIDOR - 237,000 1,945,000 - - 2,182,000 TBD POLICE DEPARTMENT EXTERIOR - REDESIGN RAIN SCUPPER/PAINT MECH DECK - 80,000 - - - 80,000 TBD POLICE DEPARTMENT EXTERIOR - REPAINT DECK FENCING - 50,000 - - - 50,000 TBD POLICE DEPARTMENT INTERIOR WORK REORGANIZATION - 150,000 - - - 150,000 TBD REST ROOM BUILDING REPLACEMENT TRINTA - 350,000 - - - 350,000 TBD REST ROOM REFURBISHMENT PHASE 5 (LAKESHORE/SHOREVIEW) - 300,000 - - - 300,000 TBD SAN MATEO CREEK DRAINAGE AREA - - - 2,620,000 - 2,620,000 TBD SHOREVIEW REC CENTER - ROOF REPLACEMENT - - - 176,000 - 176,000 TBD SHOREVIEW TENNIS COURTS - 140,000 - - - 140,000
TBD STREETLIGHT MASTER PLAN - 200,000 - - - 200,000
Total Recommended Project Budgets $ - $ 15,301,613 $ 71,966,443 $ 142,467,243 $ 1,900,000 $ 231,635,299 290
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APPENDIX 369
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Appendix
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Financial Policies
Statement of Purpose
The financial integrity of our City government is of utmost importance. To discuss, write, and adopt a set of financial policies is a key element to maintaining this integrity. Our City has evolved with a variety of financial policies that can be found in many different sources, including City Council resolutions, budget documents, and capital improvement
programs. The set of policies within this document, adopted each year with our budget, serves as a central reference point of the most important of our policies, which are critical to the continued financial health of our local government.
Written, adopted financial policies have many benefits, such as assisting elected officials and staff in the financial management of the City, saving time and energy when
discussing financial matters, engendering public
confidence, and providing continuity over time as elected officials and staff members change. While these policies will be amended periodically, they provide the foundation and framework for many of the issues and decisions facing the City. They promote sound financial management and assist in the City’s stability, efficiency, and effectiveness.
The following policies are divided into ten (10) general categories for ease of reference. These categories include:
1. General
2. Accounting, Auditing, and Financial Reporting
3. Funding Balance and Reserve
4. Pension and Retirement Funding
5. Internal Service Fund
6. Debt
7. Revenue
8. Capital Improvement
9. Investment
10. Operating Budget
Except as otherwise noted, all policies included in this document are currently adhered to.
Additionally, included at the end of this section are specific policy benchmarks along with their status.
General
The City will:
• Manage its financial assets in a sound and prudent
manner.
• Maintain and further develop programs to ensure its
long-term ability to fund core services and pay all
costs necessary to provide the level and quality of
service required by its citizens.
• Establish and maintain investment policies that are in accordance with State laws.
• Follow the financial sustainability guiding principles to provide a roadmap to guide future financial decisions.
Accounting, Auditing, and Financial
Reporting
Accounting Standards
The City’s accounting of financial systems shall be
maintained in accordance with Generally Accepted
Accounting Principles (GAAP), standards of the
Governmental Accounting Standards Board (GASB), and the Government Finance Officers Association (GFOA).
Annual Audit
An independent certified public accounting firm will
perform an annual audit, and its opinions will be included in the Annual Comprehensive Financial Report and presented to the City Council at a public meeting.
Financial Information
It is the policy of the City of San Mateo to provide all financial information in a thorough, timely fashion, and in a format that is easy for City Council, citizens, and City employees to understand and utilize.
It is the City’s goal to maintain accounting records,
processes, and procedures in such a manner as to receive an unmodified audit opinion and to maintain a Certificate of Achievement for Excellence in Financial Reporting from the GFOA.
Funding Balance and Reserve
The City utilizes a variety of accounting funds for recording revenues and expenditures of the City. At the end of each fiscal year, budgeted/appropriated expenditure authority lapses, with the exception of capital project spending and operating expenses that have been incurred but not paid (encumbered). The remaining dollars left in each fund are unassigned and constitute available funds of the City. Fund balance will be reported in the following classifications:
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Financial Policies
Nonspendable Fund Balance
Amounts that are not in spendable form, such as inventory, prepaid amounts, long-term receivables, and those
that legally or contractually must be kept intact, such as endowment corpus of revolving loan funds.
Restricted Fund Balance
Amounts that can be used only for specific purposes due to constitutional provisions, enabling legislation, or externally imposed constraints, such as restrictions imposed by
creditors, grantors, or other governments.
Committed Fund Balance
Amounts that can only be used for specific purposes
because of a formal action by the government’s highest
decision-making authority. These constraints are binding unless removed in the same manner in which they were
originally committed.
Assigned Fund Balance
Amounts intended for specific purposes but not restricted or committed. The assigned fund balance can never be in excess of the total fund balance less the non-spendable, restricted, and committed components of fund balance.
Ultimately, this is the residual fund balance for all funds other than General Fund.
Unassigned Fund Balance
The residual classification for the General Fund, the only governmental fund that can report a positive unassigned fund balance. Other funds might have a negative
unassigned fund balance due to overspending restricted, committed, or assigned amounts.
General Fund
The General Fund reserve will be maintained in an amount equal to at least three months of the annual General Fund operating expenditure budget. This reserve is designed
to be used in the event of significant financial emergency:
for catastrophic events such as an earthquake, and for
service stability to moderate the impact of economic
cycles. City Council may, at its discretion, reserve additional funds above the minimum. Such additional reserves
may be set aside for specific purposes, such as capital projects, for known significant future cost items, or as general operational reserves. As such, based on actual
and projected General Fund revenues and expenditure
trends, the General Fund Rainy Day Reserves, which are
the remainder after accounting for the 25% reserve and the housing set- aside, will maintain a balance of $30 million.
This amount reflects the difference between the peak of the Rainy Day Reserve in 2018-19 of $54 million to the
projected trough of $24 million in 2026-27.
Enterprise Fund
The City’s Sewer Enterprise Fund will maintain reserves equal to four months of operating expenses.
Special Revenue Funds
The City’s Construction Services Fund will maintain
reserves equal to twelve months of budgeted operating
expenditures.
Pension and Retirement Funding
The City contracts with the California Public Employees' Retirement System for pension benefits. The City will
make minimum annual payments for the employer share
equal to the required Annual Required Contribution (ARC) established by actuarial valuation but, in any given year, no less than the normal cost.
The City offers a retiree health benefit to employees of $160 per month. The City will fund the ActuariallyDetermined Contribution (ADC) established by actuarial valuation in an irrevocable trust. Actuarial valuations will be conducted on a biennial basis consistent with accounting standards.
Internal Service Fund
Vehicle and Equipment Replacement Fund
Through the use of the Vehicle/Equipment Replacement
Fund, the City will annually budget sufficient funds to provide for the orderly replacement of the City’s fleet, vehicles, computers, radios, equipment, technology
infrastructure, and other major capital outlay. The fund is supported by charges to user departments, which are
adjusted annually based on the departments’ proportionate share of estimated expenses*. Sufficient reserves will be maintained in the Replacement Fund to provide for the
scheduled replacement of equipment at the end of their
useful lives.
Fleet and Building Maintenance Fund
Through the use of the Fleet and Building Maintenance
Fund, the City will annually budget sufficient funds
to provide for orderly fleet and building maintenance
and repair. The fund is supported by charges to user
departments which are adjusted annually based on the
department’s proportionate share of estimated expenses*.
Sufficient reserves will be maintained in the Replacement Fund to provide for the scheduled replacement of
equipment at the end of their useful lives.
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Financial Policies
*Internal service funds are allocated proportionate to the expenses with exception of the Community Development Block Grant Fund, which needs to maintain less than 10% in indirect costs. Charges may be reduced in this fund if necessary.
Risk Management Funds
The City maintains a Comprehensive Liability Insurance
Fund and a Workers’ Compensation Insurance Fund for the purpose of property, liability, and workers’ compensation expenses. These funds pay insurance premiums, benefit
and settlement payments, and administrative and operating expenses. The City will complete an actuarial valuation of these funds every other year. The Workers’ Compensation Fund is supported by charges to other City funds for the services it provides*. These annual charges for service shall reflect historical experience and shall be established to approximately equal the annual expenses of the fund.
The Comprehensive Liability Fund is predominantly
supported by the General Fund. Separate reserves shall
be maintained for current and long-term general liability and workers’ compensation liability at a level which will adequately fund the City’s potential loss exposure in each area. The practice is to establish reserves in both funds at least at the marginally acceptable level as determined by the actuarial report.
Debt
The City is bound by a provision in State law limiting
indebtedness for California cities to 15% of the assessed value of all real and personal property of the City. The City of San Mateo has been prudent in its use of debt to finance projects and major purchases. Prior to the issuance of any debt, the funding source for the debt service is identified and designated. The level of debt to which the City obligates itself is managed within available resources and represents a minimal cost to general taxpayers.
By managing the repayment of new debt, current City
operations are not affected.
Credit Rating
It is the City’s goal for its general obligation (GO) bonds to maintain a AAA rating, and for the Sewer Enterprise to
maintain a AA-/Aa2 credit rating. The factors that contribute to the high rating include the City’s strong financial
management, low debt levels, budgetary and fiscal
controls, and accountability. To support this policy, the City will continue to maintain its position of full financial disclosure and proactive fiscal planning.
Revenue
General Fund Revenue
The City will strive to develop and maintain a diversified and reliable revenue stream to avoid becoming overly
dependent on any single type of revenue. Efforts will
be directed to optimize existing revenue sources while
periodically reviewing potential new revenue sources.
Budgeted revenues will be estimated conservatively using accepted standards and estimates provided by the state, other governmental agencies, or reliable economic
forecasters, when available. Due to the volatile nature of the property transfer tax, revenue is projected using a consistent methodology based on historical averages.
Grants
The City shall actively pursue federal, state, and other grant opportunities when deemed appropriate. Before
accepting any grant, the City shall thoroughly consider the implications in terms of ongoing obligations that will be required in connection with acceptance of said grant, including replacement and ongoing operating costs.
Enterprise Fund Fees and Charges
The City will set user fees for its Enterprise Fund at a rate that fully covers direct and indirect costs of providing the service, planned capital improvements that may be
necessary from time to time, and maintains a debt coverage ratio of at least 120% of net revenues for compliance
purposes with outstanding debt covenants.
User Service Fees
The City may impose user fees wherever appropriate.
Such fees will recover the cost of providing the service, demonstrating a nexus to benefits received, including
all direct and indirect costs, administrative overhead, depreciation, etc. By policy, Council may direct certain fees to be lowered for particular purposes. Waivers of user fees will be presented for Council approval as appropriate.
Certain fees are based upon market conditions and are not subject to the limitations of cost recovery. These fees may be adjusted periodically by the City Council. In general, fees will be reviewed no less than annually to ensure that full cost recovery levels are identified.
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Financial Policies
Capital Improvement
Five-Year Capital Improvement Program (CIP)
The City shall annually prepare a capital improvement
spending program, projecting capital needs for a five-year period. This CIP shall be comprised of all the City’s funds.
The City has been working toward providing a reasonable regular contribution from the General Fund to capital
improvements without reducing services. The first year
of the five-year CIP will be consistent with, and adopted as a component of, the annual operating budget. In the
development of the Capital Improvement Program, the
operating costs associated with the capital project will be projected and considered in conjunction with the CIP.
Enterprise Fund Capital Improvements
Capital Improvements funded from the Enterprise Fund
shall be paid for in a combination of “pay-as-you-go”
financing and the use of long-term debt. The City shall periodically review its enterprise capital needs and
establish capital spending plans that are appropriate and reflect a combination of debt and “pay-as-you-go,” while attempting to keep the enterprise service rates competitive with those in the surrounding area.
Investment
The Investment Advisory Committee and City Council shall annually review and update, or modify as appropriate, the City’s investment policy. The policy shall be adopted by resolution of the City Council based upon the City staff and Investment Advisory Committee’s recommendations.
Reports on the City’s investment portfolio shall be
developed and presented to the City Council quarterly. City funds will be managed in a prudent and diligent manner
with emphasis on safety, liquidity, and yield, in that order.
Operating Budget
Balanced Operating Budget
It is the City’s policy to adopt a balanced budget where operating revenues and available resources are equal to or exceed operating expenditures. Any year-end operating surpluses will revert to unappropriated balances for use in maintaining reserve levels set by policy or available for capital projects and/or “one-time only” General Fund expenditures.
Budget Document
The budget document shall serve as the official financial plan for the City. It will serve as the policy document of the City Council for implementing Council goals and objectives.
The budget shall provide staff the resources necessary to accomplish City Council-determined service levels.
The City has two-year business plan development
procedures. The two-year business plan process requires that each department submit two one-year expenditure
plans and revenue estimates to be provided to the City
Council for approval. Only the first of the two-year budget will be adopted. The second year represents a projected plan which will be subject to amendment in the following year. In any budget cycle, to remain adaptable to changing economic and/or operational conditions, the City may
choose to develop a one-year plan instead of a two-year budget plan.
Budget Control and Accountability
Department heads are responsible for containing
expenditures within their budgeted appropriations as
approved by the City Council. Subsequent to the adoption of the budget, all additional changes to the budget that have a financial impact require City Manager and City
Council approval.
Activities of the General Fund, Special Revenue Funds,
Debt Service Funds, Proprietary, and Capital Funds are
included in the annual budget. The level of budgetary
control is the department within each fund.
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Financial Policies
Policy Status
ACCOUNTING
Benchmark
The City's accounting of financial systems shall be maintained in accordance with Generally Accepted Accounting Principles (GAAP), standards of the Governmental Accounting Standards Board (GASB), and the Government Finance Officers Association (GFOA).
Status Met
Benchmark It is the City’s goal to maintain accounting records, processes, and procedures in such a manner as to receive an unmodified audit opinion and to maintain a Certificate of Achievement for Excellence in Financial Reporting from the GFOA.
Status Met
RESERVE / SINKING FUND
Benchmark The General Fund reserve will be maintained in an amount equal to at least three months of the annual General Fund operating expenditure budget.
Status Met
Benchmark The Rainy Day Reserves will maintain a balance of at least $30 million.
Status Met
Benchmark The City’s Sewer Enterprise Fund will maintain reserves equal to four months of operating expenses.
Status Met
Benchmark The City’s Construction Services Fund will maintain reserves equal to twelve months of budgeted operating expenditures.
Status Met
Benchmark The City will maintain Comprehensive Liability and Workers’ Compensation insurance reserves at no less than marginally acceptable confidence levels.
Status Met
Benchmark
Through the use of the Vehicle and Equipment Replacement Fund, the City will annually budget sufficient funds to provide for the orderly replacement of the City’s fleet, vehicles, computers, radios, equipment, technology infrastructure, and other major capital outlay.
Status Met
Benchmark Through the use of the Fleet and Building Maintenance Fund, the City will annually budget sufficient funds to provide for the orderly fleet and building maintenance and repair.
Status Met
Benchmark A sinking fund for building component/replacement will be maintained.
Status Annual baseline funding of $410,000 has been provided for HVAC, roofing, floor covering, and remodel projects.
DEBT
Benchmark It is the City’s goal for its general obligation (GO) bonds to maintain a AAA rating, and for the Sewer Enterprise to maintain a AA-/ Aa2 credit rating.
Status Met. GO Bonds rated AAA by S&P. Sewer Enterprise rated Aa2 by Moody's, AA- by S&P. 296
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Financial Policies
REVENUE
Benchmark Budgeted revenues will be estimated conservatively using accepted standards and estimates provided by the state, other governmental agencies, or reliable economic forecasters when available.
Status Met
Benchmark Property Transfer Tax is projected using a consistent methodology, which takes a long-term perspective to temper variance from year to year.
Status
Met. Property transfer tax is estimated at $8.0 million per year throughout the General Fund Long-Term Financial Plan, reflecting the expectation that the federal funds rate will gradually decline, and the lower interest rate environment will buoy the real estate market.
Benchmark Full cost recovery for user fees will be achieved.
Status Met. All charges for services are based on the cost of providing the services.
Benchmark Full cost recovery for indirect costs will be achieved.
Status Met
Benchmark The City shall actively pursue federal, state, and other grant opportunities when deemed appropriate.
Status Met. Continuing to assess and apply for grants with a focus on ensuring matching funds are identified, as applicable, and ongoing costs are considered.
CAPITAL IMPROVEMENT
Benchmark The City has been working toward providing a reasonable regular transfer from the General Fund to capital improvements without reducing services.
Status Met. The baseline General Fund transfer is $2.66 million to fund streets, building components, and sidewalk repair.
Benchmark Continue to use bond proceeds and other funding sources for capital projects.
Status Met. Examples are streets and flood control, golf course, wastewater treatment plant, library, and fire station.
INVESTMENT
Benchmark City funds will be managed in a prudent and diligent manner with emphasis on safety, liquidity, and yield; in that order.
Status Met
OPERATING BUDGET
Benchmark It is the City's policy to adopt a balanced budget, where operating revenues and available resources are equal to or exceed operating expenditures.
Status Met
Benchmark The City Manager shall annually prepare and present a proposed operating budget through two study sessions by no later than June of the prior fiscal year; and City Council will adopt said budget no later than June 30th of each year.
Status Met
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Gann Appropriations Limit
CITY OF SAN MATEO APPROPRIATIONS LIMIT FOR FISCAL YEAR 2023-24 AMOUNT SOURCE A Last Year’s Limit $ 250,173,878 2022-23 Limit
B Adjustment Factors
1. Population 0.997 CA Dept. of Finance
2. Inflation 1.044 CA Dept. of Finance
1.041 B1*B2
Total Adjustment % 0.041 B1*B2-1
C Annual Adjustment $ 10,271,619 A*B
D This Year’s Limit $ 260,445,497 A+C
E Tax Proceeds Subject to the Limit
Property Tax $ 78,616,228 2023-24 Budget
Sales Tax 30,814,000 2023-24 Budget
Property Transfer Tax 8,000,000 2023-24 Budget
Other Tax 13,302,889 2023-24 Budget
Interest Allocation 4,804,000 2023-24 Budget
Total $ 135,537,117
Amount Under / (Over) Limit $ 124,908,380 D-E
City of San Mateo Gann Appropriations Limit as Defined in Article XIII B of the California State Constitution
The voters of California, during a special election in 1979, approved Article XIII-B of the California State Constitution.
Informally known as the “Gann Initiative,” Article XIII-B provides limits regarding the total amount of appropriations in any fiscal year from “the proceeds of taxes.”
In 1980, the State Legislature added Section 7900 et seq. to the Government Code, providing that the governing
body of each local jurisdiction must establish, by resolution, an appropriations limit for the following year. The
appropriations limit for any fiscal year was equal to the previous year’s limit, adjusted for population changes and the changes in the US Consumer Price Index (or California per capita personal income, if smaller). The necessary
statistical information is provided by the California
Department of Finance.
However, the original Article XIII-B (Proposition 4) and its implementing legislation were modified by Proposition 111 and SB 88 by the voters in June 1980. The changes were
incorporated into the fiscal year 1990-91 and fiscal year 1991- 92 appropriations limits. Beginning with the fiscal year 1990- 91 appropriations limit, a city may choose annual adjustment factors. The adjustment factors include the
growth in the California per capita income or the growth in the non- residential assessed valuation due to construction within the City and the population growth within the county or the city.
The table below provides the calculation for the
appropriations limit for fiscal year 2023-24, as well as the total appropriations subject to the limit. The adjustment factors utilized for the fiscal year 2023-24 calculation include the growth in California per capita income and the population growth within the County of San Mateo. As the table demonstrates, the City’s appropriations subject to the limit ($135.5 million) are well below the appropriations limit itself ($260.4 million).
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Glossary
Appropriation
An authorization granted by the City Council to make
expenditures and to incur obligations for specific purposes.
Audit
A review of the City’s accounts by an independent
accounting firm to verify that the City’s financial statements accurately reflect the City’s financial position.
Base Budget
Estimate of the funding level, excluding limited term items, required to continue existing service levels during the next fiscal year.
Budget
A comprehensive financial plan of operation embodying an estimate of proposed expenditures for a given period and the proposed means of financing them.
Capital Acquisitions
Items of a permanent or semi-permanent nature that last multiple years.
Capital Improvements
A permanent major addition to the City’s real property
assets including the design, construction, purchase, or major renovation of land, buildings, or facilities. Examples are the installation or repair of new or existing streets, traffic signals, sewer lines, roads, and parks.
Capital Improvement Program (CIP)
An ongoing plan of single and multiple-year capital
expenditures, which is updated annually.
Compensated Absences
An employee’s paid time off of work, which can consist of elements such as vacation time and sick leave.
Debt Service
The payment of interest and principal on borrowed funds.
Deficit
The result of an excess of expenditures over resources.
Department
A major administrative division 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 outlay assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy, or obsolescence; (2) the portion of the cost of a capital asset that is charged as an expense during a particular period.
Division
An organizational subunit of a department which
encompasses a substantial portion of the duties assigned to a department.
Encumbrance
A commitment of funds for goods or services for which the expenditure has not yet occurred.
Enterprise Fund
A fund established to account for operations of the City that are financed and operated in a manner similar to private business enterprises.
Expenditure
The amount of cash paid or to be paid for services
rendered, goods received, or an asset purchased.
Fiscal Year
The twelve-month period to which the annual budget
applies. In San Mateo, this period of time is July 1 through June 30.
Full Time Equivalent (FTE)
Conversion of a position to full-time equivalent. For
example, one person working half time would count as 0.50 FTE; one person working full time would count as 1.00 FTE.
Fund
A separate, independent accounting entity used to set forth the financial position of operations related to the specific purpose for which the fund was created. Examples of funds used in the City of San Mateo are the General Fund, Capital Projects Fund, and Sewer Fund.
Fund Balance
The total dollars remaining in a fund after current
expenditures for operations and capital improvements are subtracted.
General Fund
The City’s principal operating fund, which is supported by general taxes and fees and which can be used for any legal governmental purpose.
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Glossary
Grant
A contribution by a government or other organization to support a particular function or project. Grants may be classified as either categorical or block, depending upon the amount of discretion allowed the recipient.
Interdepartmental Charges and Credits
A mechanism through which one program may bill another
program (charges) and be reimbursed (credits) for the cost of various services provided. Interdepartmental charges and credits are based on the actual, direct costs of the service provided. They function as cost allocation tools, allowing the financial reports to more accurately reflect the real cost of individual programs.
Interfund Transfers
The movement of money from one fund to another to cover certain costs.
Internal Service Fund
A fund which is used to finance and account for goods and/ or services provided by one City department to other City departments on a cost-reimbursement basis.
Non-departmental
Program costs that do not relate to any one particular
department, but represent costs of a general, City-wide nature.
Non-recurring Costs
One-time activities for which the expenditure should be budgeted only in the fiscal year in which the activity is undertaken.
Operating Budget
Annual appropriation of funds to support ongoing program costs, including employee services, maintenance, supplies, and equipment.
Ordinance
A formal legislative enactment by the City Council,
which has the full force and effect of law within the City boundaries unless it is in conflict with any higher form of law, such as a state statute or constitutional provision.
Program
An activity or group of activities which is an operational subunit of a department and is directed toward providing a particular service or support function. Each City
department may be responsible for a number of programs.
Proprietary Fund
A term also used to describe funds that are accounted for on a “flow of economic resources” measurement basis and on a full accrual accounting basis. Enterprise funds and internal service funds are classified as proprietary funds.
Reserve
Funds set aside for specific purposes.
Resolution
A special order by the City Council which requires less legal formality than an ordinance in terms of public notice prior to approval.
Resources
Total amount available for appropriation, including
estimated revenues, beginning fund balances, and fund
transfers.
Revenue
Income received during the fiscal year from taxes, fees, permits, franchises, interest, intergovernmental, and other sources.
Special Revenue Fund
A fund used to account for revenue sources that are
restricted by law or administrative action to expenditures for specified purposes.
Structural Deficit
The permanent financial gap that results when ongoing
revenues do not match or keep pace with ongoing
expenditures.
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Full Time Equivalent (FTE) Personnel Changes
DEPARTMENT DESCRIPTION 2023-24
2022-23 Adjusted Budget Total 610.24
Community Development Add Principal Planner 1.00
Community Development Add Deputy Building Official 1.00 Community Development Reallocate Code Enforcement Officer to Senior Code Enforcement Officer - Community Development Add Development Review Technician 1.00 Finance Reallocate two (2) Accounting Assistant II to two (2) Senior Accounting Assistant - Finance Reallocate Budget Analyst to Budget Manager -
Public Works Reallocate Administrative Assistant to Administrative Technician - Public Works Add Traffic and Lighting Technician 1.00
Public Works Add Associate Engineer 1.00
Public Works Add Pump Station Mechanic II 1.00
Public Works Add WWTP Operator I/II 1.00
Total Merit Changes 7.00
Total Per Diem Changes 0.96
2023-24 Total Positions 618.20
DEPARTMENT DESCRIPTION FUND 2023-24
City Manager Increase funding for contribution to the Chamber of Commerce General Fund $ 15,000 Police One-time funding for security improvements to property and evidence room in response to audit recommendations General Fund 60,400 Police Increase funding for Cellebrite Premium for access to digital evidence from iOS/Apple and android devices General Fund 93,000
Police One-time funding for staffing study General Fund 100,000 Police Increase funding for LAZ parking contract Downtown Services Fund 43,396 Public Works Increase funding for Marina lagoon maintenance expenses for algae harvesting and contract adjustments General Fund 528,500 Public Works
Increase fund for maintenance improvements for storm water pump stations to include pump replacements, instrumentation, monitoring and control modifications, diagnostics, and other general needs General Fund 80,000
Public Works Increase funding for cleaning and street sweeping services for the Downtown Kiku garage Downtown Services Fund 81,000
Public Works One-time funding for purchase of additional sweeper needed to address downtime associated with on-going vehicle problems and reliability Solid Waste 410,000 Public Works Increase funding for software costs associated with Maintenance Connection and SCADA/Wonderware Sewer Fund 50,000
Public Works Increase funding for transfer of maintenance costs for CNG cleaning skid maintenance from Facilities to WWTP Sewer Fund 78,000
Public Works Decrease funding for transfer of maintenance costs for CNG cleaning skid maintenance from Facilities to WWTP
Fleet and Building
Maintenance (160,000)
Total $ 1,379,296
Budget Changes
Operating Changes
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CITY OF SAN MATEO
CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 23 Section Name: NEW BUSINESS Account Number: 10-3159 File ID: 23-7610 TO: City Council
FROM: Christina Horrisberger
PREPARED BY: Community Development Department
MEETING DATE: June 20, 2023
SUBJECT:
Racial Equity Art Project Artist and Design Selection – Approval RECOMMENDATION:
Approve the Civic Arts Committee’s recommended artist Rafael Blanco and his design “Cultural Pattern” for the Racial Equity Art Project and delegate the Civic Arts Committee to work with the artist to revise and approve the final design.
BACKGROUND:
In July 2020, the City Council adopted a resolution reaffirming the City of San Mateo’s commitment to racial equality and equity. The Council discussed the concept of a community mural or other community art project that would reflect and promote racial equity and diversity. The Civic Arts Committee (CAC) was directed by the Council to implement the project.
A Request for Qualifications (RFQ) was sent in November 2022 to invite artists from San Mateo and through the greater Bay Area, particularly local BIPOC (Black, Indigenous, and People of Color) artists, to submit their interest in being considered for the project. The Civic Art Committee (CAC) invited all seven qualified submittals to submit a proposal to allow for diversity of concepts to consider. There was no defined limit in the number of designs that could be submitted, which resulted in twenty-six (26) different design ideas from the six artists.
The following elements were required information in the proposals:
a) A rendering of the design work, including the dimensions of the proposed art area b) Identification of the theme of the artwork and a general statement about the design c) Description of the key elements within the art design, including any specific meanings d) Description of implementation process
e) Proposed budget that includes the cost estimates of all design, planning, materials, and installation.
Public Outreach
The CAC expressed the importance of reaching out to the San Mateo community to gather feedback about the proposed designs to inform the selection of the artist. There were four in-person events and a discussion with the City’s Community Diversity, Equity, Inclusion (DEI) Task Force, an advisory body to the City Council. These events included: an art class at San Mateo High School; an evening bustling with families at Martin Luther King, Jr. Community Center; a three-hour extended lunch period that saw workers on the block, residents, bikers stopping to participate, and other lunchtime visitors; and the large Parks & Recreation’s Eggstravaganza event at Central Park. Participants at the in-person events were provided with three votes they could distribute in any manner, in no specific order, including utilizing all three votes on one design. 504 of 536
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The City also provided an online survey offering the same opportunity to provide comments and votes for the designs. The question posed for each design was “What do you like most about this mural and why?” The survey was publicized and shared through the City’s social media and newsletter, invitations to downtown businesses, posted in the Downtown San Mateo News, and sharing the QR Code at the in-person events and in the City Hall atrium.
Artist & Design Selection
Art is a subjective topic and each of the 26 designs garnered favorite votes. At their meeting on May 31, 2023, the CAC discussed the various artist designs and the feedback from the community. By a considerable margin, the piece submitted by Mr. Blanco received the highest number of votes, consistently at each event and from the survey. Comments submitted spoke to appreciation for the bold and vibrant colors, the various patterns and designs, the representation of various cultures, and how the design fills the space with color. There were also various suggestions for expanding the design and including other cultures and communities found in San Mateo, such as Pacific Islander/API, Japanese, Indian/ South Asian/ South East Asian, Central American cultures from Guatemala and El Salvador, etc. From both conversations and comments, this reflects the desire for the representative inclusiveness of the cultural diversity that becomes the pattern of one community in San Mateo.
The CAC’s agreed with the community and their vote was unanimous to recommend the selection of artist Rafael Blanco and his design “Cultural Pattern”.
The CAC requests the City Council to delegate the CAC to work with Mr. Blanco for revisions and expansion of the design as noted and to approve the final design. Accordingly, these changes would also result in a revised budget, which will require an agreement to be executed in accordance with the City’s purchasing policy.
BUDGET IMPACT:
The Arts in Public Places (AiPP) Fund balance is $999,000, with $500,000 allocated to this project. With future activities in the AiPP program in the planning stage, this project shall not exceed the currently allocated funds. Based on the final design budget amount, the agreement with the artist will be presented to Council for approval and executed in accordance with City’s purchasing policy.
ENVIRONMENTAL DETERMINATION:
This Racial Equity Art Project is categorically exempt from CEQA as an “existing facility,” because it consists of the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of use. (CEQA Guidelines Section 15301.)
NOTICE PROVIDED
All meeting noticing requirements were met.
ATTACHMENTS
Att 1 – Artist Rafael Blanco Original Proposal
STAFF CONTACT
Heather Stewart, Senior Management Analyst
[email protected]
(650) 522-7164
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Public Art Street Mural San Mateo CA
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Public Art Street Mural San Mateo CA
CONCEPT
Implementation of a public art street mural on the pedestrian mall in San Mateo, CA. The purpose is to beautify and create a vibrant environment that encourages all types of families to come out and walk.
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Public Art Street Mural San Mateo CA
DESIGN
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Public Art Street Mural San Mateo CA
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Public Art Street Mural San Mateo CA
CULTURAL PATTERn (design)
Cultural Pattern (Design)*
Rafael Blanco
Pedesterian Public Art Street Mural
City of San Mateo, CA
* Even though this proposal is for 75’ x 15, the design can be accommodated and transformed into any desired length (like 150’ x 15’ or 300’ x 15’) 75’
15’
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Public Art Street Mural San Mateo CA
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Public Art Street Mural San Mateo CA
theme of artwork
I remember the cultural sock I faced when I came to this country for the first time. I was confused and lost in many different ways, including the language. However, what it fascinated me the most from the very beginning was the great cultural diversity this country has. Each of the countries I have been until them, including my own, had one main culture. People followed the main traditions passed through earlier generations. But the US was definitely different! When I encountered this ‘melting pot’ of ethnicities and religions inside the same borders I was surprised and inspired to learn not only about other cultures, but their assimilation and adaptation to the American culture. I was born in Spain, my wife is from Mexico, and our kids were born in the US. I live cultural diversity and assimilation every single day, and today, it has become part of my own identity.
Cultural Pattern (Design) is a celebration of different cultures and their unification into one. It is a visual representation of the cultural diversity we face in the US, which is a beautiful idea, but as we know, it is also difficult. This is an attempt to unify us so we can continue living instead of the same roof, on the same ground, and learning from each other’s cultures.
CULTURES REPRESENTED:
MEXICAN NATIVE AMERICAN ARABIC CHINESE AFRICAN EUROPEAN Even though San Mateo has many more cultures, from my years living in the Bay Area, these are what I experienced to be the most represented and which can embrace every other culture, traditions and religions. 512 of 536
Public Art Street Mural San Mateo CA
IMPLEMENTATION
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materials
Mural will be implemented within the EVA lane on B St. between 1st and 3 Avenue. The paint brand StreetCoat (waterborne epoxy-modified acrylic) will be used to paint the street mural. This coating has sand mixed into it to be anti-skid and it will last for about 10 years.
SCHEDULE
The implementation of the mural will take approximately about 1 week.
BUDGET
15’ X 75’ (1,125 sq/ft) Street Mural
MATERIALS $3,750
TRAVEL & ACCOMMODATIONS $1,500
MURAL IMPLEMENTATION ($ 22 sq/ft) $24,750
TOTAL $30,000
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CITY OF SAN MATEO
CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 24 Section Name: NEW BUSINESS Account Number: 14-1311 File ID: 23-7614 TO: City Council
FROM: Drew Corbett, City Manager
PREPARED BY: City Manager's Office
MEETING DATE: June 20, 2023
SUBJECT:
COVID-19 Small Business Grant – Budget Appropriation and Grant Agreement RECOMMENDATION:
Adopt a Resolution to approve a supplemental budget appropriation in the amount of $100,000 for a grant agreement with the County of San Mateo to administer a COVID-19 Small Business Grant Program and authorize the City Manager to execute the grant agreement in substantially the form presented.
BACKGROUND:
The County of San Mateo plans to allocate $364,426 in federal American Rescue Plan Act (”ARPA”) funds to create the Small Business Post-Pandemic Recovery Grant Program (the ”Program”) to provide technical assistance and grant awards to small businesses that have been financially impacted during the COVID-19 pandemic. The Program will help businesses comply with accessibility requirements, enhance customer service, and increase business resiliency.
The County is providing $100,000 to three pilot cities, South San Francisco, San Bruno, and San Mateo, to develop and administer a grant program for small businesses within their jurisdiction. The County is allocating the remaining $64,426 to the consulting firm Good City to provide technical assistance and training support for the Program. The primary objective of the Program is to offer both technical assistance and an up to $5,000 grant award to food serving businesses that have experienced negative economic consequences due to the COVID-19 pandemic. The grant award can be used to cover outdoor dining parklet platform design costs or to purchase accessible furniture, fixtures, and equipment for indoor or outdoor spaces at the business location. While the basic parameters of the Program remain the same, each pilot City has been allowed to modifications to the grant to fulfil the needs of small businesses in their respective City.
In order to apply for the grant funds, businesses in the City of San Mateo must meet ALL of meet the following criteria:
• Independently owned and operated, not dominate in its field of operations; • Food-serving businesses with fewer than 15 employees; • $3 million or less in gross revenue;
• Valid City Business Tax Certificate;
• Have suffered a financial hardship due to the COVID-19 pandemic; • Maintain physical business address in the City.
Additionally, qualified small businesses must attend three technical assistance classes produced by the Good City Company on complying with Americans with Disabilities Act (ADA) requirements. The technical assistance component of the Program will focus on space design and physical improvements and training support for the businesses. The technical assistance classes will cover the following topics:
• An overview of Disabled Access Compliance Requirements for retail and restaurant businesses to comply with 515 of 536
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Federal, State and local regulations.
• Review of regulatory process, approvals and considerations when making physical improvements. • Additional responsibilities of small business owners and property owners when making physical improvements such as finding qualified contractors, insurance requirements, and responsibilities of property owner and tenants.
Spanish and Chinese simultaneous translation will be available at all three sessions for businesses and each of the webinar sessions will also be recorded. Each topic will also have short instructional videos for each participating City to share on their social media channels. Good City staff will also be available for virtual one-on-one consultation with businesses to further support them on their physical improvement and space design questions. In order to qualify for the associated grant award, businesses must attend all of the technical assistance webinars. However, any businesses can attend the webinars or view the recording. All attendees can also request the one-on-one technical assistance from Good City for more information about compliance requirements, permit processes, and responsibilities.
The City intends to find a partner to work with the City to help administer the grant program but has not yet identified an organization to take on this role. If a partner organization can be found, a portion of the City’s grant allocation will go towards the grant administration. If the City is unable to find a partner organization than the City will need to administer the grant funds directly.
BUDGET IMPACT:
Administration of this grant will have no impact on the General Fund. The $100,000 in grant funds will be appropriated to the City Manager's operating budget to the Economic Development program.
ENVIRONMENTAL DETERMINATION:
This City Council action is not a project subject to CEQA, because it is a governmental fiscal activity which does not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment. (CEQA Guidelines Section 15378(b)(4))
NOTICE PROVIDED
All meeting noticing requirements were met.
ATTACHMENTS
Att 1 – Proposed Resolution
Att 2 - Grant Agreement
STAFF CONTACT
Jennifer Chen, Economic Development Manager
[email protected]
(650) 522-7009
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CITY OF SAN MATEO
RESOLUTION NO. ____ (2023)
AUTHORIZING A SUPPLEMENTAL BUDGET APPROPRIATION OF $100,000 IN GRANT FUNDS FROM THE COUNTY OF SAN MATEO (FISCAL YEAR 2023-24)
WHEREAS, since its emergence in early 2020, the COVID-19 pandemic has negatively impacted public health and the economy on a global scale in the country, in San Mateo County, and in the City of San Mateo; and WHEREAS, the County and City has taken extensive steps to prevent and address the spread of the pandemic and to respond to the public health emergency and its negative economic impacts; and WHEREAS, the County received State and Local Fiscal Recovery Funds under the federal American Rescue Plan Act (“ARPA Funds”) which can be used among other applications to respond to the public health emergency and its negative economic impacts; and
WHEREAS, the County wishes to establish a grant program to aid impacted small businesses within the County, known as the Small Business Post-Pandemic Recovery Grant Program (the “Program”), to be administered by the certain cities to facilitate the distribution of grants under the Program; and WHEREAS, the City of San Mateo was one of the three cities selected in the county to receive a grant award of $100,000, which will be used to help COVID-impacted small businesses with $5,000 grants per business to mitigate financial hardship, enhance customer service, accessibility, and increase business resiliency and run through June 30, 2024; and
WHEREAS, a supplemental budget appropriation in the amount of $100,000 of the grant award to the fiscal year 2023-24 budget is required to account for the grant revenue and the grant awards.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN MATEO, CALIFORNIA, HEREBY FINDS that:
1. This City Council action is not a project subject to CEQA, because it is a governmental fiscal activity which does not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment (CEQA Guidelines Section 15378(b)(4)).
2. A supplemental budget appropriation to the fiscal year 2023-24 budget is authorized as follows:
a. $100,000 to augment the City Manager’s Department General Fund operating budget for Economic Development.
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