HomeMy WebLinkAboutAgenda Packet - CC - 2006.03.01 4�CITY
BURLJNGAME
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A.TFn JUME 6.
The City of Burlingame
City Hall—501 Primrose Road
Burlingame,CA 94010-3997
City Council Budtet Policy Study Session
Wednesday, March 1, 2006, 6:00 p.m.
Burlingame Public Library, Lane Room
AGENDA
I. Call to Order and Roll Call (6:00)—Mayor Cathy Baylock
II. Mid-year Report - Status of the current year budget (6:03)
a. FY 06-07 and FY 07-08 Revenue projections vs. actual
b. FY 06-07 and FY 07-08 Expenditure levels and projections
c. Review of the General Fund Budget Model
III. CEP Needs (6:35)
IV. Budget Policy Issues (7:10)
a. Budget Assumptions
b. Budget Suggestions Referred from Goals Session
c. Use of Reserves
V. Break (7:45)
VI. Public Comments (7:55)
VII. Council Direction (8:30)
a. Budget Assumptions
b. Use of Reserves
c. CIP Dedicated Funding
d. CEP Project funding
e. Budget Suggestions
VIII. Adjournment (9:00)
Note: Time frames and sequence of discussion is tentative and may be changed by the Council
BUIWNGAME
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Background Information and Options For Council
AA,� E SBudget Policy Discussion
The budget process is once again upon us and the work of formulating a new financial plan is
underway. Unlike the last three years, the fiscal pressure is less. Revenue growth has occurred
and operating costs have been contained and increased incrementally. However, there is still a
need to remain fiscally conservative in the upcoming year in order to solidify our gains and avoid
undue financial risks.
As we witnessed after the terrorist attacks of 2001, sales tax and transient occupancy tax
collections can decline dramatically and impact our budget immediately. Staff has confidence
that the growth we have experienced will continue,but there is always the caution that another
serious incident will occur causing our gains to disappear.
I realize that there is a desire to restore the levels of services that were lost in the last three fiscal
years,but it is important to maintain a long-term view of our finances.
Ultimately our job is to help you make the decisions that are best for our citizens during good
times and bad. The following information is provided to give you insight into the city's finances
and to assist you in making policy decisions that we will implement in the new budget.
A.Budget Assumptions
After three years of revenue declines, the City did experience revenue growth in the General
fund in FY03-04 and FY04-05. In FY03-04, the Council adopted a 3%revenue growth factor
for the budget and realized actual growth of 5.4%. In FY04-05, the Council approved a revenue
growth factor of 3% and achieved actual growth of 6%.
Given this trend,the Council opted to budget for 5% growth in the current FY05-06 budget. At
mid-year, all indications are that the budget estimate will be again be surpassed. The City's
budget model,which we use to forecast revenues and expenditures for the ensuing two fiscal
years, has been revised to show FY05-06 year-ending revenue of$37 million instead of the
$35.4 million that was budgeted. This amount is$1.6 million over budget. However, it includes
the following one-time payments to the City: $480,000 from the repayment of the VLF Gap
Loan and an$880,000 ERAF refund from the County of San Mateo.
The budget model once again projects 5% growth for the upcoming fiscal year(FY06-07) given
the rate of revenue growth that has occurred in the last two years. We believe this to be a
conservative, yet realistic projection of growth for the new year.
The model also includes employee costs based on our projection of what it would take to keep
salaries for all bargaining units at or above the median level for cities within our survey group. In
addition,benefits have been adjusted in accordance with the various Memorandums of
Understanding. Although increases in salaries will vary by the different bargaining units, the
result is an overall increase in employee costs of 3%.
FY06-07 Budget Policy Session Report.doc 1 of 7
As you can see the model shows a balanced budget for FY06-07 based on the revenue and
expenditure assumptions that have been described. This includes an appropriation of $2 million
for capital improvements in the new fiscal year. What the model does not include is any new
positions or increases in operating costs beyond the projected 3%. If Council desires to
eliminate current revenue sources or add new expenditures to the budget, then new
revenue or budget cuts will be required.
We ask that Council review the model and provide us feedback on the assumptions that are
included, especially the 5% revenue growth rate and the 3% increase in employee costs.
B. Use of Reserves
A second policy issue is the use of General fund reserves to balance the budget or fund new
expenditures with minimal impacts on current service levels or employee reductions.
The City Council has five different designated reserve funds in the General fund:
The Economic Stability Reserve is available to offset fluctuations in general fund revenues that
are highly sensitive to economic conditions, mainly Sales Taxes and Transient Occupancy Taxes.
The Catastrophic Reserve is available to make repairs and reconstruct city buildings and
facilities that may be damaged by natural disasters or acts of war and terrorism.
The Ca1PERS (California Public Employees Retirement Ss� tem) Reserve is available to pay for
unfunded liabilities resulting from pension obligations in future fiscal years.
The Contingency Reserve covers unexpected expenses that may arise during the course of the
fiscal year but that were unknown at the time when the budget was adopted.
The Centennial Celebration Reserve is designated to fund special events commemorating the
100th Anniversary of the incorporation of the City of Burlingame.
The following table shows the City of Burlingame's General Fund Reserves at the end of each
respective fiscal year. The FY06 column is the estimated reserve levels on June 30, 2006 taking
into account the use of the $1.6 million that was authorized by the Council this budget year.
City of Burlingame, CA
General Fund Designated Reserves
FY04 FY05 FY06
Economic Stability Reserve $ 2,000,000 $ 250005000 $ 2,000,000
Catastrophic Reserve 250005000 25000,000 2,000,000
CalPERS Reserve 2,8005000 218005000 1 ,200,000
Contingency Reserve 5005000 500,000 500,000
Centennial Reserve 309000 40,000 50,000
Total Designated Reserves: $ 713305000 $ 7,340,000 $ 5,750,000
FY06-07 Budget Policy Session Report.doc 2 of 7
The Council authorized the use of$1 million in reserves to balance the budget in FY03-04 and
FY04-05. However, reserves`were not spent in either year because the city departments under-
expended their budgets and revenue grew more than had been projected.
In FY03-04, the Council did transfer $500,000 from the CalPERS reserve into the Worker's
Compensation Fund to establish a new reserve that would be used to cover potentially high
losses from extraordinary claims. The establishment of the Worker's Compensation Reserve
was recommended by an actuarial study conducted in 2004. Prior to the transfer of funds, the
CaIPERs reserve contained $3.3 million. The transfer reduced the reserve to $2.8 million.
In the current budget year, FY05-06, the Council authorized the use of$1.6 million from the
Ca1PERS reserve to limit the cuts needed to balance the budget and to invest $1.6 million from
the General Fund for capital improvements. Given the growth in general fund revenues that have
occurred so far this fiscal year, it may be possible to once again cover all general fund
expenditures without using the reserve appropriation.
As a historical note, the CalPERS reserve was established in 2001 to pay for increases in
retirement costs that were projected to occur as a result of the economic recession and the
concurrent enhancement of retirement benefits for Police. The retirement actuarial studies that
were conducted at that time indicated that city's contribution to Ca1PERS would spike
dramatically given negative investment returns and the implementation of the 3% at 50
retirement plan for Police. The PERS reserve would give the city time to absorb the additional
CaIPERs costs without having to make major cuts in services.
In FY03-04, the Police Officers Association agreed to delay the implementation of their
retirement enhancement for two years in exchange for pay increases. The 3% at 50 plan is now
scheduled to be implemented July 1, 2006. The PERS expense for FY 06-07 is estimated to be
$4.95 million. This is an increase of approximately $400,000 from the current PERS expenses of
$4.58 million in FY 05-06.
The following table shows the current and the new CalPERS rates for the City of Burlingame.
The budget model reflects the new rates for FY06-07:
FY 05-06 FY 06-07 Difference
Miscellaneous Employees (non-safety) 15.278% 13.860% -1.418%
Police (sworn) 34.039% 43.800% 9.761%
Fire (sworn) 35.785% 37.737% 1.952%
The following options are available to the Council with respect to reserves:
1. Use a portion of the remaining $1.2 million PERS reserve to cover the costs associated
with the increase in CaIPERs rates for Police retirement enhancements that will take
effect July 1 . This would free up $400,000 to be used for another one-time purpose.
FY06-07 Budget Policy Session Report.doc 3 of 7
Retirement costs are an ongoing annual expense and would be financed from annual
revenue collection in the following fiscal year.
2. As in previous fiscal years use $1.0 million in reserves for additional CIP or operating
needs with the hope that revenues will be higher than expected or that the departments
will under expend their operating budgets.
3. Finance the budget solely from annual revenue collections that are projected for FY06-07
and leave all reserves intact for potential use in future fiscal years.
C. Budget Reduction Approach
The Council has implemented a multi-pronged approach to balancing the budget in past fiscal
years. The strategies include:
➢ Annual adjustment to fees and fines
➢ Shared services with neighboring cities
➢ Cuts to services and elimination of positions
Annual Adiustment to General Fund Fees and Fines
As has been the practice for the past three years we recommend that general fund fees and fines
be adjusted to reflect increases in annual operating costs.. That amount represents an increase of
3% for FY06-07. We believe that as with any business it is best to make incremental, annual
adjustments to cover rising costs than to delay those increases only to have to make them up with
sizable increases two or three years down the road.
New and Additional Sources of Revenues
If Council is interested in adding new expenditures to the budget or reducing or eliminating
current General fund revenues,then there is the option of developing new or additional sources
of revenue most of which would require a two-thirds vote of approval.
It should be noted that voter approved funding has traditionally been used to finance capital
improvements. As we finalize the public facilities master plan the Council will need to provide
direction on the possibility of additional revenue sources to cover those capital funding
requirements. However, absent any unforeseen circumstances we do not anticipate asking the
council to consider approaching voters for a new source of revenue for the operating budget.
Shared Services
Shared service proposals have provided budget savings in the past three fiscal years. Our
success with the fire merger and the temporary sharing of the Parks and Recreation Director with
the City of Millbrae are two examples. At this point staff does not have any general fund shared
services proposals to present to the Council for implementation in FY06-07. However, it
remains an option if the need for additional budget savings is needed.
FY06-07 Budget Policy Session Report.doc 4 of 7
The Public Works department is pursuing a shared services agreement with the Town of
Hillsborough to provide sewer maintenance services. That proposal affects the Sewer fund and
will be presented as part of the proposed budget in May.
Tier Cuts
Beginning in FY03-04, the Council has authorized four levels of cuts to the General fund
operating budget which reduced annual costs by $4.8 million.
Tier One Reductions: $1.7 million FY03-04
Tier Two Reductions: $0.9 million FY03-04
Tier Three Reductions: $1.8 million FY04-05
Tier Four Reductions: $0.4 million FY05-06
The goal of those efforts was to achieve a structural balance between annual revenue collections
and operating expenses. The good news is that we have limited the structural imbalance
between operating revenues and expenditures. The bad news is we still don't have enough
projected annual revenues to fund capital improvements from the General fund. We currently
estimate that the city's capital needs require $4 million annually.
As mentioned earlier, the budget model does include $2 million from the General fund to finance
capital improvements next year, but there is still a projected deficit in FY07-08 if an additional
$2 million is taken for CIP in that fiscal year.
D. General Fund Funding for Capital Improvements
Policy issues pertaining to the funding of capital improvements in FY06-07 are presented under a
separate report that is part of this packet.
E. Community Group Funding
The final item requiring Council input is the funding for local community groups. Last year staff
developed a standard form that solicited the same information from all applicants for community
funding. The form was well received by both the community groups and the Council. It
simplified the funding application and provided the Council with similar information from each
agency that could be used to compare the different requests for funding. The form will be used
once again this year.
Funding for the Community Groups has been augmented by 3% in the budget model. This will
provide $53,000 for awarding funds to the non-profit organizations.
The annual letter informing community groups of the availability of funding will be mailed on
Friday, March 3, 2006. The deadline for submitting their funding requests to the City is Friday,
April 7, 2006, at 5:00 p.m.
FY06-07 Budget Policy Session Report.doc 5 of 7
Final Comments
I know that it has been difficult to reduce services and positions over the last three budget years,
but I want to acknowledge the discipline and fortitude that the department directors and city staff
have shown. No matter what levels of cuts were implemented, they maintained their
commitment to public service and continued to assist the citizens as best they could. In addition,
the departments have done an excellent job of continuing to under-spend their budgets. Their
actions are a far-cry from the general perception that government bureaucrats continuously spend
their appropriations only request more.
Now that revenues have recovered and are growing, it is important to protect the levels of service
that remain in tact. While staff is optimistic about the future we remain cautious of any potential
drops in revenue that may occur given the uncertainty in the world.
As such, our overall recommendation is that the Council continues the budget philosophy that
was implemented from the onset of the economic downturn. That includes:
1. Acknowledging that the loss of transient occupancy and sales taxes created a new base
level of revenue and that the recovery, once begun,would not be immediate but rather a
normal steady growth of 3%to 5%.
2. Implementation of budget reductions that were designed to reinstate a structurally
balanced budget where annual revenue collections would cover or exceed ongoing
operating expenses and capital improvements.
3. Judicious and prudent use of our general fund reserves to limit service reductions until we
achieved the structural balance between annual revenues and expenses.
4. Identify a recommended ongoing funding requirement to maintain our investment in
infrastructure such that at a minimum investment keeps us from getting any farther
behind in terms of deterioration.
This year we anticipate reaching an important milestone in our recovery where we achieve a
structural balance between annual revenues and operating expenses. The good news is that we
will avoid further cuts. But we are not ready to celebrate as annual revenues will still be
inadequate to fund our ongoing need for$4 million in capital improvements.
As the goals suggestions indicate there is a desire to reinstate service reductions. They include
increasing library hours, the library collections budget and adding police officers. As public
employees we are always interested in improving the services we provide our community,
particularly in a community like Burlingame where citizens have enjoyed a relatively high level
of service. So we fully understand the temptation to respond to calls for greater services.
However the last four budgets have left us in position where we have under funded our public
infrastructure by roughly$8 million dollars. This means we have fallen behind in our basic
obligation to ensure that the core infrastructure needs are met. We believe that some tough love
FY06-07 Budget Policy Session Report.doc 6 of 7
is still needed and that the Council needs to tell the community that they would love nothing
more than to start reinstating service levels. However,we need to stay the course and commit
that our first call on any new funding is to address our public infrastructure.
Again,there is no denying that our service levels in almost all aspects of our operations are
below the community's expectation,but it is important to view those expectations from a an
objective stand point. For that reason, I have attached are some key indicators about how some
of our resources/services compare to other communities.
I look forward to our budget discussion on Wednesday,March 1, 2006.
FY06-07 Budget Policy Session Report.doc 7 of 7
Agenda
Item
Meeting
BURLINGAME STAFF REPORT Date: March 1, 2006
SUBMITTED BY
APPROVED BY
TO: HONORABLE MAYOR AND CITY COUNCIL
DATE: FEBRUARY 23, 2006
FROM: PUBLIC WORKS
SUBJECT: FY 2006-07 CAPITAL IMPROVEMENT PROGRAM
RECOMMENDATION: The purpose of this report is to recommend projects for Council
to consider for the FY 2006-07 Capital Improvement Program (CIP) budget and obtain
direction, especially as it relates to budget issues raised at the goal setting session.
INTRODUCTION: Unlike previous years, this report focuses mainly on general fund
projects. It also discusses several projects funded by gas,tax, Measure A, and grant
revenues, as well as requests direction on capital projects suggested by Council
members and the public. Specific water and sewer projects are not included in this
report but instead will be presented during the May 31, 2006 budget study session
based on the general direction given by Council at their February 22, 2006 meeting
regarding sewer/water programs and rates. (See suggestions list#34-38.)
DISCUSSION OF GENERAL FUND PROJECTS: Approximately eight years ago, staff
completed several studies to determine the condition of the City's infrastructure. This
information was used to develop a long range CIP plan for each category of
infrastructure and guided Council on setting the level of funding for the CIP budget.
Over the period from 1998-2002, the City enjoyed an average general fund CIP budget
of $9,600,000. However, due to difficult economic times and a shortfall in general fund
revenues, the CIP program was scaled back starting in FY 2002-03 as indicated on the
attachment. Consequently, staff re-evaluated each category of infrastructure to
determine the critical minimum level of funding based upon the existing backlog of
deferred improvements. The results indicated that the City should be funding
$4,000,000 annually to keep pace with the rate of infrastructure deterioration. (This
does not include replacing or making major renovations to City buildings.)
Over the last three years, the average level of CIP funding has dropped to $1,500,000.
Although staff believes that this lower level of funding has been sustainable in the short-
term, a continuation will result in a significant increase in the backlog of capital work,
thereby increasing liability and maintenance costs for the City.
Staff has carefully examined the categories of infrastructure and proposes a $2,270,000
program with projects that have been selected on the basis of safety considerations. As
this level of funding is still 40% below addressing the critical infrastructure needs, staff
further recommends that any future added funding be first directed toward these critical
needs. After careful review of the City's financial situation, the City Manager and
Finance Director believe that there are sufficient funds available to finance the following
CIP program.
• Storm Drainage Improvements ($1,650,000) —There is a backlog of identified
regionally significant capital improvements of $36,000,000. In order to optimize
the limited funding for storm drainage improvements, staff recommends a mix
of regional and local projects to benefit several areas of the City.
The Easton Creek watershed has been identified as the top priority in the
drainage master plan and 70% of the improvements to this regional system
have been completed over the last five years. The next phase involves
upgrading an existing pump station near Marsten Road to increase its capacity
for flood control during heavy storms with high tide conditions. $1,150,000 of
work includes upgrading the pump controls, adding pumps and expanding the
existing control building. Based on studies of the storm drainage system's
condition, a funding level of $2,200,000 is required to address the annual
deterioration. As the recommended 2006-07 regional improvements fall short
of this funding level, the $36,000,000 backlog of existing work will continue to
rise.
Several local projects totaling $500,000 include new catch basins and pipelines
in the Cabrillo Avenue/Cortez Avenue/Broadway area and Laguna Avenue area
as well as replacement of failed corrugated metal pipes along Skyline
Boulevard and Rollins Road. In addition, debris and silt will be removed from
the Mills Creek culvert under the 101 Freeway to provide improved storm water
flow to the bay. (See suggestions list#86.)
• Sidewalks ($50,000) — Prior to the change in policy, the City had spent an
annual average of $550,000 for sidewalk replacement mainly due to tripping
hazards. This level of City funding would result in replacing the total 116 miles
of City sidewalk in 75 years. Under the new program, $42,000 of sidewalk was
replaced last year which was paid for by the property owners. Although the
project area was similar in size to previous years, the scope of work was limited
to just replacing the minimum number of sidewalk sections necessary to
address tripping hazards. (The previous City financed program also replaced
cracked sidewalk and developing tripping hazards). Due to limited revenues,
staff recommends continuing with the current sidewalk policy and funding of
$50,000 for sidewalk replacement adjacent to City owned property. The project
area is in the Burlingame Park Subdivision located generally north of San
Mateo and west of EI Camino Real. (See suggestions list#47.)
SAA Public Works Directory\Slaff Reportsl2006-07 Capital Improvement Prog.doc 2
• Handicap Ramps ($100,000) — Staff has developed an American Disabilities
Act (ADA) transition plan to address accessibility issues on City owned property
including handicap ramps along public sidewalks. Staff has identified a total of
1,576 missing ramps of which 100 are in high use and sensitive locations such
as shopping areas, schools, churches, and transportation centers. Staff
recommends $100,000 which will fund approximately 33 ramps at an average
cost of $3,000. This level of funding will eliminate the estimated $4,700,000
backlog of work in approximately 50 years.
• Parks and Recreation Improvements ($270,000) — The recommended
program emphasizes safety related improvements including $140,000 for
resilient surfacing for playgrounds at Village, Paloma and Laguna Parks,
$30,000 for court resurfacing at Laguna and Village Parks as well as $50,000
for pathway rehabilitation primarily at Village and Washington Parks. In
addition, $50,000 is recommended for ongoing proactive Eucalyptus tree
management.
• Street Lighting ($200,000) — The City's street light system has aged to the
point where it is difficult to find replacement parts for some of the light fixtures.
In older areas of the City, such as on Howard Avenue, the electrical conduit
system and circuitry is experiencing periodic outages. In order to address these
types of issues, staff recommends that a condition assessment of the entire
street light system be made and a long-term replacement program be
developed. Emphasis will be placed on upgrading street lights in high
pedestrian areas such as near schools, the train stations, and businesses
districts. The recommended funding would be used to perform the assessment
and implement several priority projects. (See suggestions list#78, 79, 82.)
DISCUSSION OF GAS TAX, MEASURE A AND GRANT FUNDEDPROJECTS: It is
estimated that the City will receive $1,100,000 of gas tax/Measure A revenues and
$10,000 in vehicle registration fees (AB1546) as well as a possible $300,000
transportation grant. The total $1,410,000 would be available to fund the street
resurfacing program and curb/gutter program. (See suggestions list#80, 84, 85.)
Street Resurfacing Program ($1,260,000) — Staff recommends two projects.
The first project includes paving several arterial streets which would be eligible
for partial funding under a Federal grant program. After careful review of the
program's scoring criteria, staff is submitting a project to resurface Hillside
Drive between EI Camino Real and Vancouver Avenue, California Drive
between Dufferin Avenue and the Millbrae City limit, Rollins Road between Oak
Grove Avenue and Cadillac Way and Easton Drive between EI Camino Real
and Vancouver Avenue. The $600,000 project would be funded by $300,000
from gas tax/Measure A revenue and a matching $300,000 grant.
S:W Public Works Directory\Staff Reports\2006-07 Capital Improvement Prog.doc 3
The second project consists of paving collector and residential streets identified
as high priorities by the City Pavement Management Program. Example
candidate streets for the $660,000 project are Primrose Road, Farrington Lane,
Chula Vista Avenue, and Crossway Avenue. Staff intends to make a
presentation to Council later in spring on the pavement management program,
including the methodology, scoring, and prioritization of street projects. Staff will
also address how the timing of a paving project is coordinated with the sewer,
water and storm drain programs in neighborhoods.
• Curb and Gutter Program ($150,000) — Staff recommends continuation of a
program to replace curb and gutters at various locations along the 150 miles of
City streets which are cracked and depressed due to tree roots. The program
would address local drainage and standing water problems.
DISCUSSION OF COUNCIL AND PUBLIC SUGGESTIONS RELATED TO THE CIP
BUDGET: Following are suggested projects which have not been addressed in the
recommended CIP program and require Council feedback.
• Traffic Calming — Staff has researched the traffic calming programs of several
jurisdictions and compared it to Burlingame's program. A presentation of the
program will be made to Council at a March 20, 2006 study session. Elements
of a traffic calming program can include physical features such as speed
humps, bulb-outs, traffic circles, and street closures with costs ranging up to
$200,000. Research has shown that the most effective element is education
with costs ranging up to $50,000 for signage, informational materials and staff
time. (See suggestions list#44.)
• San Francisco Water Department Property Purchase — Staff received an
appraisal of $10,000,000 from the San Francisco Water Department in
December 2001 for the purchase of a 50 foot wide strip of land along the
railroad tracks from Mills Avenue to North Lane. The City's appraisal for the
same property was $4,300,000. The Water Department indicated that they
preferred selling the entire strip rather than pieces of the property. Council has
expressed several interests for purchasing all or part of the strip including
Eucalyptus tree preservation as well as land control with respect to future
private development or regional transportation improvements (high speed rail or
a Bart extension). (See suggestions list#45, 46.)
• Lighted Crosswalks — There are existing lighted crosswalks located near
Stacks restaurant on California Drive and at the Hyatt Hotel on Bayshore Road.
The average cost for a lighted crosswalk is $70,000. Due to a need to consider
less expensive alternatives, staff recommends that lighted crosswalk requests
be brought to the Traffic Safety and Parking Commission for evaluation,
especially with respect to their location. For instance, several suggestions were
made from the public to place crosswalks at intersections which have traffic
signals. However, the State Manual of Approved Traffic Control Devices
SAA Public Works Directory\Staff Reportst2006-07 Capital Improvement Prog.doc 4
prohibits placing lighted crosswalks at signalized intersections. (See
suggestions list#61, 63.)
Pedestrian Access to the Broadway Bridge Over the 101 Freeway — There
is an existing four foot wide raised sidewalk on the south side of the Broadway
bridge over the 101 Freeway which has no formal pedestrian access to either
Rollins Road on the west side or Bayshore Highway on the east side. There is
no painted crosswalk from the bridge across Rollins Road and pedestrians use
several dirt paths from the bridge to access Bayshore Highway.
A suggestion has been made to place a painted crosswalk at Rollins Road and
re-grade the path to provide better pedestrian access. Although this can be
accomplished by City crews within the existing operating budget, staff can not
recommend this option due to safety considerations. Without pedestrian signal
controls at Rollins Road, pedestrians are exposed to high traffic volumes and
speeds complicated by potentially dangerous vehicular turning movements.
Also, placing a painted crosswalk without curb ramps creates an additional
danger for handicapped pedestrians. One of the dirt paths on the east side is
on a slope making it potentially unsafe. A pedestrian fell on the path in 2002
and submitted a claim to the City for a broken leg. Staff strongly recommends
that if this alternate is pursued, signage be placed at both ends notifying the
public that they are to proceed at their own risk and stating that the path and
crosswalks are not ADA accessible.
If Council wishes to provide pedestrian access, staff recommends that a
painted crosswalk, handicap ramps and pedestrian signal controls be placed at
the Broadway/Rollins Road intersection and that a sidewalk be constructed
from the east end of the bridge to Bayshore Highway at an estimated cost of
$100,000. The scope of this work as well as several variations will be described
in more detail at the study session. As parts of these improvements are within
the Caltrans right-of-way, a permit would be required from the agency. Although
staff could request financial participation from Caltrans, it is unlikely they would
consent since a new pedestrian bridge with local street access is going to be
built over the next three years as part of the Auxiliary Lanes Project. (See
suggestions list#60.)
Burlingame Avenue Streetscape Improvements — There has been a
suggestion that a small streetscape project proceed prior to the completion of
the Specific Area Plan (SAP) due to the deteriorated state of the infrastructure
in the Burlingame Avenue Business District. Staff estimates that there will be
approximately $1,400,000 available in the Parking Enterprise fund and from
developer contributions in FY 2006-07 to finance streetscape improvements.
However, based on the Broadway Improvements Project, the cost of
implementing the Burlingame Avenue Area Streetscape Beautification Master
Plan would be over $1,000,000 per block and $20,000,000 for the entire district.
SAA Public Works Directory\Staff Reports\2006-07 Capital Improvement Prog.doc 5
Staff had intended to bank parking meter revenues for several years to
accumulate sufficient funds for a major project which would be in sync with the
new SAP. Implementing a smaller project with limited funds may not result in
any significant visual or physical improvement to the district, and runs the risk
of not fitting into the Streetscape Master Plan or SAP. Staff instead has been
working with the DBID on providing alternate visual and physical improvements
such as placing banners at parking lots and making sidewalk repairs.
• Burlingame High School Backfield Drainage and Artificial Surface — The
District needs to reconstruct a backfield which has been the location of a
temporary classroom site, and is proposing that the City loan them $200,000 for
the installation of synthetic versus natural grass on the field. The improvement
would provide an all weather surface that is usable for the sports program
during the raining season. The District would repay the City $20,000 per year
over the next decade through reductions in pool utility bills. The Principal, Matt
Biggar indicates that a letter requesting assistance could be sent in March with
an agreement negotiated between April and June. Construction could begin in
late summer. One option is to finance the work from the PERS or Economic
Stability Fund. (See suggestions list#53.)
• Council Chamber AudioNisual Modifications — The project involves the
installation of equipment that will produce a modern state of the art audio and
video digital signal for the City's use. The signal will be delivered to Comcast
and RCN for television broadcasts, and can be delivered to Granicus for
internet video streaming on the City's future website. In addition, the signal can
be delivered to a digital video disc recorder for record keeping, archiving and
duplication. The estimated cost is $250,000 including design, equipment,
materials, and installation. Although there are inadequate general funds to
finance the project, an option is to lease purchase the improvements and pay
them off over five years. Due to a strong community interest for quality
broadcasts, staff intends to proceed with the work unless Council directs
otherwise as a result of other suggested projects.
SUMMARY: Staff seeks direction on the recommended CIP program as well as on the
suggestions made by the public and Council. In light of the backlog of existing
infrastructure improvements including storm drainage ($36,000,000) and facilities (up to
$52,000,000), Council may wish to delay adding suggested new projects until gaining a
better sense of community support for a parcel tax. Also, Council may wish to pursue
alternate revenue sources such as assessment districts, a park in lieu fee or an
increase in transient occupancy tax to finance a larger CIP program capable of funding
added programs.
ATTACHMENT: General Fund CIP Budget History and Critical Needs
SAA Public Works Directory\Staff Reports\2006-07 Capital Improvement Prog.doc 6
GENERAL FUND CIP BUDGET HISTORY AND CRITICAL NEEDS
PROJECTS AVERAGE
1998.2002 2002-03 2003-04 2004-05 2005-06 PROPOSED 2006-07 Critical Needs
(In thousand Dollars) (In thousand Dollars) (In thousand Dollars) (In thousand Dollars) (In thousand Dollars
(In thousand Dollars) (In thousand Dollars)
Storm drainage 1650 1470 1575 1000 800 1650 2200
Sidewalk (2) 550 550 100 0 100 50 s0
Handicap ramps 100 100 100 100 0 100 100
Curb & Gutter (5) 50 50 0 0 0 0 0
Parks & Recreation 750 300 175 0 50 270 600
Buildings 350 750 300 0 50 0 400
Communications & I, T 250 100 50 0 0 0 50
Traffic & Bridges 350 230 0 0 0 0 400
Street Lighting 200 0 0 0 100 200 200
Streetscape (6) 650 1000 0 0 0 0 0
Parking (6) 550 0 0 0 0 0 0
Bike Paths 350 0 0 0 0 0 0
Major Facilities 3250 0 0 0 0 TBD TBD
Library, Landfill, etc
(City Hall, Rao Center
Parks Yard, Police stn
& Fire stations)
Right of Way 400 0 0 0 0 0 0
Equipment (3) 150 0 0 0 0 0 0
8600(1) 4550 2300(4) 1100 1100 2270 4000
NOTES;
(1) Prior to 1998, the 10 year annual average General Fund CIP was $4,10 Million.
(2) Assumes that property owners are responsible for all necessary sidewalk frontage replacement starting in FY2004-05. There is an annual need of$50,000 for sidewalk replacement adjacent to City properties,
(3) Moved from General Fund CIP to Vehicle Allocation Fund starting in FY2002-03
(4) For FY2003-04 no new General Funds were used. $2.3 Million was re-allocated by restructuring projects from previous years CIPs to fund critical projects
(5) $150,000 of Gas Tex was used to finance curb and gutter replacement Instead of General Fund monies starting In FY2003-04,
(6) Streetsoape and Parking was moved from General Fund CIP to Parking Enterprise Fund CIP starting in FY2003-04
C;\Documents and Settings\gbagdon\Local Settings\Temporary Internet F11esQLK8D\General Funds Needs 06.07Rev,xls
ATTACHMENT A 1/2
Per Capita Spent on Materials
California Libraries
Serving 20,000 to 40,000 Poo
Libraries Library Spending Population Per Capita Spending Library Materials Per Capita Materials
Del Norte Co Dist 139,438 28,250 4.94 10,543 0.37
Colusa Co 481,519 20,100 23.96 22,910 1.14
Lincoln 230,281 23,050 9.99 27,775 1.20
Plumas Co 404,711 24,620 16.44 37,283 1.51
Coalinga Dist 708,628 26,400 26.84 44,236 1.68
Paso Robles 1,129,594 27,200 41.53 47,742 1.76
Beaumont Dist 479,681 32,400 14.80 57,222 1.77
Santa Paula Dist 439,541 29,100 15.10 54,881 1.89
Banning Dist 369,898 29,650 12.48 64,650 2.18
Monrovia 1,264,089 38,800 32.58 90,230 2.33
Calabasas 931,195 22,900 40.66 60,000 2.62
Calexico 627,271 32,600 19.24 90,622 2.78
Brawley 452,564 23,800 19.02 85,098 3.58
Dixon Dist 649,792 24,010 27.06 86,946 3.62
Los Gatos 1,710,092 28,750 59.48 135,131 4.70
Menlo Park 1,369,081 30,400 45.04 151,076 4.97
South Pasadena 1,217,961 25,500 47.76 175,390 6.88
Monterey 2,377,608 30,250 78.60 217,518 7.19
Benica 1,558,001 27,000 57.70 194,822 7.22
Coronado 1,651,911 26,450 62.45 197,879 7.48
Burlingame 2,753,830 35,180 78.28 299,107 8.50
Beverly Hills 9,733,073 35,700 272.64 990,433 27.74
Burlingame is number two(top 10%) in materials budget of the 22 cities in the state with population range of 20,000-40,000
Burlingame is number three(top 14%)in materials budget of the 22 cities in the state with population range of 20,000-40,000
ATTACHMENT A 2/2
Hours of Open to Public
San Mateo County Libraries
2006
Libraries Hours per week Av¢of 54.41 hours Spending Population Per Capita Materials Per Capita
Foster City 63 hours ABOVE
Burlingame 62 hours ABOVE 2,753,830 35,180 78.28 299,107 8.50
Redwood City 62 hours ABOVE 5,164,956 75,100 68.77 527,340 7.02
Millbrae 60 hours ABOVE
San Carlos 60 hours ABOVE
Daly City 59 hours ABOVE 2,154,461 103,300 20.86 273,558 2.65
Menlo Park 59 hours ABOVE 1,369,081 30,400 45.04 151,076 4.97
San Bruno 59 hours ABOVE 1,544,644 41,250 37.45 165,223 4.01
Atherton 57 hours ABOVE
South San Franicisco 57 hours ABOVE 3,294,417 60,400 54.54 358,326 5.93
Half Moon Bay 56 hours ABOVE
East Palo Alto 55 hours ABOVE
San Mateo 52 hours BELOW 4,487,122 96,720 46.39 376,991 3.90
Woodside 44 hours BELOW
Brisbane 43 hours BELOW
Pacifica 41 hours BELOW
Portola Valley 38 hours BELOW
Colma 0 NO LIBRARY
Hillsborough 0 NO LIBRARY
Belmont 0 Temporarly closed
San Mateo County Varies by Library Varies by Library 13,816,480 270,050 51.16 1,582 626 5.86
For Hours Open Burlingame is Average 46.32 4.91
2nd out of 18 cities Median 45.04 4.97
14% above the average 54.52 average Burlingame is 71% above the median & 73% above
7% above the median 58 median the average of funds spent on materials
1.5% below number one Burlingame is 68% above the average spending
and 74% above median spending
2004 Officer/Calls/Population Comparisons
Officers* CFS** Population Officers/1000 Calls/1000 CFS ratio
Pacifica x 26 281837 40,000 0.65 720.93 774
Millbrae x 15 15,000 21 ,600 0.69 694.44 1000
San Bruno x 34 28,000 43,000 0.79 651 .16 824
Foster Cty x 23 201665 291000 0.79 712.59 898
RDC x 62 60,973 76,325 0.81 798.86 983
Daly City x 97 88,944 103,261 0.84 861 .35 892
San Mateo x 85 88,169 961300 0.88 915.57 1037
SSF x 56 30,350 63,000 0.89 481 .75 542
San Carlos x 26 32,000 28,500 0.91 1122.81 1231
HMB x 12 13,887 12,250 0.98 1133.63 1157
Colma x 12 9,820 1 ,400 1 .00 7014.29 818
Belmont x 27 22,408 25,000 1 .08 896.32 830 66.6 Percent (12 of 18
Burl PD x 31 251471 2811'50 1.10 904:83 822 cities) have less officers
Menlo Prk x 38 21 ,150 30,785 1 .23 687.02 557 per 1000 than
Hillsborou x 17 8,525 11 ,500 1 .48 741 .30 501 Burlingame.
Atherton x 14 16,000 8,0001 .75 2000.00 1143 Burlingame is in the top
Broadmoor x 12 71712 61651 1 .80 1159.52 643 1/3rd in Officers per
Brisbane x 11 10,884 3,597 3.06 3025.85 989 1000 people.
Median 0.95 878.84 861
Average 1 .15 1362.35 869
BPD 1 Unfilled Position Brisbane distorts
2 on Long Term Disability the average which
Actual Offs Working - 28 would be 1 .04
without Brisbane
Ratio/Pop
CFS ratio for the Police Officer/Corporal Rank
I requested county police departments to provide me with the 2004 Calls for Service and the
sworn police officer (only) positions. Positions for ; Sergeants and above were not included.
I used the officers per 1000 population and the number of calls for service (including self initiated activities)
in my survey.
ATTACHMENT B 2/2
2004 Officer/Calls/Population Comparisons
Officers* CFS** Population Officers/1000 Calls/1000 Calls/Officer
Hillsborou x 17 8,525 11,500 1.48 741.30 501 -0.390
SSF x 56 30,350 63,000 0.89 481.75 542 -0.340
Menlo Prk x 38 21,150 30,785 1.23 687.02 557 -0.323
Broadmoor x 12 7,712 6,651 1.80 1159.52 643 -0.218
Pacifica x 26 28,837 40,000 0.65 720.93 774 -0.058
Colma x 12 9,820 1,400 1.00 7014.29 818 -0.004 60% (11 Of 18) of SM
Burl PD x 31 25,471 28,150 1.10 904.83 822 40th percenti County Cities have
San Bruno x 34 28,000 43,000 0.79 651.16 824 0,002 more calls per officer.
Belmont x 27 22,408 25,000 1.08 896.32 830 0.010
Daly City x 97 88,944 103,261 0.84 861.35 892 0.086
Foster Cty x 23 20,665 29,000 0.79 712.59 898 0.094
RDC x 62 60,973 76,325 0.81 798.86 983 0.197
Brisbane x 11 10,884 3,597 3.06 3025.85 989 0.204
Millbrae x 15 15,000 21,600 0.69 694.44 1000 0.217
San Mateo x 85 88,169 96,300 0.88 915.57 1037 0.262
Atherton x 14 16,000 8,000 1.75 2000.00 1143 0.391
HMB x 12 13,887 12,250 0.98 1133.63 1157 0.408
San Carlos x 26 32,000 28,500 0.91 1 1122.81 1231 1 0.498
Median 0.95 878.84 861
Average 1.15 1362.35 869
BPD 1 Unfilled Position
2 on l=ong Term Disability
Actual Offs Working -28
Ratio/Pop
CFS ratio for the Police Officer/Corporal Rank
I requested county police departments to provide me with the 2004 Calls for Service and the
sworn police officer(only) positions. Positions for:Sergeants and above were not included:
I used the officers per 1000 population and the number of calls for service (including self initiated activities)
in my survey.
Attachment C
Traffic Surveillance Cameras and Red Light Enforcement
Traffic related issues continue to be one of the major concerns of the residents of
Burlingame. Traffic volume continues to increase while Police Department resources to
monitor and regulate traffic have been reduced. Currently, there are two officers assigned
to the Traffic Unit as motor officers. However, due to reductions in sworn positions, as
well as staffing issues, these officers have been temporarily assigned to patrol to cover
required minimum shift staffing, which takes them away from dedicated traffic
enforcement.
One of the most hazardous traffic violations is red light running. However, due to the
physical layout of some of our hazardous intersections, monitoring and enforcement of
red light violations is difficult and potentially hazardous to the officer, violator and
motoring public.
Automated Red Light Photo Enforcement Systems, also known as red light cameras,
have been in use for appro& 40 years. Currently, there are over 80 jurisdictions in
California with Automated Red Light Photo Enforcement Systems. Bay Area locations
include:
• San Mateo
• Fremont
• Union City
• Berkeley
• Emeryville
• San Leandro
• San Francisco
In addition to the cities that currently use automated red light enforcement, the cities
of Atherton, Millbrae and Daly City are also exploring the possibility of establishing
automated red light enforcement in their cities, as well.
One of the first red light camera systems in the Bay Area was established in San
Francisco, in 1997. A study conducted to evaluate automated enforcement at five
intersections in San Francisco showed that in the first six months of the program, there
was a 42 percent reduction in the number of red light violations at intersections with
automated enforcement. In a separate study conducted by the Insurance Institute for
Highway Safety in Oxnard, California, in addition to a reduction in red light violations at
intersections with automated enforcement, a number of intersections which were not
equipped with cameras showed a reduced number of red light violations. This was
attributed to a spill over effect from adjacent deployment.
The City of San Mateo was the first and is currently the only jurisdiction in San Mateo
County to use Automated Red Light Photo Enforcement. San Mateo uses a system
manufactured by Red Flex Traffic Systems. San Mateo installed cameras at one
intersection, Hillsdale Blvd & Saratoga Drive in 2004. This installation was successful
and it was followed by a second camera system at the intersection of Hillsdale Blvd &
Norfolk St. A third location is currently under consideration.
San Mateo has a cost neutral contract with Red Flex, which means that the cost
of their system and the employee used to manage the system is covered by fines
collected from violators. While an Automated Red Light Photo Enforcement Program
does relieve the work load on field units, there are personnel costs relating to the
operation of system. San Mateo's system is supported by a part-time civilian employee
and a Traffic Officer, who includes it as part of his regular duties. In Fremont, the entire
system (covering 9 intersections) is managed by a dedicated full-time paid civilian
employee. Other cities with similar contracts, but using different companies, are:
Capitola, Davis, Gardena, Laguna Woods, Loma Linda, Los Alamitos, Marysville,
Modesto,Paramount,Rocklin, San Leandro,Union City, and Yuba City.
In San Mateo the violation is captured by digital still and video cameras at the
intersection. The violation is sent electronically to the vendor who assembles the
information. An employee at San Mateo PD logs onto the Red Flex web site and checks
for violations. Each violation is reviewed and then either accepted for citation, accepted
for nomination (i.e. unable to confirm driver identification) or rejected. If accepted for
citation, the vendor notifies the Traffic Division of the San Mateo Superior Court and the
driver. Drivers have an opportunity to view the video of their violation at San Mateo PD
each Thursday between 1pm and 7pm. Drivers wishing to contest their citation can
dispute it through the normal traffic court system as with any other citation.
If council direct further study, (including discussions with potential vendors), the
exact intersection location(s) would be identified, and the benefits and costs associated
with implementation of an Automated Photo Red Light Enforcement System would be
discussed at a later time in the form of a staff report.
Attachment D
For Council edification,the chart below illustrates some comparisons for a
number of San Mateo County cities and their relative costs for alarm permit fees
and for false alarms.Some cities don't charge for an alarm permit fee,while
other cities do(either a,one time registration fee or a recurring annual fee). From
the information gathered,it appears that when cities don=t charge for an alarm
permit fee,the cost of false alarms and the associated charges,increases.
CITY PERMIT FEE FALSE ALARM
FEE
Belmont $25.00 annual fee 1-2 free;3-$50.00;4-$75;
5 or more-$100.00
Burlingame $49.50 annual fee 1-2 free;3 to5-$50.00;6 or
more-$100.00
Daly City $25.00 annual fee 1-free;2 or more-$50.00
Half Moon Bay $50.00 annual fee 1-3 free;4-$100.00;5-
$125.00;6 or more-
$150.00
Pacifica $50.00 initial fee 1-2 free;3 to5-$70.00;6 or
more-$100.00
Redwood City None 1-3 free;4 or more-
$100.00
San Bruno None 1-2 free;3-$75.00;4-
$100.00;5 or more-125.00
San Mateo None 1-free;2 or more-$100.00
San Carlos $27.00 initial fee 1-free;2 or more-$80.00
Page 1 of 2
CLK-Mortensen, Doris
From: Daniel R. and Mary Kay March [drmkmarch@rcn.com]
Sent: Thursday, January 26, 2006 8:08 PM
To: dmortensen@burlingame.org
Subject: Input for 28 January 2006 City Council Goal Session
To: Doris Mortensen,
To be forwarded to Burlingame City Council Members for discussion at the "Council Goal
Session" meeting on January 28th at the Recreation Center.
Re: Mailed Citizen Notification re: Proposed City Projects
From: Daniel R. and Mary Kay March (Mr. & Mrs.)
1569 Newlands Ave, (education professionals, parents, & grandparents)
650.348.1569 drmkmarch@rcn.com
Date: January 26, 2006
This suggestion for the Burlingame City Council is a sincere effort to effect POSITIVE POLICY
CHANGE as a result of a NEGATIVE (ongoing) experience in our neighborhood: the so-called
"renovation" of the Pershing Park playground in 2005, to the tune of$220,000.00 in public funds.
We have learned, by phoning City Hall, that the city code items requiring MAILED "Design Review"
notification to pertinent neighborhoods regarding upcoming private construction projects "do not apply
to city projects." The HYPOCRISY is obvious.
Ours is not a simplistic "sour grapes" communication. We know that several justifiable complaints and
disappointments about the Pershing Park playground "renovation" are felt by a number of Burlingame
citizens residing adjacent to or near Pershing Park, and beyond. Many pertinent concerns have been
communicated to the Parks & Rec. administration and/or to the Parks & Rec. Commission; however,
those communications are barely alluded to in the published minutes of the Parks & Rec. Commission.
The concerns involve many issues, including health and safety, age-breadth of usage, (poor) use of space
available, aesthetics, newly posted "rules," and blatant lack of cultural sensitivity.
The planning of this major "renovation," - which included the difficult removal of sturdy, custom-built,
multi-age-use, wood & steel play equipment and the chopping down of a beautiful mature shade tree -
seemingly took place in a circular fashion amongst the Parks & Rec. administration, the Parks & Rec.
Commission, and families/staff currently involved with the Parks & Rec. preschool program (which
serves several cities, we believe.) There was no systematic involvement of the homeowners/residents
who actually live around Pershing Park and whose children range in age from infancy to elementary
school age and beyond. The "renovation planning group" apparently gave the then-seated City Council
members the impression that "local residents had been involved," and thereby secured approval to
contract the demolition and new construction. Then, after the contract(s) were let, we who live by and
near the park received (if we found them) copy-machine fliers on our doorsteps, informing us that
construction over several weeks' time was imminent, please excuse the inconvenience. (Construction
actually was very drawn out over several months of mess, noise, and delays.) There was nothing in those
2/23/2006
Page 2 of 2
doorstep fliers that described the already approved design and changes. The effect was INSULTING to
many of those who live near Pershing Park. We not only USE the park,but also we continuously
OVERSEE, in a low-key way,what goes on there. Whom do you think calls the city police or
firefighters when, on occasion, some activity or condition there is seriously out of order? There is no
regular police drive-by in our "quiet" area. We immediate neighbors are the unofficial park monitors,
but we weren't considered to be important in the (we think) quite LIMITED SCOPE of THINKING
represented by the "Pershing Park playground renovation planning committee."
We do believe, quite sincerely, that had the knowing-thinking neighbors around Pershing Park been
carefully included in planning whatever changes maybe needed to be made to the playground, that the
outcome would have been pleasing to many more persons and may well have cost far fewer dollars.
For now, we're seemingly stuck with what was DONE to Pershing Park. We don't want this scenario to
be repeated here or in any other Burlingame neighborhood. Therefore,we urge this Council to
ENCODE POLICY NOW to ensure that Burlingame citizens will receive MAILED invitations to be
involved in both the PLANNING and DESIGN REVIEW stages of"CITY PROJECTS." Such mailings
should at least be consistent with the geographic radius requirements that apply to private construction
projects.
Hopefully this Council will grasp the wisdom, as well as the potential public relations benefit, of
establishing such policy. As regrettably we have experienced here in one neighborhood, you should no
more depend fully on the "judgment" of city staff and commission members than you would depend on
the "taste" of any private builder. Those affected by structural changes should be guaranteed
opportunities to affect those changes,BEFORE contracts are approved.
Thank you for your time and attention. We'll be watching and listening. We did watch, on TV, the
meeting in which this Council nixed a Parks &Rec.merger with Millbrae. We do applaud that decision.
Submitted with expectations of open communication,
Dan& Mary Kay March
2/23/2006
BURLINGAME
I '1 1 F 0 . .
City of Burlingame
Mid -Year Report
Fiscal Year 2005 - 06
Mid-Year Report
• Looks at first six months of the fiscal year
• Compares current revenue collections to
prior years (for same 6 month period)
• Includes payments made after December
31 , 2005 if they occurred in the first six
months in prior years
— $880,000 ERAF Refund (paid 1/15/06)
March 1,2006 City of Burlingame,CA 2
Mid -Year Report
• Total revenue collections on target with
budget projection of 5% growth
• Includes one-time paw not included
in budget:
— Repayment of VLF Gap Loan - $480 , 000
— Supplemental ERAF Refund - $880 , 000
($325 , 000 included in budget)
March 1, 2006 City of Burlingame, CA 3
Property Tax Collections
$6.0
Includes Property Tax Payment In Lieu of
Motor Vehicle License Fee in the amount
$5.5 of $916,293 and ERAF Refund in the
amount of $880,000
i
$5.0 $5.2
In FY04-05 Property Tax Payment In Lieu
of Motor Vehicle License Fee was
$4.5 - $763,800 and ERAF Refund was $423,000
$4.5
$4.0 -- - ---- - - -- - - - -- - -
$4.0
$3.5 $3.7
$3.6
$3.3
$3.0 - --
$2.5 -- —
FY 00-01 FY 01 -02 FY 02-03 FY 03-04 FY 04-05 FY 05-06
FY05 -06 Mid -Year Report
March 1 , 2006 City of Burlingame, CA 4
Mid-Year Report
• Motor Vehicle License Fee (MVLF)
payments were received from State of
California prior to FY04-05
• MVLF suspended in FY03-04 under
former Governor Davis, MVLF Gap Loan
created in the amount of $480,000 (July,
Aug, Sep 2003 MVLF amounts owed)
• Annual payments reinstated under
Governor Schwarznegger as property tax
March 1,2006 City of Burlingame,CA 5
Transient Occupancy Tax
• Revenue Growth from prior years
➢FY 02-03 = -13% (loss of $1 million)
➢FY 03-04 = +9.27% (increase of $619,000)
➢FY 04-05 = +10.5% (increase of $767,000)
➢FY 05-06 = +11 % (increase of $956,000) as
a preliminary est.
March 1,2006 City of Burlingame,CA 6
Transient Occupancy Tax
• Transient Occupancy Tax collections :
— FY 03 - 04 = $ 7 , 299 , 334
— FY 04 - 05 = $ 8 , 066 , 749
— FY 05 - 06 = $ 9 , 023 , 000 ( preliminary est . )
• Occupancy rates :
— FY 03 - 04 = 63 . 7 % '^ "" " °" "•`
— FY 04 - 05 = 68 . 7 % ` '
— FY O5 - 06 = 73 . 7 % ( July thru December )
March 1 , 2006 City of Burlingame , LA
r'aihs ent occupancy Tax Collections
$7 -
0
$6.6
E
/,.. .
$4.1
r
$3.6
$3.1 $
$3.0
��3 ry3 Ia
1
3
FY 00-01 FY 01-02 FY 02-03FY 03-64 FY 04-06 FY 05-06
E 3 �
FY 06-06 Mid-Year Report ro�
� � 3
H 3
March 1, 2006 City of Burlingame, CA 8
Historic Transient Occupancy Tax Collection � 3 ,r
- -Mid-Fear Total -- -Audited Year-End
N3 �
$ .«..«««............ ----------
$14
e..�
$1 ',
$12
11'
$10
$9
�$7.7
'+ .
$
7.
8
$6-7
$6
$6.6
$5 -:1
$4'
$3 �4.
1
FY 0 -01, Fly 01-02 FY 02-03 0 .04 FY 04.06 FY 5-06
3 �3
FY 5- id-Year Repo
March 1, 2006 City of Burlingame, CA 9
Sales and Use Tax
• City receives 1 % of the 8.25% collected by
the State of California
• State took 25% of the city's annual sales
tax collections under the "Triple-Flip"
scheme
• Pledged equal amount of property tax as
repayment — "Sales Tax Compensation"
• State formula calculates growth rate in
future fiscal years
March 1,2006 City of Burlingame,CA 10
Sales Tax Collections
$4.5
0
$4.0
$4.1
$3« --- - -
� »3
,r
$3.4
$3.3
$3.0 - - - - - -
$3. 1 -- -
$2.9
� N
3
5 N
)N
T y`3
4 ,
� 3 �
L
$2«0 -
ii'I
FY 00-01 FY 01 -02 FY 02-03 FY 03-04 FY 04-05 FY 05-06
FY05-06 Mid-Year Report
March 1 , 2006 City of Burlingame, CA 11
3'
R i�
Historic Sales Tax Collection
-*-Audited Year-End Mid-Year Total
3�i3
3 0
$11 Estimated Year-End
$11.4
Collections on June 30
. $9
$9.2
$8 $8.8 $8.5 F$8--91
$7'
410
_ . 7Triple Flip goes into
'3 effect July 1, 2004
$4.1
$3 $3.5
$3.1 $2.9 $3.3 $3.4
$2
$7
FY 00-01 FY 04-02 FY 02 3 FY 03-04 FYI�� 5-06
�:
March 1, 2006 City of Burlingame, CA 12
City of Burlingame Parking Citation Revenue
$1,200,000
$1,100,000 - -- - _
$1,057,060 $1,010,895
ti .
a
$1,000,000 --
333
$900,0001
x3 3
001
$875,
$800,000 .
--
$700,000 - - Estimated Loss -
$609,993 of Revenue of
$600,000 - - $519,679 - $325,000
$500,000 $530,264
Parking Citation
$400,000 _- Increased to $25 in _--
April 2003
$300,000 ----- -
$200,000 -- - - -- -
$100,000 - -
F:a
FY 00-01 FY 01-02 FY 02-03 FY 0 �4 FY 06 06 ,
March 1, 2006 City of Burlingame, CA 13
GENERAL FUN EVENUE COLLECTIONS
c
o_
$15.6 million if you
$18 eliminate the ERAF
$18.3 Refund collected in the
second half of the
$17 fiscal year and the VLF
Loan Repayment
$17.0
$16 - - - -
$15 --- - - - -- - - -
$14.7 $14.9
$14 ---
$13.9
$13 -
$12
FY 00-01 FY 01-02 FY02-03 FY 03-04 FY 04-05 FY 05-06
�I
FYOS-06 Mid-Year Report
March 1, 2006 City of Burlingame, CA 14
Revenue Growth In FYO6-07
• 5% growth for:
— Property Taxes
— Transient Occupancy Taxes
— Sales Taxes
• 3% growth for:
— City fees for service
March 1,2006 City of Burlingame,CA 15
Items from Council Goals Study Session — Referred To Budget Discussion Study Session March 1st 2006
Goals/ideas Category Council Direction Lead Dept.
1. Increase sidewalk and street cleaning on Broadway, especially around business areas. Public Works
4. Increase steam cleaning of sidewalks on Burlingame Ave.
5. Increase frequency of sidewalk sweeper on Burlingame Ave.
6. Increase frequency of cleaning downtown parking lots
7. Increase Burlingame Ave. sidewalk and street cleaning, especially around business areas.
The existing business district cleaning includes the following tasks and annual costs:
• Sidewalk power washing five times/year (contract) $201200
• Sidewalk/parking lot litter pickup three times/week (in-house) 265400
• Parking lot landscaped areas litter pickup average once/month 6,000
(in-house) $52,600
Council may wish to consider four options (or a combination of options) to address the business district
cleanliness.
• A. Increase the level of City services.
• Add one more day per year of sidewalk power washing $4,000
• Add one more day per week (on a weekend) for sidewalk 121000
parking lot/litter pickup
• Add one more day per month for parking lot landscape 3,000
areas litter pickup $ 191000
• B. Solicit volunteers through the Parks and Recreation Department, the ListServ, and
advertisements to perform litter pickup.
• C. Require all businesses with an encroachment permit for tables and chairs to either periodically
steam clean their sidewalk frontage or contribute to the City's steam cleaning program.
• D. Work with the DBID to facilitate an optional steam cleaning program in front of stores that are
willing to pool together for a more cost effective rate.
Last printed 2/28/2006 8:50:00 AM
Items from Council Goals Study Session — Referred To Budget Discussion Study Session March 1st 2006
Goals/ideas Category Council Direction Lead Dept.
10. Establish an annuity to guarantee the jobs of crossing guards Finance
Unless this was to be privately funded, setting aside a corpus to fund the annuity that would generate
adequate funds for the $60,000 cost of crossing guard would require a significant onetime investment
which would require reductions in services in other areas. Doing so would not prevent future Councils
from using the income from the annuity for something else. Recommend that the Council continue to
fund crossing guards as part of the budget.
11. Allocate property taxes to better help schools Finance
Allocation of property taxes is set by State law. Prop 13 and subsequent law shifted that authority to
the voters. If the voters want to allocate more property tax to school they can do so. State law also
restricts the amount of City Funds that can be used to support school district needs.
14. Continue to look for new efficiencies, don't necessarily restore lost jobs Finance
Staff Agrees
15. Don't increase pensions for public safety employees Finance
These is a meet and confer/labor relations issue and is probably best dealt with in closed session.
It is also greatly influenced by what State PERS laws and the prevailing practice in the market.
18. Balance the FY2006-07 budget with minimal impacts on employees and substantial investments Finance
in infrastructure improvements and city reserves
Staff Agrees and feels that at a minimum $2 million should be dedicated annually to the CIP and feels
that we should be looking to invest $4 million annually. Priority for new revenues should be given to
GF CIP needs.
19. Make investment in "social capital" a budget priority Finance
Staff agrees that the impact on"social capital" is an important element that should be considered in our
budgeting process. However for most cities it is often not seen as part of the city's responsibility. As
illustrated by block party permits, charging for them may discourage people from holding block parties
which develop neighborhood connectedness and thus a sense of community. Sponsoring or facilitating
the creation of community events i.e. Pet parade and tree lighting helps maintain a sense of community.
However, like our recreation and cultural arts programs, most cities have shifted from subsidizing those
activities to charging to cover their cost, particularly when they are fund raisers for some other
organization. Many of the suggestions that were included under the Civic Engagement goal fall into
the area of enhancing "social capital".
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Items from Council Goals Study Session — Referred To Budget Discussion Study Session March 1st 2006
Goals/ideas Category Council Direction Lead Dept.
30. Eliminating block party permit fees if budget permits (less full cost recovery) PW
The current $124 fee is based on full cost recovery for a secretary to process the application, verify the
required signatures from 75% of the affected residents and notify the Police Department as well as for
the Corporation Yard crews to drop off and pickup the barricades. Council may wish to consider
eliminating the fee which generates about $6,000 annually (based on an average 50 permits per year) or
reduce the fee to less than full cost recovery.
31. Reducing solar power permit fees if budget permits PW
The plan check and inspection fees for the average rooftop mounted solar panel valued at $35,000 are
approximately $1,000 for full cost recovery. In order to encourage solar panel installation, staff
recommends a flat fee of$300 for a system valued up to $60,000. Because larger installations typically
entail a more in depth plan review and require additional time for inspecting sophisticated electrical
and electronic systems, staff recommends a base fee of$300 plus $80 per hour for the plan check.
32. Update Master-Fee Schedule to increase costs for condominium permits. Planning/Fin.
As is the case with all planning fees they were significantly increased three years ago. We would
estimate that they currently cover 80% to 100% of the planning department's cost for processing the
projects. Some increases could be considered to ensure that we are covering closer to 100% of the staff
costs.
41. Increase funds reserved for CIP Finance
42. Create an annual dedicated fund for CIP
43. Dedicating the (1991) extra 2% TOT or $2 million per annum, whichever is larger
Staff agrees that at a minimum $2 million should be dedicated annually to the CIP and feels that we
should be looking to invest $4 million annually. The Council has worked hard in the last four years to
achieve a structurally balanced operating budget but due to economic the downturn has had to defer
adequate funding for the General Funded CII'. Priority for new revenues should be given to GF CIP
needs.
44. Traffic calming program PW
The DPW will be making a presentation to the Council in March on traffic calming. As the Council
knows we are not currently meeting our target of$4 million for GF CIP projects. Setting money aside
for traffic calming would require additional CIP funding. One possibility that might be considered is
to set up improvement districts in those neighborhoods that are requesting significant traffic calming
CIP projects.
46. Consider ways to acquire 50 foot right that is in the ownership of SF PUC. Possibly include in PW-CIP
survey re:public facilities
Discuss as part of CIP priorities.
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Items from Council Goals Study Session — Referred To Budget Discussion Study Session March Ist 2006
Goals/ideas Category Council Direction Lead Dept.
47. Look at possible ways Burlingame can go back to paying for sidewalk repair especially when PW-CIP
damage is caused by trees.
Sidewalk maintenance is an example of city services that were providing at the request of the
community when city councils had the authority to respond to those requests by adjusting the property
tax rate to reflect those costs. The changes in funding for public services have necessitated that cities
discontinue funding lower priority capital infrastructure needs. Staff strongly recommends that
reinstating this program should be predicated on voters' decision to fund it through additional taxes or
through an optional improvement district. Without additional revenues reinstating the program would
be at the expense of more basic capital improvement needs such as storm drains which if not addresses
could have drastic impacts on private properties.
48. Increasing library hours if budget permits Library
See Attachment A for more information.
Trustees and Managers agreed that restoration of the 4 lost Friday night hours would the best choice,
budget permitting
49. Restore Library collection budget Library
See Attachment A for more information.
We are down $ 66,000 from where we were 3 years ago; I would support adding back into the budget
half this year and half next year. Cost impact: $ 33,000 for 2006-2007
50. Restore Library hours on Friday nights Library
See Attachment A for more information.
To open Friday Nights we would need to recruit and hire more hourly staff. Approximate cost for
hourly staff for 50 Fridays would be $ 50,000.
53. Support teaming with Burlingame High School to provide drainage & install artificial surface on Parks &Rec.
the backfield when school construction is complete.
The proposal by the High School is that the City would loan $200,000 to the District for the installation
of the synthetic grass rather than the installation of natural grass. The District would then repay the
City$20,000/year over the next 10 years with reductions in the utility cost of the pool. We lose the
interest on the $200,000, but gain a 12 month field for our community.
Matt Biggar, the High School Principal, has confirmed the following time frame:
• Letter from District to City requesting assistance: March
• Agreement between District & City: April—June
• Transfer of funds: Start of construction(August or September)
60. Add sidewalk at Airport Blvd Broadway Over crossing PW-CII'
Discuss as part of CIP priorities
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Items from Council Goals Study Session — Referred To Budget Discussion Stud Session March 15 2006
Goals/ideas Category Council Direction Lead Dept.
61. More flashing crosswalks (like the one outside of Stacks). Put one of both ends of Broadway PW-CIP
and Burlingame Ave.; and Burlingame Ave, to Washington Park. Should pay for themselves
quickly with increased foot traffic and sales tax revenue.
Discuss as part of CIP priorities.
68. Increase level of PD staffing Police
70. More police in downtown
More info on Attachment B relative to call volumes etc.
Since FY 2001-2002, the City of Burlingame had to reduce budget and personnel in all city
departments to balance the budget and meet the downturn in the economy. As a result, the police
department eliminated 9 sworn FTE positions and reduced staffing from 50 to 41. Also included in the
police department reductions were 2 non-sworn FTE positions.The cost of a sworn officer FTE,
including salary and benefits, would be: Step A (starting) $131,285.00; Step C (mid-range) $139,357.
69. Develop a neighborhood watch program Police
The original "Neighborhood Watch"program was started in Burlingame in 982 by the police
department. The program was initially formed by an officer who had an interest in the program to
educate citizens and reduce crime in their neighborhoods. The program was later administered and
overseen by a crime prevention sergeant, who met with and monitored the various neighborhood watch
groups. The program continued to expand and at one point included a"Business Watch" component in
the Burlingame Avenue area. However, due to the downturn in the economy and the reductions at all
levels of city employees, the police department had to abandon this program, as well as the citizen's
police academy, which was an"off shoot" of the Neighborhood Watch program.
Since 911, the focus of a Neighborhood Watch program has changed. The current thought is to involve
neighborhoods in a blend of both Neighborhood Watch and Neighborhood Disaster Preparedness.
Topics such as crime prevention, target hardening, first aid, CPR, disaster preparedness, and
neighborhoods coming together in an emergency or disaster appears, to be a more comprehensive
program. Such a program would be more useful to our neighborhoods and to our citizens in a number
of different ways. Additionally, formation of these Neighborhood Watch/Neighborhood Disaster
Preparedness groups could add an additional dimension or component - that of Citizen Volunteers who
could assist the police/fire department citizen patrols in their neighborhoods or in other parts of our
community.
Both the fire chief and I have discussed this issue and feel that the city should look to hire a F/T safety
position coordinator(who has experience in BOTH the police and fire service) and split the duties/costs
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Items from Council Goals Study Session — Referred To Budget Discussion Study Session March 1st 2006
Goals/ideas Cate ory Council Direction Lead Dept.
associated with a single person creating this new program. This F/T coordinator would be responsible
for overseeing the creation and administration of the program, enlist and train volunteers to assume the
management component of the program. The management volunteers would then be responsible for
coordinating the training with neighborhoods, meetings, establishing email and other forms of
communications with the neighborhoods, etc.
The fire chief has initially approached the Town of Hillsborough with this combined concept and they
are receptive to the program. The possibility exists that Burlingame could split the cost of the F/T
safety position coordinator(60/40) with the town of Hillsborough to reduce the costs to each city.
It is envisioned the F/T coordinator would work for one (1) year at a CCFD Division Chief(step D -
approximately$140,000), then after one (1) year when the program is established and running, the
position would revert to P/T in the second year, saving money. The 60/40 split for Burlingame would
be approximately$84,000.00.
71. Install cameras for traffic surveillance Police
See Attachment C for further information.
Traffic related issues continue to be one of the major concerns of the residents of Burlingame. Traffic
volume continues to increase while Police Department resources to monitor and regulate traffic have
been reduced.
One of the most hazardous traffic violations is red light running. However, due to the physical layout of
some of our hazardous intersections, monitoring and enforcement of red light violations is difficult and
potentially hazardous to the officer, violator and motoring public.
Automated Red Light Photo Enforcement Systems, also known as red light cameras, have been in use
for approx. 40 years. Currently, there are over 80 jurisdictions in California with Automated Red Light
Photo Enforcement Systems.
In addition to the cities that currently use automated red light enforcement, the cities of Atherton,
Millbrae and Daly City are also exploring the possibility of establishing automated red light
enforcement in their cities, as well.
If council direct further study, (including discussions with potential vendors), the exact intersection
location(s) would—be identified, and the benefits and costs associated with implementation of an
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Items from Council Goals Study Session — Referred To Budget Discussion Study Session March 1st 2006
Goals/ideas Category Council Direction Lead Dept.
Automated Photo Red Light Enforcement System would be discussed at a later time in the form of a
staff report.
78. Improve lighting around parking lots, train stations and schools PW -CIP
79. Improve level of street lighting near Recreation center and High School
80. Increase street resurfacing
82. Upgrade and repair street lights
84. Resurface Broadway to make it more attractive for Business
85. Resurface Adeline and other streets where sewer/storm drain work was done.
86. Make infrastructure improvements to address flooding problems
Discuss as part of CIP Priorities
96a Look at Alarm fees and false alarm fees Police
Historically, the false alarm ordinance was created to recapture the enormous amount of time that
the police department was spending responding to false alarms, of which 99% are false (due to operator
or mechanical error). Responding to the great number of false alarms also creates an atmosphere where
responding officers let down their guard, which can have deadly results for officers and citizens, if the
alarm is real.
The cost recovery includes officer and dispatcher time, as well as other costs associated with a
police response to false alarms. The alarm permit fee was established to provide contact information on
the alarm location, contact names and addresses for false alarm billing and to off-set city costs for the
entire service.
The City of Burlingame currently charges an annual alarm permit fee of$49.50. The original alarm
permit fee was $25.00 and was established in approximately 1993. The fee remained at that rate for
approximately 10 years, until the 03-04 FY, where it was changed to the existing rate by council.
At the present time, the City of Burlingame has 1,516 registered alarm permits. This includes both
residential and commercial facilities. Currently the annual revenue to the city from alarm permit fees is
approximately $75,000.00 at the current $49.50 rate, compared to approximately$38,000.00 at the
$25.00 rate.
For Council edification, the chart in Attachment D illustrates some comparisons for a number of San
Mateo County cities and their relative costs for alarm permit fees and for false alarms. Some cities
Last printed 2/28/2006 8:50:00 AM 7
Items from Council Goals Study Session — Referred To Budget Discussion Study Session March 1st 2006
Goals/ideas Category Council Direction Lead Dept.
don't charge for an alarm permit fee, while other cities do (either a one time registration fee or a
recurring annual fee). From the information gathered, it appears that when cities don't charge for an
alarm permit fee, the cost of false alarms and the associated charge increases.
Create city code requirements to public notify through US post mail on all city projects.
(Attached Jan. 26`h e-mail from Dan & Kay March)
This suggestion was initiated by neighbors concerned that they did not receive any notice through the
US mail regarding the playground improvements being planned for Pershing Park. Although notice
were hand delivered by staff, and it is our understand that they did see the hand delivered notice, they
feel that post office delivered notices, as we require of planning projects, should also be required for all
city projects. City policy has been to notify near by residents about most city projects including
playground modifications of the magnitude undertaken at Pershing Park. As council knows for large
CIP projects like sewer and water we often do hand deliver door hangers to those that we feel will be
impacted by the projects. Our Park and Recreation Department have decided to follow the suggestion
that in the future we also have planning send a notice out to addresses with in 300 feet of the park being
modified. However the party submitting the suggestion wanted an"Encoded Policy"by the Council.
Fund the printing of Hotel Shuttle promotional brochure
The brochure was funded by the City at the request of the Chamber of Commerce for a cost of$18,000.
They will run out of brochures by the end of this fiscal year. Many Council members have mentioned
the desire to make sure that any new brochures include more businesses on the avenues, not just
chamber members. At this time the Chamber does not have funds to reprint it. Although staff
acknowledges that it has value in terms of encouraging hotel quests to visits our two retail areas, from a
cost recovery standpoint it would need to generate an additional $1.8 million in gross sales tax for the
city to cover the cost of the brochure (the city gets one cent of the sales tax). Cost per mailing is
$400 to $600.
Web Site Management Resource
A number of suggestions were contained in the Council suggested goals relative to making more
effective use of our web site that is currently under reconstruction. Currently the City has no technical
expertise available to help manage the web site. That situation has resulted in a poorly maintained site
and dependent upon the generosity of volunteers. For example Stephen Hamilton has been volunteering
to help us with our list serve system that we use to communicate with the 4000+residents e-mail
addressees. He has indicated that the current provider can not meet our needs and we are planning to
shift that to a new list serve system we will be getting with the redesigned web site.
Last printed 2/28/2006 8:50:00 AM 8
Items from Council Goals Study Session — Referred To Budget Discussion Stud Session March 1st 2006
Goals/ideas Category Council Direction Lead Dept.
Based on current budget we will continue to manage the new web site as we have the current site,
without any technical resource to help handle the more complicated technical issues. That means that
we would continue to have each department assign a staff person, usually their most tech savvy
employee, to help manage their pages of the web site.
Given the Council comments about wanting to increase our usage of the web a low cost option is to add
some funding for a part time computer resource to help manage our web site. Their role would be to
assist the departments getting their content up to date; managing the list serve process; researching,
evaluating and prioritizing the new feature requests. If the Council wants us to further explore that
option and bring it back in the budget process we would need that direction at this time. A very rough
guess is that we are looking at about $25,000 for ten hours a week of support. Absent that direction
we will continue to plan to manage in the decentralized fashion that we have to date.
Last printed 2/28/2006 8:50:00 AM 9
CITY OF BURLINGAME GENERAL FUND BUDGET MODEL FOR FY 07 & FY 08
(Showing 5% Revenue Growth and Average 3% Increase in Operation Costs)
FY04-05 FY05-06 FY 06-07 FY 07-08
Audited Actuals Adopted Budget Year-End Estimate Forecast Forecast
Beginning Unreserved Fund Balance: 1.30 1.29 1.66 2.46 0.31
General Fund Revenues: 34.82 35.40 37.00 38.85 40.79
Transfers Into General Fund: 0.58 0.70 0.70 0.73 0.75
Use of Reserves: 0.00 1.60 1.60 0.00 0.00
State Take Aways: Included Included Included 0.00 0.00
Total Available Financing: $36.70 $38.99 $40.96 $42.04 $41.85
Operating Expenditures: 33.86 36.18 35.90 38.23 40.24
Transfers Out(Debt Svc. &Shuttle Bus): 1.18 1.50 1.50 1.50 1.70
Total Expenditures: 35.04 $37.68 $37.40 $39.73 $41.94
Shared Services: Included 0.00 0.00 0.00 0.00
Budget Balancing Strategies: Tier III: Included Included Included 0.00 0.00
Tier IV: Included Included Included 0.00 0.00
Tier V: Included 0.00 0.00 0.000.00
Total Budget Reductions: 0.00 $0.00 $0.00 $0.00 $0.00
Net Operating Expenditures: $35.04 $37.68 $37.40 $39.73 $41.94
Contribution To Workers' Comp&Gen Liability Reserve: 0.00 0.00 0.00 0.00 0.00
Total Expenditures: $35.04 1 $37.68 1 $37.40 1 $39.73 1 $41.94
Ending Fund Balance: $1.66 $1`.31 $3.56 $2.31 -$0.09
Aleve.General Fund..Goritrtbutror►s to CIP.:: UO $0.00 ;1A0 $200 $2.00
..
Furxl.Ballance:�AfEer.CIP..�antril�utioins: 1:841 I.31 246 :3. 1
......... __ .. � ..:. ...
Annual Ongoing Revenue Shortfall: $0.36 -$1.58 $0.30 -$0.15 -$0.40
General Fund Reserve Balance: 7:34 5.75 5.75 5.75 5.75
Economic Stability $ 2,000,000 $ 2,000,000 $ 2,000,0001 $ 2,000,000 $ 2,000,000
Catastrophic, $ 2,000,000, $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000
CaIPERS Reserve $ 2,800,000 $ 1,200,000 $ 1,200,000 $ 1,200,000 $ 1,200,000
Contingency A: 500,000 $ 500,000 $ 500,000; $ 500,000 $ 500,000
Centennial $, 40,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000
Total General Fund Reserves: is 7,340,000 1 $ 51750,000 1 $ 5,750,OOOJ I$ 5,750,022J 1 $ 5,750,000
Budget Model-FY07 FY08 Forecast.As 5%Rev Growth 2/28/2006 8 48 AM
FY 2006-07 CAPITAL
IMPROVEMENT PROGRAM
AGENDA
• General Fund recommended projects
• Gas Tax, Measure A and grant funded projects
• CIP related suggestions from Council and public
• Council feedback and direction
GENERAL FUND
RECOMMENDED PROJECTS
• Funding history and critical needs
• Storm drainage
• Sidewalks
• Handicap ramps
• Parks and Recreation improvements
• Street lighting
GENERAL FUND CIP BUDGET HISTORY AND CRITICAL NEEDS
AVERAGE
PROJECTS 1998-2002 2002-03 2003-04 2004-05 2005-06 PROPOSED 2006-07
(In thousand (In thousands (In thousands (In thousands (In thousands (In thousands •
Dollars) Dollars) Dollars) Dollars) Dollars) Dollars) •
Storm drainage 1650 1470 1575 1000 800 1650
Sidewalk (2) 550 550 100 0 100 50
Handicap ramps 100 100 100 100 0 100
Curb & Gutter (5) 50 50 0 0 0 0
Park & Recreation 750 300 175 0 50 270 • i
Buildings 350 750 300 0 50 0
Communications & I.T. 250 100 50 0 0 0
Traffic & Bridges 350 230 0 0 0 0 i
Street Lighting 200 0 0 0 100 200
Streetscape (6) 650 1000 0 0 0 0
Parking (6) 550 0 0 0 0 0
Bike Paths 350 0 0 0 0 0
Major Facilities 3250 0 0 0 0 0 =
Library, Landfill, etc.
(City Hall, Rec. Center
Parks Yard, Police Stn. &
Fire Stations
Right of Way 400 0 0 0 0 0
Equipment (3) 150 0 0 0 0 0
9,600 (l ) 4,550 2,300 (4) 1 , 100 1 ,100 2,270
NOTES:
(1 ) Prior to 1998, the 10 year annual average General Fund CIP was $4.10 Million
(2) Assumes that property owners are responsible for all necessary sidewalk frontage replacement starting in FY2004-05. There is an annual need of $50,000 for sidewalk replacement adjacent to City properties
(3) Moved from General Fund CIP to Vehicle Allocation Fund starting in FY2002-03
(4) For FY2003-04, no new General Funds were used, $2.3 Million was re-allocated by restructuring projects from previous years CIPS to fund critical projects
(5) $150,000 of Gas Tax was used to finance curb and gutter replacement instead of General Fund monies starting in FY2003-04
(6) Streetscape and Parking was moved from General Fund CIP to Parking Enterprise Fund CIP starting in FY2003-04
STORM DRAINAGE
• City maintains 42 miles of storm drain valued at
$70,000,000
• $36,000,000 backlog
• Recommend $1,650,000 program
• Regionally significant projects $1,150,000
• Locally significant projects $500,000
• Backlog of regional projects increases at this
funding level by about $1 ,000,000 annually
STORM DRAIN IMPROVEMENT PROJECTS
PROJECTS COMPLETED / IN PROGRESS
ESTIMATED TOTAL
SECTION PROJECT NAME PROJECT COST
($THOUSANDS)
AMills Creek SD Facilities Improvement $ 2,600
......................__... ............................ .......
_............. ............ ......... ,..
. .. ............... . . . _.. ...-............. . ,............
B Easton Creek SD Facilities Improvement $ .................
C Sanchez Crook Improvements $ 860
............-..........• ..._...._._...._......_.._.................._._........-...._.-- _. ._ ___..._.. . ._........................_.....
D SCADA Integration Project $ 1,200
............ .....-.....__.,......._....._.._. ...._........_-.-..-.-._................ _. _ -- _.... ._.._.. ... .. .......-.......,.......
E Local Storm Drain Rehabilitation $ 200
TOTAL ESTIMATED COST ($ thousand) $ 8,050
\\
N`: f' j 2006 - 07 PROJECTS
/ i± ESTIMATED TOTAL
SECTION PROJECT NAME PROJECT COST
�\ ($TH NDS)
F Marston Out(aN Pipeline, Phase 3/Pump Station $ A 1,160
...._. .............. .. .. .. .. ..
G Miscellaneous Storm Drain Rehabilitation $ 600
H f \ TOTAL ESTIMATED COST ($ thousand) S 1,650
b.
10
V/
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SIDEWALKS
• City maintains 116 miles of sidewalk valued at
$20,000,000
$10,000,000 backlog
• Recommend continuing with property owner paid
program
• Recommend $50,000 for sidewalk replacement
adjacent to City owned property
SIDEWALK IMPROVEMENT PROJECTS
i
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COMPLETED
IN 2005 1"
l/, '�,' a COMPLETED
2006
IN 2005
PROJECT
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HANDICAP RAMPS
• $4,700,000 backlog
• 1576 missing ramps city wide
• 100 missing ramps in sensitive areas
• Recommend $100,000 to install 33 ramps in high
use areas
• Eliminate backlog in 50 years at this funding level
MAP OF ADA CURB RAMPS IN HIGH USE AND SENSITIVE AREAS
`4 No. of
Burlingame Plaza
Ramps
C1 3
f ' <
Lincoln Elem. ,y) �,� ,. , Broadway Business
" District
JVD
18
Burlingame High
& Rec. Center
Burlingame Intermed. Washington
% & Franklin Elem. / � -< :. \� � �� �, ,, ,: aEem.
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PARKS AND RECREATION
IMPROVEMENTS
• Recommend $270,000 program
• Playground surfacing $ 140,000
• Court resurfacing $ 30,000
• Pathway rehabilitation $ 50,000
• Eucalyptus tree replacement $ 50,000
PARKS AND RECREATION PROJECTS
SERVICES TO BE PERFORMED
PLAYGROUND SURFACING
>� COURT RESURFACING
PATHWAY RECONSTRUCTION
VILLAGE PARK
• \� �� \�/ )ice , \\� �\. :J, `.J % /, ' \ \�.jJ` '�\, : •�\ __ -
�_l ly :5� LAGUNA PARK
WASHINGTON PARK ; • \\ . ' a
PALOMA PLAYGROUND \ \
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STREET LIGHTING
• City maintains 900 street lights
• Recommend $200,000 program
• Assessment of city street light system
• Implement several priority projects such as at
schools, business districts, and train stations
GAS TAX, MEASURE A, AND
GRANT FUNDED PROJECTS
STREETS
• City maintains 80 miles of streets valued at $110,000,000
• $2,200,000 annual program to avoid increasing backlog
• Recommend $1,260,000 Street Resurfacing Program
• Arterial streets funded
50% by grant $ 600,000
• Collector/local streets $ 660,000
• Spring study session to discuss Pavement Management
Program and paving project coordination with other programs
STREET CANDIDATES FOR RESURFACING PROGRAM 2006
STREETS WITH CONDITION SCORE OF 50 OR LOWER (TARGET IS 65 )
No - -
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FEDERAL GRANT STREET RESURFACING PROJECTS 2006-07
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GAS TAX, MEASURE A, AND
GRANT FUNDED PROJECTS
CURB AND GUTTER
• City maintains 160 miles of curb and gutter
valued at $85,000,000
• $8,000,000 backlog
• Recommend $150,000 program
COUNCIL AND PUBLIC
SUGGESTIONS
• Traffic calming
• San Francisco Water Department property purchase
• Lighted crosswalks
• Pedestrian access to Broadway bridge over 101 Freeway
• Burlingame Avenue Business District streetscape
improvements
• Burlingame High School backfield drainage and artificial
surface
• Council Chamber audio/visual modifications
TRAFFIC CALMING
• Researched programs from other cities
• Most focus on public education
• Presentation of City plan at March 20, 2006 study
session
SAN FRANCISCO WATER
DEPARTMENT
PROPERTY PURCHASE
• $ 10 , 000, 000 San Francisco appraisal
• $4,300 , 000 City appraisal
• Several interests for buying
• Tree preservation
• Land use control
LIGHTED CROSSWALKS
• $ 70 , 000 each to install
• Refer to Traffic , Safety , Parking Commission for
evaluation
• State prohibition at signalized intersections
• Typically used for mid-block crossings
BROADWAY PEDESTRIAN CROSSING
VIDEO
PEDESTRIAN ACCESS TO
BROADWAY BRIDGE OVER
101 FREEWAY
• New separate pedestrian bridge including
connections to City streets to be built within 2-3
years as part of Auxiliary Lanes Project
• Any improvements now increases risk of separate
bridge being deleted from Auxiliary Lane Project.
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PEDESTRIAN ��
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CROSSING OPTIONS s
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OPTION 1 ( $ 100 , 000 )
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Installp pedestrian signals , handicap ramps ,
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on Rollins Road
and construct to Bayshore
Highwaylk
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ISSUESNN
; �.
• Insufficient sidewalk width on the bridge ',
over crossing ;,
• Pedestrian signal timing may slow ' ' w
the vehicular traffic causing congestionboo
ry
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OPTION 2 ($701000) 4 ''riM 6t T
Install pedestrian signals, handicap ramps,
on ,
Rollins Road and to
Bayshore Highway 4 ,�
ISSUES
• Insufficient sidewalk width on the bridge
over crossing
• Pedestrian signal timing may slow the 07
vehicular traffic causin g congestion estion ��, ,
• Graded dirt path on Bayshore Highway
does not meet ADA requirements >,
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OPTION,$
..emsIN
Installedestrian signals, .i
p
on Rollins Road and
to Bayshore Highway
ISSUES
• Insufficient sidewalk width on the bridge (.
over crossing
• Pedestrian signal timing may slow the
vehicular traffic causing congestion
Wr
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• Does not meet ADA requirements
without handicap ramps at Rollins Road 3,t � ►
• Graded dirt path to Ba shore Highway
does not meet ADA requirements
OPTION 4 (IN-HOUSE WORK) ar.
A � -
at Rollins Road and ; T
to Bayshore Highway
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ISSUES p
• Insufficient sidewalk width on the bridge
over crossing ->> ` � '� ►
Y
• Exposes pedestrians to unsafe condition
in the absence of a pedestrian signal
r
Does not meet ADA requirements �� �:� �:♦
without handicap ramps at Rollins Road ' �:•
• Graded dirt path to Bayshore Highway ` *�,, , ;'�
does not meet ADA requirements
SUMMARY OF PEDESTRIAN
ACCESS OPTIONS
• No option will correct the deficient 45 inch wide
sidewalk on the bridge
• All options will encourage more use of the bridge
resulting in :
• False sense of security
• Greater number of pedestrians exposed to
danger
Al! or�t+ons require Caltrans approval
BURLINGAME AVENUE
STREETSCAPE IMPROVEMENTS
• $1 ,400,000 of Parking Funds available
• Streetscape costs at least $1 ,000,000 per block
• Small project may not have much of an impact
Project now may not fit future Specific Area Plan or
Streetscape Plan
BURLINGAME HIGH SCHOOL
BACKFIELD DRAINAGE AND
ARTIFICIAL SURFACE
• Install synthetic rather than natural grass
• Provides all weather field usable during rainy
season
• Construction in late summer
• $200 , 000 City loan to District with repayment at
$20 , 000 per year for a decade
COUNCIL CHAMBER
AUDIOVISUAL MODIFICATIONS
• State of the art digital signal for television
broadcasting
• Signal delivered for internet video streaming
• Signal delivered to video disc recorder for record
keeping , archiving and duplication
• $250 , 000 lease purchase of improvements and
pay off over five years
SUMMARY
• Large backlog of critical projects
• Storm drainage -- $36 , 000, 000
• Facilities -- up to $52 , 000 ,000
• May wish to delay adding suggested projects
until polling results
• May wish to pursue other revenue sources
• Assessment districts
• Park in lieu fee
• Increased hotel tax
• QUESTIONS
• FEEDBACK
• DIRECTION