HomeMy WebLinkAboutAgenda Packet - CC - 2007.02.28 JBU
CITY 0 tRLINGAME
OQ1 9
ORATED JUNG 6
The City of Burlingame
City Hall—501 Primrose Road
Burlingame,CA 94010-3997
_City Council Budget Policy Study Session
Wednesday, February 28,2007, 6:00 p.m.
Burlingame Public Library, Lane Room
AGENDA
I. Call to Order and Roll Call (6:00)—Mayor Terry Nagel
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. CIP Needs (6:30)
a. Parks and Recreation
b. Public Works
IV. Budget Policy Issues (7:00)
a. Budget Assumptions
b. Unfunded Departmental Priorities
c. Budget Suggestions Referred from Goals Session
o Rail grade separation
o Additional Business District clean up
o Easton Drive Master Plan
o Easton Drive Realignment
o Business Ambassador
V. Break(7:45)
VI. Public Comments (7:55)
VII. Council Direction (8:30)
a. Budget Assumptions
b. CIP Funding
c. Budget Suggestions
VIII. Adjournment (9:00)
Note: Time frames and sequence of discussion is tentative and may be changed by the Council
BUFiIJNGAME � � �
= 3URLINGAU CIiY LOLL
City of Burlingame, CA
Mid-year Budget Report
Fiscal Year 2006-07
February 28,2007 FY 06-07 Mid-year Report 1
a�RUNGAME Mid-Year Report
• Looks at first six months of the fiscal year
• Verifies that projected revenue growth is on target
• Compares revenue collections to prior years
• Highlights adjustments or anomalies
February 28,2007 FY 06-07 Mid-year Report 2
1
B General Fund Revenues
• FY04 = 5.4% Growth
• FY05 = 6.0% Growth
• FY06 = 10.2% Growth
• FY07 = 7.2% Growth
(in the first 6 months)
February 28,2007 FY 06-07 Mid-year Report 3
��RUH�AM� General Fund Revenues
• Adopted Budget = $39,091,885
• Mid-Year Collections = $1753051554
• 44% of Budget Collected to Date
— Approximately 1% off from the 45% collected in
FY05-06 for the same period.
February 28,2007 FY 06-07 Mid-year Report 4
2
BURS General Fund Revenues
e $19 $18.3
0
1 $18 - $17.3 —
$17 — __ _ $16.1 — —
$16 - ------ --
$14.7 $14.9
$15 —
$13.9 $14.1
$14
$13
$12
FY 00-01 FY 01.02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
February 28,2007 FY 06-07 Mid-year Report 5
BUijLIJGAM6 Transient Occupancy Taxes
FY04 = 9.27% Growth
FY05 = 10.5% Growth
FY06 = 15% Growth
r—Tr r5r r
- r r • FY07 = 10.8% Growth
A AR (in the first 6 months)
February 28,2007 FY 06-07 Mid-year Report 6
3
s
BU Transient Occupancy Taxes
N $7 _.._---- _ ..._..___._ _.._._. ___._._ __.___.___ .___..__..._ ....
o $6.6 j
$6 -
$5 -
---
$5.2
i
$4 — ----- - - $4-7_____,,__
$3 - $3.6 --
$3.1 $3.0 $3.2
$2 - ---------- _
$1
FY 00-01 FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
February 28,2007 FY 06-07 Mid-year Report 7
BU- LINGAME Sales and Use Taxes
kwW
• City receives only 1% of the 8.25% collected
by the State of California
• State takes 25% of the City's annual sales
collections under the "Triple-Flip" scheme
• State provides an equal amount of property tax
from their General Fund as repayment
• City collects it as "Sale Tax Compensation"
February 28,2007 FY 06-07 Mid-year Report 8
4
6URUfYGAME Sales and Use Taxes
• FY04 = 9.1% Growth -- v
• FY05 = 3.7% Growth
t- ,
• FY06 = 3.5% Growth `
• FY07 = 2% Growth (in �
the first 6 months)
February 28,2007 FY 06-07 Mid-year Report 9
BURL Sales and Use Taxes
c
$5.0
o ;
- w
$4.0 =i
$4.1
r—� ¢�,� 53.6
$3 0 $3.5
$3.3 w3.4
$3.1 $2 9
$2.0
r.
$1.0 ----- --- - -- --r - ---
FY 00-01 FY 01-02 FY 02-03° FY 03-04 FY 04-05 FY 05-06 FY 06-07
February 28,2007 FY 06-07 Mid-year Report 10
5
�RufVGAt1E Property Taxes
• Reflects more than property taxes
• Includes former Motor Vehicles In Lieu of Tax
• Includes San Mateo ERAF Refunds
— Which are not constant
— Which the County can not ensure will continue
— Based on complex County auditing
February 28,2007 FY 06-07 Mid-year Report 11
BURUf[GAME property Taxes
FY04 = 8.10% Growth
• FY05 = 26.5% Growth
• FY06 = 11% Growth
• FY07 = 24% Growth (in
the first 6 months)
February 28,2007 FY 06-07 Mid-year Report 12
6
aProperty Tax Roll Growth
• 2004 = 6.8%
• 2005 = 6.8%
• 2006 = 8.6%
Source: San Mateo County Assessor(June 2006)
February 28,2007 FY 06-07 Mid-year Report 13
BUii'LIIVGAME property Taxes
• Adopted Budget = $10,365,147
• Six Month Collections = $5,325,815
• Collections represent 51.4% of budget
FY 0607 Secured Secured _Unsecured Unsecured Unsecured Secured Property Tax ER4F Total
Actuals CurrentSupplemental „Current... Personal Supplemental Supplenn Li
ental Ieu of VLF Refund Property,
SB 813 Prior Prior Prior Taxes
1 st Quarter $ _$___..29,447 $._ _$.. - - .... .- $ ___.__ - $____29,447..
2nd Quarter $ 3,852,439__$___,_ 52,_465 $_ 474681_ $ (24,813) $ ....... $ __$ _94
1,576 $ - §_5,296,366
3rd Quarter $
4th Quarter $
Totals: $ 3,852 439 $ 81,932 $ 474,681 $ 24,813 $ - $ - $ 941,576 $ - $ 5,325,815
February 28,2007 FY 06-07 Mid-year Report 14
7
f3UR41NGAME Property Taxes
a $6.0
C
O
$7.0
g-
$6.0
$5.0-
$4.0-
5.0$4.0 $4.5 $4.3
r—� $4.0
$3.0 $3.7 $3 6
$3.3
$2.0 —
$1.0
FY 00-01 FY`01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
February 28,2007 FY 06-07 Mid-year Report 15
SURLINq.AMEGeneral Fund Expenditures
t FY 04-05 —0—FY 05-06 d FY 06-07
$4.5 _. .:. _ _ .._... .. ........ ....._.. ......_..__ _
s`
$4.0 --
5 $3.s
$3.0 _ o
$2.5
$2.0
$1.5
i
$0.5
$.
:Jul Aug Sep Oct Nov Dec
1 � A4tcPt #} - . . 3#, "' z $ ygyg : tiltl�''earJr Bercent
z i' i�la"is E'.;Sunt
avi I 1 2 * E $ t4d a X46
February 28,2007 FY 06-07 Mid-year Report 16
BU Financial Outlook
• Stable Economy
— Fed expectation for "moderate growth" in 2007
— Inflation is projected to be 2% for the year
• With Caution about Expectations
— Effects of the global economy
— Geopolitical events & conflicts
— Drop in home sales & prices
— Slump in auto sales
February 28,2007 FY 06-07 Mid-year Report 17
a
Revenue Recommendations For
FY07-08
• Adjust the three major revenue sources by 5%
— Transient Occupancy Taxes
— Sales and Use Taxes
— Property Taxes
• Adjust city fees and fines by 3% to reflect the
increase in "average" employee labor costs
• Complete the revenue/fee study in June and
identify policy decisions for FY08-09
February 28,2007 FY 06-07 Mid-year Report 18
9
a
Expenditure Recommendations
for FY08
• Adjustment of 3% to employee labor costs
• Adjustment of 10% to health care costs
— Includes Retiree Health Care Premiums
• Adjustment of 2% to services and supplies
• Minimal investment of$2.3 million for CIP
• Maintain General Fund Balance at 25%
— Currently 24% (as of June 30, 2006)
February 28,2007 FY 06-07 Mid-year Report 19
4)
Next Steps
• March 23, 2007 — Department submit budgets to
the Finance Department
• April 16, 2007 — Council adopts Master Fee
Schedule with adjustments
• May 11, 2007 — City Manager Recommended
Budget delivered to Council
• Weeks of May 14th and May 21 st — Council
meetings with departments
February 28,2007 FY 06-07 Mid-year Report 20
10
BURLINGAM6 Next Steps
• May 30, 2007 — City Council Budget Study
Session
• June 4, 2007 — Public Hearing On Proposed Budget
and Capital Program
• June 18, 2007 — Resolution Adopting Proposed
Budget and Capital Program
• July 1, 2007 — Start of new fiscal year
February 28,2007 FY 06-07 Mid-year Report 21
11
CITY OF BURLINGAME GENERAL FUND BUDGET MODEL FOR FY 08&FY 09(Feb 28,2007)
(Showing 5%Revenue Growth and Average 3%Increase in Operation Costs)
FY05-06 FY06-07FY 07-08 FY 07-08 FY 08-09
Actuals Adopted Budget Old Forecast New Forecast Forecast
Beginning Unreserved Fund Balance: 1.65 3.01 1 0.08 2.18 �.
Revenues: 38.38 39.09 41.04 41.04 43.10
Transfers In: 0.58 0.60 0.65 0.65 0.75
Annual Ongoing Revenue: 38.96 39.69 41.69 41.69 43.85
Use of One-Time Funds: 1.60 0.40 0.00 0.00 0.00
State Take Aways: -Jclude� 0.00 0.00 0.00 0.00
Total Available Financing: $42.21 $43.10 $41.77 $43.87 $43.31
Operating Expenditures: 36.25 38.82 39.98 37.80 38.93
Transfers Out(Debt Svc.&Shuttle Bus): 1.44 1.50 1.50 1.50 1.70
Pension Obligation Bond Debt Payments: 2.81 2.90
Total Operating Expenditures: $37.69 $38.62 $41.48 $42.11 $43.53
Ending Fund Balance(Before CIP Contribution): $4.52 $4.484 .29 $1.76 -$0.23
_j FGeneral Fund Contributions to CIP: $1.51 $2.30 7 F. -$-4.-00-7 $2.30 $4.00
Total General Fund Expenditures(Operating&Capital): $39.20 $40.92 $45.48 $44.41 $47.53
Ending Fund Balance(After CIP Contribution): $3.01 $2.18 I�
Annual Ongoing Revenue Operating Expenditures Only: $1.27 $1.07 $0.21 $0.31
Surplus(+)or Including Minimum CIP
Contribution: -$0.24
General un eserve Balance: 1 $5.74 1 $7.35 10 0
Economic Stability $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000
Catastrophic $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000
CalPERS Reserve $ 1,200,000 $ 2,800,000 $ 2,800,000 $ 2,800,000 $ 2,800,000
Contingency $ 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: $ 5,740,000 $ 7,350,000 $ 7,350,000 $ 7,350,000 $ 7,350,000
Budget Madel-FY07 8 FY08 Forecast(2-28).xls 5%Rev Growth 2282007 5:24 PM
Agenda
Item #
Meeting
Date: February 28. 2007
BURLINGAME STAFF REPORT
SUBMITTED BY
APPROVED BY
TO: HONORABLE MAYOR AND CITY COUNCIL
DATE: February 20, 2007
FROM: PUBLIC WORKS
SUBJECT: FY 2007-08 CAPITAL IMPROVEMENT PROGRAM
RECOMMENDATION: The purpose of this report is to recommend FY 2007-08
Capital Improvement Program (CIP) projects for Council consideration.
INTRODUCTION: The report focuses on general fund and gas tax/ Measure A
projects. Water and sewer projects are not included but instead will be presented at
the May 30, 2007 budget study session.
DISCUSSION OF GENERAL FUND PROJECTS:
As indicated in the past, staff has determined that the critical minimum level of
annual CIP funding is $4,000,000 in order to keep pace with the rate of infrastructure
deterioration. Over the last three years, the average level of CIP funding has been
$1 ,500,000 (see attached CIP budget history). Although staff believes that this lower
level is sustainable in the short term, a continuation will result in a significant
increase in the backlog of capital work as well as liability and maintenance costs for
the City.
Staff has carefully examined the categories of infrastructure and proposes the
following $2,450,000 program based mainly on safety considerations:
■ Storm Drainage Improvements ($860,000) — The Easton Creek Watershed
has been identified as the top priority in the Storm Drainage Master Plan and
70% of the improvements have been completed over the last six years. The
next phase involves the design and construction of an outfall pipeline with a
storm water discharge structure located at the bay front. The final
improvement in the Easton Creek Watershed, a new pump station at Marsten
Road, will be designed to force storm water into the bay during heavy rains
and high tide conditions. In order to complete this work, an additional
$2,000,000 will be necessary in future CIP budgets. There are sufficient funds
in the current budget to address local flood problems requiring small pipelines
and catch basins.
S:\A Public Works Directory\Staff Reports\FY2007-08 Capital Improvement Program.doc
■ Sidewalks ($100,000)—Prior to the change in policy, the City had spent an
annual average of$550,000 for sidewalk replacement mainly due to tripping
hazards. Approximately $42,000 of sidewalk was replaced in FY 2005-06
which was paid for by the property owners. Unlike the previous City financed
program, the scope of work was limited to replacing the minimum number of
sidewalk sections necessary to address tripping hazards, and did not include
fixing hazards that were just starting to develop. Due to limited revenues,staff
recommends continuing with the current sidewalk policy and $100,000 for
funding sidewalk replacement adjacent to City owned property as well as for
program administration. The project area is generally bounded by Edgehill
Drive,Oak Grove Avenue, EI Camino Real and California Drive.
■ Handicap Ramps ($100,000)—An American Disabilities Act Transition Plan
addresses handicap ramps along public sidewalks. Staff recommends
$100,000 to construct 30 ramps primarily in high use and sensitive locations
such as shopping areas,schools and transportation centers.
• Parks and Recreation($640,000)—The recommended program emphasizes
safety and regulatory projects including $55,000 for park pathway
rehabilitation, $180,000 for Cuernavaca playground safety/ADA
improvements, $10,000 for Pershing Park court resurfacing and $100,000 for
Ray Park and Lot J playground resilient surfacing. The program also consists
of deferred maintenance projects including $90,000 for new Bayside Park
fencing, $150,000 for a new Village Park restroom and $50,000 for irrigation
system upgrades at Washington Park. Finally $5,000 is recommended for a
street reforestation plan which would annually fund 30 to 40 new trees. Staff
will work with the Beautification Commission to identify additional
reforestation plan funding sources.
• Building ($400,000) —A recently completed Condition Assessment Plan of
the City's major building elements identified a ten year maintenance program
of$4,000,000 in order to keep the facilities operational and safe as well as
prolong their useful life. Staff recommends$400,000 for ADA improvements,
security upgrades, ceiling tile replacement, duct system cleaning and partial
roof replacement at City Hall, carpet replacement at the main Library, new
furnaces, dry rot removal and gutter replacement at the Recreation Center;
and plumbing,painting and interior space improvements at several buildings.
• Communications($50,000)—The Police Department's radio equipment is at
the end of its useful life and needs to be replaced in the next three years to
meet new federal standards which require transitioning from analog to digital
frequencies. Currently, the San Mateo County Chiefs and Sheriff Association
is performing an assessment of all of the Police Departments to determine the
portable, vehicle and console radio replacement needs. Staff recommends
banking $50,000 for each of the next three years to cover the cost of the
replacements which are estimated to be$125,000 to$150,000.
S:\A Public Works Directory\Staff Reports\PY2007-08 Capital Improvement Program.doc
• Traffic ($100,000) — A recently completed Traffic Signal Master Plan has
identified the City's 15 traffic controllers as a priority to facilitate the safe and
efficient flow of vehicles. Three traffic signal interconnection systems
including the California Drive corridor, Broadway corridor and Bayshore
Highway corridor do not function in full coordination due to the deteriorating
condition of the signal controllers. Staff recommends a $100,000 project to
install new controller cabinets with added safety features such as an
emergency vehicle preemption capability and battery backup systems. In
addition, smarter software will enable staff to more efficiently implement
signal timing coordination plans. The remaining 12 controllers will be
programmed for replacement over the next four years.
■ Street Lighting ($200,000) — A recently completed Street Lighting Master
Plan has identified the Howard Avenue/California Drive area as a priority due
to the outdated underground circuit system. The system requires light fixtures
that are no longer manufactured and replacement parts which are difficult to
find. Staff recommends $200,000 for a Howard Avenue/California Drive Street
Light Circuit System Replacement Project which would convert the old series
circuit system to a modern parallel circuit system requiring lower energy
usage. The project would include the installation of new conduits and wires as
well as the replacement of poles and light fixtures with low-voltage units which
are safer to maintain.
DISCUSSION OF GAS TAX MEASURE A AND GRANT FUNDED PROJECTS
It is estimated that the City will received $1 , 100,000 in gas tax/Measure A revenues,
$10,000 in vehicle registration fees (AB 1546) and $278,000 in transportation grant
funding. The total of $1 ,388,000 is recommended for the following two projects:
■ Local Street Resurfacing Program ($750,000) — The project would focus on
resurfacing residential streets in the Burlinghome Subdivision which has
undergone numerous trench cuts as a result of a major water rehabilitation
project in 2005 and sewer rehabilitation project in 2006.
■ Arterial Street Resurfacing ($638,000) — The project would include
resurfacing California Drive between Dufferin Avenue and the Millbrae City
limit, Hillside Drive between EI Camino Real and Vancouver Avenue and
Rollins Road between Oak Grove Avenue and Cadillac Way. These streets
were selected due to their condition and because they are on the roadway
system which is eligible for transportation grant funding.
Exhibit: General Fund CIP Budget History and Critical Needs
SAA Public Works Directory\Staff Reports\FY2007-08 Capital Improvement Program.doc
CITY 0
BURUNGAME
Background Information and Options For Council
%ATEO JUNEd Budget Policy Discussion, February 28, 2007
The budget process is once again upon us and the work of formulating a new financial plan is
underway. As was the case last year,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, for example a pandemic, causing our gains to disappear.
I realize that there is a desire to restore the levels of services that were lost in the last four 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 both FY05-06, as well as,the
current FY06-07 budget. At mid-year, all indications are that the budget revenue estimates
should be achieved. The City's budget model is being updated and will be presented to the City
Council Wednesday night.
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%.
The model will show a balanced budget for FY07-08 based on the revenue and_expenditure
assumptions that have been described. This includes an appropriation of$2.3 million for capital
Budget Policy Session 2007.doc of 4 1
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.
At the study session we will be asking that Council to provide us feedback on the assumptions
that are included,especially the 5% revenue growth rate,the 3% increase in employee costs and
2% for operating.
B.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 FY07-08. 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. As the Council knows we hope to complete
a fees analysis prior to June and as a result expect to bring additional fee policy issues to the
Council that may well result in some fees increasing by more than 3%.
Shared Services
Shared service proposals have provided budget savings in the previous fiscal years. Our success
with the fire merger and Public Works department shared services agreement with the Town of
Hillsborough to provide sewer maintenance services are two examples. At this point staff does
anticipate some possible discussions with neighboring cities for additional shared services but
nothing specific for discussion at this point.
Budget 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
Budget Policy Session 2007.doc of 4 2
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 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 continue to estimate that the
city's capital needs require $4 million annually.
As mentioned earlier,the budget model does include $2.3 million of onetime General fund
money to finance capital improvements next year,but there is still a projected deficit in FY08-09
even if we continue to only fund half of the minimum investment that staff feels is necessary.
As per Council direction we will continue to discuss ballot alternatives to help address this
crucial issue for our long term viability to provide infrastructure to meet the needs of this
community for years to come.
D. Budget/Service Level Increases
E. 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.
F. 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 2% in the budget model. This will
provide $54,000 for awarding funds to the non-profit organizations.
The annual letter informing community groups of the availability of funding will be mailed in
March.
Final Comments
I know that it has been difficult to reduce services and positions over past 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
Budget Policy Session 2007.doc of 4 3
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 re-establish 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.
Last year we achieved an important milestone in our recovery where we achieved 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 five budgets have left us in position where we have under funded our public
infrastructure by roughly$10 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
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.
I look forward to our budget discussion on Wednesday, February 28, 2007.
Budget Policy Session 2007.doc of 4 4
Options for Additional Funding for Fiscal Year 2007-08
Unfunded Departmental Needs
In preparation for the Council's budget session last year we had cautioned the
Council that"if you reinstate services in one department some other department
and commissions may interpret that they too need to develop constituencies to
lobby or pressure you". Although fortunately we did not see and overwhelming
reaction to new funding decisions last year,we did experience some follow up
lobbying by a special interest group last year. In order to assist the Council in
looking at commission or community requests for special consideration I have
asked each department to develop a list of unfunded needs.
In developing there lists departments were asked to identify needs they would
fund if they had up to$50,000 more in additional budget funds,$50,000 to
$100,000 more and over$100,000. As you can see from the attached lists,the
needs vary depending on the level of additional funding.
It would be my intention to maintain the list and ask the Council to review it
against the request for additional funding that comes up though the year. To
begin with please consider this list as you look at the cost associated with the
items discussed below that came out of your goals discussion.
Easton Drive Realignment
Staff had a topographic survey performed at the Easton Drive and Cabrillo
Avenue intersection in order to prepare a sketch design of a street realignment.
Based on feedback received from Council and the public, the attached drawing
meets the following criteria:
■ The scope of worst is limited to an Easton Drive realignment west of
Cabrillo Avenue only.
■ The south side of the realigned street is set so that no utility poles or trees
are impacted
■ The north side of the realigned street is set so that no part of the hump is
within the roadway
■ The realigned street is 20 feet in width
An asphalt curb would be placed on the north side of the street which is bonded
to the surface of the pavement thereby not requiring any shaving of the tree root.
The realigned street would be sloped from the north to south side thereby
eliminating ponding water near the tree root. The design concept is very
preliminary and is subject to change depending on information received after
exposing the tree root. Also, a forecast of the root growth can be made at that
time.
Staff continues to be concerned that the realignment creates a jog in Easton
Drive at Cabrillo Avenue making the turning movements off of both streets
potential safety hazards. Based on the sketch design, the construction cost is
estimated to be $80,000. As this is non-standard design, staff recommends that if
Council wishes to pursue the realignment, general fund monies rather than gas
tax or Measure A funds be used for the construction. Staff will coordinate with the
Parks Department and Traffic, Safety and Parking Commission to develop a final
plan for Council to review in May.
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Railroad Corridor Study
Staff has researched the status of possible future Caltrain improvements in
Burlingame to assess whether a City initiated grade separation study is
appropriate at this time. Following is a summary of railroad improvements based
on recent discussions with Caltrains/Transporation Authority staff.
High Speed Rail: The scope and timing of this project is unknown. The
Governor has recently backed away from his earlier commitment to
promote State bond financing for high speed rail. In addition,the Regional
Transportation Plan,which is the basis for allocating transportation funds,
does not include a high speed rail project. There is no final consensus as
to the routing of high speed rail between Southern and Northern California
including the segment between San Jose and San Francisco. Without a
financing plan or a firm scope of work, it is unlikely that high speed rail
improvements would occur in Burlingame for decades.
Electrification: Caltrain is actively pursuing an electrification project
based on a 2004 environmental report. The latest estimate for
construction is between 2010 and 2014. The scope of work includes
overhead wires which would allow speeds of 90 miles per hour and 172
trains per day with five minute headways. An electrification project would
not require that street crossings be grade separated.
Staff does not recommend pursuing a consultant study to evaluate grade
separations in the Burlingame corridor at this time. Grade separations are not
required for electrification and the timing of a high speed rail is many years away.
The cost of a study would be significant. The City of San Mateo had six possible
grade separations studied for developing a land use plan along their railroad
corridor. The $300,000 study was initiated by San Mateo but was eventually
taken over by Caltrain as their knowledge of railroad operations and railroad
infrastructure was crucial to the successful completion of the evaluation. Instead,
staff recommends that Caltrain be invited to make a presentation of their
electrification project and describe the impacts to Burlingame. The presentation
could also include a discussion of the impacts of electrification on any future high
speed rail project as well as the Broadway grade separation feasibility study.
Based on this discussion, the City can then determine whether to pursue any
proactive measures.
4
Increase City Resources To Clean The Business Districts
The existing business district cleaning includes the following tasks and annual
costs:
By Contract
■ Power washing
- Sidewalks (5 times/year) $21,200
- Donnelly parking structure 9,200
• Garbage cans
- Liner cleaning 30,400
- Spot cleaning 900
- Painting 1,300
$63,000
By City Staff
■ Wednesday sidewalk litter pickup (overtime)* $ 6,500
• Friday sidewalk litter pickup (overtime)* 8,700
• Sunday sidewalk litter pickup (overtime)* 13,000
• Monthly landscape area litter pickup (straight time)* 6.000
$34,300
Total Cost $97,300
* the work needs to be done early in the morning before businesses open
Following are three options to increase the business district cleaning:
1. Increase the level of contract/City staff services
• Add one more sidewalk power washing $ 4,000
■ Add a Saturday sidewalk litter pickup 13,000
■ Add 6 more days of landscape area litter pickup 3.000
$20,000
2. Contract rather than use overtime for litter pickup. This option
eliminates $28,300 in annual overtime costs for the current service level
which requires 13 person hours per week. Based on labor rental rates for
contract sweeping and assuming that the same amount of work can be
done twice as efficiently (requiring only 6.5 person hours per week) the
cost would still be higher at $40,600. In addition, there would be the added
5
staff cost for some contract administration and management. For these
reasons, this option is not recommended.
3. Have all cleaning services performed by City staff. This option would
eliminate contract services and instead add a full time maintenance
worker position whose sole responsibility would be the cleanliness of the
business districts. Duties would include:
• Power washing
■ Litter pick up
■ Garbage can cleaning and repair
■ Debris pickup (furniture, etc.)
■ Newspaper rack
• Community volunteer coordination
■ Business district coordination
• Permit and code enforcement coordination
The position's regular work hours could be set from early morning to early
afternoon to better coordinate with the street sweepers schedule and to
eliminate the need for most of the weekday litter pickup overtime. The
position would be the point of contact for follow up on complaints and
would have a daily awareness of the business districts condition so as to
proactively, rather than reactively, address cleanliness issues.
The annual cost of the $75,000 position including benefits would be
essentially offset by eliminating $63,000 of contract services, $6,500 of
Wednesday litter pickup overtime and $4,500 of Friday litter pickup
overtime. There would be a one time cost of $30,000 for a vehicle and
steam cleaning equipment. Based on the increased flexibility,
accountability and availability for addressing the business district
cleanliness at essentially no additional net cost, staff recommends this
option.
Master Plan for Lower Easton Drive
As was discussed at the City Council Goals setting session the request by the
Council to do additional work on a reforestation plan for Easton Drive which
would include tree specific recommendations has led to a recommendation from
the City Arborist that it may be more appropriate to step back and take a look at a
lower Easton Drive Master plan (Easton from Vancouver to ECR). Such a plan
would not only include more specific information on the reforestation plan but
also look at tree placement, planting strip widths, sidewalk placement and
parking that would more completely respond to the desire to achieve an urban
forest that long term would be less problematic from an infrastructure
maintenance perspective. The parking issue is likely to be a controversial one.
6
The estimated cost for such a plan is $44,000. See attached letter to Tim
Richmond.
Business Ambassador/Outreach Resource
Depending on the Council's desire around next steps on ballot measure options,
we may find time to focus some attention on clarifying the City Council's vision
and priorities in the area of economic development. Absent that discussion and
clarification our sense has been that a priority for the City Council is to provide a
business ambassador resource that can help facilitate small businesses navigate
the planning and building processes. Such a resource would be intended to
encourage and support those businesses and hopefully reduce the cost
associated with mistakes made by businesses that just lack the experience to
know how to avoid those pitfalls. Although we would not expect that this service
would generate sufficient revenue from new businesses to offset the cost, it
would result in a reputation that Burlingame values the small businesses in our
community.
As is shown in the attached list of unfunded priorities there are two optional
approaches:
A part time resource to serve Provide a part time resource to serve as an
as Business Ambassador 50,000 ambassador to help small businesses
interested in locating here or expanding an
existing operation
Assistant City Manager $150,000 Professional resource to serve as
community relations resource with the
responsibility to perform Economic
Development service and other
communit /Council relations.
For budgeting purposes we would recommend the $50,000 option at this time and hopefully we
can develop it more as we get closer to Council budget action in June. That would allow some
funding that could be used to begin some efforts in this area as we develop a direction with the
assistance of the new Community Development Director,
Election Costs
Because the Council is still undecided on ballot measures for next fiscal year,
we would recommend that we plan to draw from the contingency reserve in next
year's budget rather than try to anticipate specific amounts for an election for
storm drainage funding at this time.
7
JOHN CAH-H
LANDSCAPE ARCHITECT
February 6,2007
Tim Richmond,Parks Superintendent
Parks&Recreation Dept.
850 Burlingame Ave.
Burlingame,CA 94010
RE; Easton Drive,Burlingame/Estimated Consultant Fees for Survey,Master Plan and Related Services
Dear Tim,
As requested,the following is an estimated breakdown of services and fees to prepare a Master Plan for Easton
Drive from EI Camino to Vancouver(6 blocks). I spoke with Dave Voorhies,a civil engineer with Underwood&
Rosenblum to get his input on what would be advisable to do now as part of the Master Plan process.
Conceptual Master Plan
It is my understanding that the improvements to be included as part of the Master Plan design process would be
the phased replacement of several large,old Eucalyptus trees with a pre-selected tree that would be more
suitable,design of parking spaces where feasible and possible roadway and shoulder drainage and paving
improvements over a six(6)block length. The numbers below are approximate.
1.1 Aerial survey photos to scale to be provided by the City
1.2 Supplemental topographic survey and drafting for all six blocks $6,000
(2 man survey crew for two days and drafting)
1.3 Review and supplemental report by certified Arborist $5,000
1.4 Civil engineer review of parking layout/circulation $1,500
1.5 Site reconnaissance,Master Plan design as scaled and $20,000
rendered presentation drawings,photo-exhibits,Master Plan report
with evaluations,conclusions and recommendations and detailed
construction cost estimates.
1.6 Meetings—allow for six(6)meetings,some attended by arborist $5,000
and/or Civil Engineer
1.7 Plan and report revisions based on meetings/oroiect Gose-out $5,00
Subtotal $42,500
Expenses(printing&reproduction etc) $1,500
Total $44,000
15495 Los Gatos Boulevard
Suite 5
Los Gatos CA 95032
T 408-358-5122
F 408-358-5133
jcahalan@jps.net
CA Reg.No.2894
City of Burlingame
a
List of Unfunded Items
February 22, 2007
DH Team Approx. One-Time vs.
Dept Priority Item Cost Justification On-aoina Cost
Items Under$50,000
City Manager Contract services for Web Site and 40,000 A resource to handle public information outreach with specific One-time
public information skills in web site production and maintenance.
City Manager Community satisfaction survey 7,000 Provide the Council with annual objective feedback on public's One-time
level of satisfaction with public services
Fire Fire Investigation Kit, Hydro carbon 5,000 Help with investigation, documentation and public education One-time
sniffer, Prevention laptop
Fire Replace personal protective clothing 42,000 Replace up to 17 sets of PPE each year to meet new needs On-going
annual plan
Fire Traffic Controllers 35,000 Replace aging equipment to control traffic lights at 3 stations One-time
Finance Increase Permanent part time Acct 30,000 Return to full time one of the 2 1/2 positions cut in the Finance On-going
Clerk II positon to full time in water Department in prior years to increase coverage of the counter.
office
Finance Reconfigure the reception area, mail 50,000 The space needs to be updated to provide a better work areas One Time
room, copier room on the 1st floor. for the postage meter and copier machine. The Receiption
window needs to be more visable to the public.
HR Additional in-house training classes 30,000 The training tracks program was developed 2-3 years ago and ongoing
only one class has been implemented so far. There is a need for
regular ongoing training for staff, both legally required (such as
anti-harassment training) as well as skill development, especially
for supervisors and managers.
HR Outsource dental and vision claims 10-15,000 It is a very time-consuming task and a third-party administrator ongoing
reimbursement would provide more confidentiality and expertise for dental and
vision claims admin.
HR Consultant assistance to finalize civil 20,000 The Civil Service Rules have not been updated since 1992. It is a one-time
service and personnel rules revision large task that is difficult to accomplish in the course of every day
business. Legal review is also required.
Library Provide all staff training day 5,000 Provide teambuilding for staff One Time
Library Open library from 5PM-6PM on 10,000 Provide an additional public service hour on Saturday On Going
Saturdays
Library Open 10 AM on Sundays 25,000 Would provide additional public service hours on Sunday, one of On Going
the busiest days of the week
City of Burlingame
VnNNIM
evWRLINGAME I List of Unfunded Items
February 22, 2007
DH Team Approx. One-Time vs.
Dept Prioritv Item Cost Justification On-going Cost
Library Increase hours at Easton during 25,000 Would provide additional public service hours at the Branch, On Going
morning hours (11-12) Current use has tripled
Library Increase Media Budget 20,000 Media is becoming a larger and larger part of our circulation On Going
Library Hire a space planner to make 20,000 Would provide better use of current space with the many One-time
recommendations on the best use of technology changes over the past 10 years
the building with the many technology
changes
Library Improve lighting in specific areas of 5,000 This project has been pending for several years One-time
building on main floor
Library Glass doors on a study room to ensure 25,000 We have continual requests for a"quiet study"space One-time
quiet study area
Library Better utilize upper level space 10,000 Consolidate non-fiction materials on lower level and open up One-time
space for display of fiction
Library Self-check in children's area 35,000 Children are excellent candidates for self-check One-time
Library Hire outreach coordinator to expand 35,000 As our population ages, it becomes more important to provide On-going
program outreach
Library Reconfigure Children's desk (Redwood 20,000 After 10 years, we are using the Children's Room in new ways One-time
City model)
Library Create individual study rooms 25,000 The trend in libraries (SMPL) is to provide small private study One-time
rooms for group study
Parks Street tree inventory 40,000 40,000 Update current list One-time
Planning Furniture-CP office 3,000 Office is currently furnished with old prison stuff, not space One-time
efficient. Lacks storage capacity
Planning Part time Planner 24,000 Lack of regular staff time has caused us to fall behind in One-time
code enforcement, need to catch up, develop system and
maintain, would be on an as needed basis not to exceed 12
hrs/wk., 50 wks.
Police Create Dispatch Supervisor 15,000 Remove sworn oversight. Increase efficiency On-going
Page 2
City of Burlingame
BpRLINGAME
"""' " List of Unfunded Items
February 22, 2007
DH Team Approx. One-Time vs.
Dept Priority Item Cost Justification On-going Cost
Police Reinstate 2nd K-9 position 12,000 Replace a 2nd K-9 position back for patrol support/safety One-time
Police Tasers 20,000 Complete tasers/distribution to all PD safety personnel. One-time
Police Vehicle locators, patrol vehicles 25,000 GPS/computer based locator for PD vehicles/pd and public One-time
safety
Police Transfer of OLD microfilm records 20,000 Transfer and store micro film reports to laserfisone system One-time
Police Camera Upgrade @ police facility 30,000 Continue/replace/upgrade/add cameras for safety One-time
Police Patrol vehicle trunk storage units 15,000 Protection of essential equiptment One-time
Police Tear gas replacement 10,000 Update all old outdated tear gas, etc in dept. One-time
Police Storage Cubicles 7,500 Additional storage for patrol officer's added required equipment One-time
PW(Facilities) Training Course $2,000 Certification training in building maintenance for staff On-going
PW(Facilities) CAD Drawings $3,000 Vendor would convert building plans to electronic format On-going
PW(Facilities) Arc Flash Protection $6,000 Consultant would analyze all electrical equipment and provide One time
Assessment/Signage proper signage
PW(Facilities) Street Light Poles $6,000 5 replacement poles for potential knockdowns (no poles in stock On-going
currently)
PW(Facilities) 60 chairs for training room $15,000 Existing chairs are old and becoming unsafe(originally from One time
Library after reconstruction)
PW(Facilities) Infrared Camera $7,000 Takes infrared pictures of electrical panels to determine areas of One time
overheating (camera senses heat loss)
PW(Streets) 1 cut-off saw $4,000 Replace the old wacker saw One time
PW(Streets) Plotter $10,000 Used to print maps for street sweeping, storm drain cleaning and One time
sidewalk repairs.Also used for water flushing, maintenance,
sewer cleaning, Wing, repairs, and tracking blockages. Includes
purchase, installation, and training.
PW(Streets) 2 summer help $10,000 The positions would stencil catch basins and paint red curbs On-going
PW(Streets) Cuppola refurbishing $10,000 Refurbishes parking lot J Cuppola including dry rot repairs and One time
painting
City of Burlingame
a
List of Unfunded Items
February 22, 2007
DH Team Approx. One-Time vs.
Deet Priority Item Cost Justification On-aoino Cost
Items over$100,000
City Manager Assistant City Manager 150,000 Professional resource to serve as a community relations resource One-time
with the responsibility to perform Economic Development service
and other community/Council relations.
Finance Sound &AV Improvements for Council 360,000 Sound &AV improvements for public meetings and to improve One-time
Chambers the sound quality of televised meetings
Fire Full-time fire inspector and or staff 135,000 Career development in fire prevention, Admin to assist with Veg On-going
captain Mgmt., project work, support training
Fire 50 SCBA units with spare bottles and 295,000 Replace aging Self-contained breathing apparatus on all fire One-time
test/maintainence equiptment apparatus and vehicles
Parks Cuernavaca playground 180,000 Ada, playstructure. Out of compliance On-going
Planning New Position-Sr. Planner 105,000 Position needed to provide in-house technical support and On-going
supervision of Downtown Specific Plan, draft zoning
implementation and prepare State mandated Housing
Element, programs. Completed by end of 2009
Police High band radio replacement 150,000 Meet legal FCC requirements/replace older equipment One-time
Police Chevy Tahoe Command vehicles 100,000 For use during critical incidents/disaster prep/ETC One-time
Police Patrol vehicle video/audio recorders 100,000 Video recording devices for patrol vehicles (reduction of liability, One-time
etc)
Police Reinstate lost Commander Position 150,000 Add efficiency, management direction, assistance on projects, On-going
etc.
PW (Facilities) New position - Facilities Supervisor $115,000 The position would improve staff supervision and mentoring as On-going
well as provide a needed resource to service Parks Department
structures and electrical needs. It would also save$43,000 in
part-time project manager costs.
PW(Fleet) Emission Control Compliance Retrofit $130,000 There are 13 vehicles needing new emission control compliance One time
devices. The work can be done in two phases, phase 1 is
estimated to be$60,000 and phase 2 is estimated to be $70,000.
• City of Burlingame
BURLI GAME List of unfunded Items
February 22, 2007
DH Team Approx. One-Time vs.
Dept Priority Item Cost Justification On-going Cost
Items between 50,000-100,000
City Manager Part-time resource to serve as 50,000 A part-time resource to serve as an ambassador to help small One time
Business Ambassador businesses interested in locating here or expanding
Fire Telestaff Software 55,000 Reduce workload on staffing officer while ensuring guidelines are One time
met to maintain service level.
Fire 6 Bi-monthly cert classes 75,000 Allows dept. ability to bring FF's in to instruct public On-going
Finance Redesign the Finance/Water office 100,000 Reconfiguration of this area would provide needed space to the One time
including the counter area; the finance/water offices and a centralized counter space would
reception area and the mail/copier provide better customer service for both water and finance
room. customers. The reconfigured copy/mail room would provide a
better work space for City Hall.
Finance/Admin Provide for electrical upgrades and 100,000 More and more departments are requesting technology one-time
Svcs space for the server room. enhancements and IT is finding it difficult to accommodate the
requests due to the limited space and electrical power.
HR Additional .5FTE to closely manage 60,000 Dedicated attention and monitoring of disabilities and safety on-going
workers' compensation claims and program should result in less cost and loss time due to disability.
provide in-house investigative services
Library Create a computer lab where the 50,000 This was planned during the 1997 construction, so could be One-time
compact shelving is now. easily accomplished on the lower level
Library Open up Circulation area, create one 50,000 This would open up the "welcoming" area of the library and One-time
service desk provide circulation & reference at one desk
Library Increase Media Budget 50,000 Media continues to be an important library commodity On-going
Parks Fencing Bayside park 80,000 Old, safety concerns On-going
Parks Renovate Washington Park Picnic Area50,000 New tables, BBQ, ADA
Page 4
City of Burlingame
9DBURLINGAMEList of Unfunded Items
February 22, 2007
DH Team Approx. One-Time vs.
Dept Priority Item Cost Justification On-going Cost
Planning New Position-Sr. Typist Clerk 53,000 Admin. Sec does not have enough hours to prepare packet, On-going
maintain files, serve coni nission and meet legal noticing and
other filing requirements along with staff support/production
activities. Less technical responsibilities would be shifted to
this position.
Police Create a civilian Property Clerk position 55,000 Remove from sworn position. Meet legal standards and add On-going
efficiency
PW(Engineering) New Position-CIP Budget Analyst $80,000 Currently the Senior Engineers and Project Engineers track their On-going
project budgets and prepare budget status summaries. For a CIP
budget of over$81VI annually, it is critical to have a staff Budget
Analyst for preparing project budgets forecasts, tracking
expenditures and advising engineers. This will allow engineers to
focus on the design and construction of projects. An additional
function would be to provide public relations efforts for CIP
project construction.
PW(Engineering) New Position- Permit Technician $70,000 Currently encroachment permits are issued by all employees On-going
from the City Engineer to the Engineering Technician. Without a
dedicated permit technician, there are inefficiencies and permits
are not issued consistently. It is expensive to have higher
salaried employees perform these duties.
PW(Facilities) New Position-Painter $70,000 Position would be utilized for painting as well as preventive On-going
maintenance. A full time position could do 4x the painting which
is needed at all facilities. There would be an offsetting reduction
of$35,000 in the Major Facilities CIP and $20,000 in operating
budget for contract help.
Page 5
City of Burlingame
BVRLINGAME 1 1 1 1__t____ 1 _ _I It _
List of unrundea Items
February 22, 2007
DH Team Approx. One-Time vs.
Dept Priority Item Cost Justification On-going Cost
PW(Fleet) New Position-Mechanic(Conversion $70,000 Over the course of last 2 years vehicles have been added to the On-going
of part time employee to mechanic) fleet including those from Hillsborough. More equipment such as
pump station generators have been added. Also, there are newer
more stringent requirements from Air Quality Control Board and
the County Health Departments for inspections and certifications
which take additional time. A full time position would allow system
preventive maintenance of all the equipment.
PW(Streets) New Position-Maintenance Worker $75,000 Employee would clean parking lots and downtown sidewalks as On-going
well as power washing downtown sidewalks and garbage cans.
Position would save$62k from contract power washing of
sidewalks, garbage cans and parking lots. It will also save$13k
in overtime during the week for early starts.
PW(Streets) New Position-Maintenance Worker $75,000 Additional employee to grind, ramp, and assist with paving and On-going
debris pickup. This will enable the street crew to pave larger
trenches and patches without having to break the sidewalk crew
up to perform these duties.
Page 6