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Agenda Packet - CC - 2019.06.17
City Council City of Burlingame Meeting Agenda - Final BURLINGAME CITY HALL 501 PRIMROSE ROAD BURLINGAME, CA 94010 Council Chambers7:00 PMMonday, June 17, 2019 1. CALL TO ORDER - 7:00 p.m. - Council Chambers 2. PLEDGE OF ALLEGIANCE TO THE FLAG 3. ROLL CALL 4. REPORT OUT FROM CLOSED SESSION 5. UPCOMING EVENTS 6. PRESENTATIONS US Highway 101 Broadway Interchange Caltrans Landscaping Updatea. PresentationAttachments: 7. PUBLIC COMMENTS, NON-AGENDA Members of the public may speak about any item not on the agenda. Members of the public wishing to suggest an item for a future Council agenda may do so during this public comment period. The Ralph M . Brown Act (the State local agency open meeting law) prohibits the City Council from acting on any matter that is not on the agenda. 8. APPROVAL OF CONSENT CALENDAR Consent calendar items are usually approved in a single motion, unless pulled for separate discussion . Any member of the public wishing to comment on an item listed here may do so by submitting a speaker slip for that item in advance of the Council’s consideration of the consent calendar. Adoption of City Council Meeting Minutes for June 3, 2019a. Meeting MinutesAttachments: Page 1 City of Burlingame Printed on 6/13/2019 June 17, 2019City Council Meeting Agenda - Final Adoption of an Ordinance of the City Council of the City of Burlingame Amending Title 25 (Zoning Code) - Code Sections 25.32.030 (Burlingame Avenue Commercial District) and 25.70.090 (Off-Street Parking) of the Burlingame Municipal Code to Allow Commercial Recreation as a Conditional Use in the Burlingame Avenue Commercial (BAC) District b. Staff Report CEQA Resolution Ordinance Zoning Code §§ 25.32.030 & 25.70.090 - Redlines with Amendments Attachments: Adoption of a Resolution Approving a Professional Services Agreement with Wilsey Ham for Engineering Design and Survey Services for the Feasibility Study of Chapin Avenue and Authorizing the City Manager to Execute the Agreement c. Staff Report Resolution Professional Services Agreement Attachments: Adoption of a Resolution Approving a Professional Services Agreement with Carollo Engineers for the Wastewater Treatment Facility Structural Assessment and Design, City Project Nos. 85160, 85170, and 85180, and Authorizing the City Manager to Execute the Agreement d. Staff Report Resolution Professional Services Agreement Attachments: Adoption of a Resolution Approving the Application for the Per Capita Proposition 68 Grant(s) e. Staff Report Resolution Per Capita Grant FAQ's Attachments: Adoption of a Resolution Approving a Memorandum of Understanding between the AFSCME Local 829 Administrative Unit and the City of Burlingame, Authorizing the City Manager to Execute the Memorandum on Behalf of the City, and Approving the City of Burlingame Pay Rates and Ranges (Salary Schedule) f. Staff Report Resolution Tentative Agreements Salary Schedule Attachments: Page 2 City of Burlingame Printed on 6/13/2019 June 17, 2019City Council Meeting Agenda - Final Adoption of a Resolution Authorizing the City Manager to Negotiate and Execute an Amendment to the Professional Services Agreement with Bureau Veritas North America, Inc. for Plan Check and Building Inspection Services for Fiscal Year 2018-2019 to Increase the Contract Amount by $300,000 to Cover Expected Expenses Related to Two Large Construction Projects g. Staff Report Resolution Original Agreement Attachments: Approval of the Donation, Recognition, and Sponsor Policy for the New Community Center Fundraising Campaign h. Staff Report Donation, Recognition, and Sponsor Policy for the New Community Center Fundraising Campaign Pledge Form Attachments: Authorization for the Mayor to Send a Letter to the Metropolitan Transportation Commission and the Association of Bay Area Governments Regarding a Potential Office Space Cap in Burlingame i. Staff Report Futures Round 2 Strategy Details Attachments: Adoption of a Resolution Approving Fiscal Year 2019-20 Personnel Changesj. Staff Report Resolution Environmental Regulatory Compliance Manager Job Classification Attachments: 9. PUBLIC HEARINGS (Public Comment) Public Hearing and Adoption of Resolutions (1) Adopting the FY 2019-20 Operating and Capital Budgets and Authorizing the Finance Director to Assign Uses of Fund Balance Amounts; (2) Approving the Gann Appropriation Limit; and (3) Approving a contribution to the City’s Pension Benefit Trust Account with PARS a. Staff Report Resolution - Budget Resolution - Gann Limit Resolution - PARS Proposed Budget for Fiscal Year 2019-20 Attachments: Page 3 City of Burlingame Printed on 6/13/2019 June 17, 2019City Council Meeting Agenda - Final Adoption of a Resolution Establishing the El Camino Real Underground Utility District 2019-1 b. Staff Report Resolution Utility District Map PG&E Letter Regarding Rule 20A Credits Attachments: Introduction of an Ordinance Amending Appeal Procedures for Denial of Massage Registration Under Chapter 6.39 of the Burlingame Municipal Code c. Staff Report Proposed Ordinance Attachments: 10. STAFF REPORTS AND COMMUNICATIONS (Public Comment) Consideration of Two Appointments to the Library Board of Trusteesa. Staff ReportAttachments: Discussion and Direction Regarding a Temporary Moratorium on Modifications to or Demolition of the Sea Wall on Burlingame’s Bayfront b. Staff ReportAttachments: 11. COUNCIL COMMITTEE AND ACTIVITIES REPORTS AND ANNOUNCEMENTS Councilmembers report on committees and activities and make announcements. Vice Mayor Beach's Committee Reporta. Committee ReportAttachments: 12. FUTURE AGENDA ITEMS 13. ACKNOWLEDGMENTS 14. ADJOURNMENT Notice: Any attendees wishing accommodations for disabilities please contact the City Clerk at (650)558-7203 at least 24 hours before the meeting. A copy of the Agenda Packet is available for public review at the City Clerk's office, City Hall, 501 Primrose Road, from 8:00 a.m. to 5:00 p.m. before the meeting and at the meeting. Visit the City's website at www.burlingame.org. Agendas and minutes are available at this site. NEXT CITY COUNCIL MEETING - Next regular City Council Meeting Monday, July 1, 2019 VIEW REGULAR COUNCIL MEETING ONLINE www.burlingame.org/video Page 4 City of Burlingame Printed on 6/13/2019 June 17, 2019City Council Meeting Agenda - Final Any writings or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection at the Water Office counter at City Hall at 501 Primrose Road during normal business hours. Page 5 City of Burlingame Printed on 6/13/2019 Burlingame City Council | June 17, 2019 US Highway 101 Broadway Interchange Caltrans Landscaping Update OVERVIEW Background Proposed Project Concept Project Costs Next Steps BACKGROUND The Broadway Interchange Project had two distinct landscaping components Landscaping in Burlingame’s right-of- way (completed as part of Broadway I/C Project); and Landscaping in Caltrans’ right-of- way. BACKGROUND Landscaping in Burlingame’s ROW and Remaining Work BACKGROUND Landscaping in Burlingame’s right-of-way BACKGROUND Landscaping in Burlingame’s right-of-way BACKGROUND Landscaping in Burlingame’s right-of-way BACKGROUND Landscaping development in Caltrans’ right-of-way Issues related to landscape project development Timing of Project Development Funding BACKGROUND Issues related to landscape project development Separate landscape contract •Following the completion of roadway construction •3-year plant establishment Caltrans Drought Action Plan (Feb 2014) •Deferred highway planting work Construction Saving •Proceed after obligated costs are fulfilled BACKGROUND Timing of Project Development 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Roadway Construction(1-year plant establishment in City ROW) Roadway Construction Completed, Oct 2017 City Plant Establishment Completed/Project Accepted Oct 2018 Begin Conceptual Design, Oct 2018 Caltrans Accepted Design Intent Jan 2019 Begin Final Design May 2019 Land- scape Design Hwy Planting Complete Final Design March/April 2020Began Roadway Construction Sep 2014 Advertise for Construction Summer 2020 LANDSCAPE CONCEPT Design Approach Type of plants, landscaping arrangement and number of trees Benefits Acceptance Caltrans acceptance of the design intent City staff review of design intent and input LANDSCAPE CONCEPT LANDSCAPE CONCEPT ESTIMATED PROJECT COSTS Costs and Funding for landscape Design (Plan Specification & Estimate) Highway Planting and Plant Establishment Construction Support & Admin Contingency (10%) TOTAL: Estimated Costs $410,000 –$760,000 $1,200,000 $570,000 -$750,000 $240,000 -$270,000 $2.4 –$2.9 million Funding Source: Measure A Funds $1.9 million NEXT STEPS Project Schedule Completion of plans and specifications (Spring 2020) Advertise and Award Construction Contract (Summer 2020) Construction (Summer/Fall 2020 – Summer/Fall 2021) Plant Establishment Period (Summer/Fall 2024) Agenda Item 8a Meeting Date: 06/17/19 Burlingame City Council June 3, 2019 Unapproved Minutes 1 BURLINGAME CITY COUNCIL Unapproved Minutes Regular Meeting on June 3, 2019 STUDY SESSION (6:00 P.M.) a. HISTORIC RESOURCE EVALUATIONS CDD Gardiner explained that during the process of updating the General Plan, the City considered policies intended to address historic resources. He stated that the purpose of the policies would be to promote preservation and identify and evaluate potentially historic resources as part of the development and environmental review process. He noted that the City routinely receives questions about whether a property contains historic resources. CDD Gardiner discussed the linkage between the California Environmental Quality Act (“CEQA”) and historic resource programs. He explained that CEQA requires the City to determine the impact of a proposed project upon environmental resources; historic/cultural resources are among the numerous categories subject to evaluation. He explained that smaller projects usually qualify for a categorical exemption under CEQA if the property doesn’t include: hazardous waste site, slopes greater than 20%, or historical resources. CDD Gardiner discussed the City’s current historic resource policies. He explained that in 2014, the City adopted a historic resource ordinance that only applies to properties located within the Downtown Specific Plan area. He explained that the Downtown Specific Plan includes a comprehensive historic resources inventory that evaluated all properties within the planning area. Additionally, the City has undertaken historic evaluations in the Burlingame Park neighborhood. He noted that in Burlingame Park, there have been 46 evaluations, with seven sites deemed eligible for historic status. CDD Gardiner explained that generally the minimum threshold to trigger an evaluation is if the structure is 50 years old. He noted that the 50-year threshold doesn’t alone designate historic status or trigger an evaluation. Instead the 50-year threshold acts as an age qualifier. CDD Gardiner explained that staff reviewed neighboring cities’ approaches to determining potential historic resources. CDD Gardiner explained that San Mateo undertook surveys in its oldest neighborhoods and not citywide. He added that San Mateo requires evaluations to be done in conjunction with new developments in order to analyze impacts on potentially historic structures. He explained that San Mateo conducts initial screenings, Agenda Item 8a Meeting Date: 06/17/19 Burlingame City Council June 3, 2019 Unapproved Minutes 2 and if staff determines that the property is potentially historic, then an independent consultant is asked to evaluate the property. CDD Gardiner explained that Hillsborough undertook a survey in the 1990s, but it was never officially adopted. He stated that Hillsborough screens 50-year old and older properties by reviewing whether it was a known architect, if it is a good example of a specific architectural style, or if a known event happened or person resided at the property. He explained that if the property contains any of those elements, the site would be referred to a consultant to determine if it is a historic resource. CDD Gardiner explained that Palo Alto conducted a robust citywide survey of all structures built in or before 1947. He stated that based on this survey, an inventory was created that deems properties eligible for historic status. He noted that properties on this list go through a separate process. Councilmember Brownrigg asked what year Palo Alto conducted the survey. CDD Gardiner stated that he believed it was in 1997, at the 50-year threshold. CDD Gardiner explained that Mountain View conducted a citywide survey. He stated that in addition, Mountain View created a local register. Properties are either voluntarily placed on the register by the owner or nominated by the City Council. He noted that incentives are available to the owner of a registered property, and modifications or demolitions of a registered property require a historic preservation permit. CDD Gardiner discussed historic resource program options. He explained that currently, the City’s historic resource preservation program only covers the Downtown Specific Plan area. He stated that this program could be expanded to other areas including Burlingame Park, where properties have been evaluated but can’t reap the benefits of a historic preservation program. He explained that there are several incentives open to properties included in a historic preservation program including: • Flexible land use standards to allow the adaptive reuse of identified historical buildings • Promotion of the use of the State Historic Building Code to facilitate the reuse and conversion of historical buildings to alternative use • Financial incentives such as the Mills Act, Federal Historic Tax Incentives, and the Federal Historic Preservation Tax Credit program CDD Gardiner explained that if the Council decided to expand the historic preservation program, the City would need to develop a process for nominating properties. For example, the City could utilize Mountain View’s approach, where properties are either voluntarily placed on the register by the owner or are nominated by the City Council. Vice Mayor Beach asked how the cities surveyed maintain and update their inventory of historic properties. CDD Gardiner stated that he would need to get back to Council with more information. Councilmember Keighran stated that there were 46 evaluations done in Burlingame Park and seven were determined to be eligible. She asked what the criteria were that made the seven eligible. CDD Gardiner Agenda Item 8a Meeting Date: 06/17/19 Burlingame City Council June 3, 2019 Unapproved Minutes 3 replied that the properties were deemed eligible for historic status because they either met the criteria of a known event or person residing at the site or because they were good examples of an architectural style. Councilmember Keighran asked if any of the seven properties had gone to the Planning Commission with a proposed remodel. CDD Gardiner replied that six of the properties had projects that went to the Planning Commission. He added that the projects are reviewed using the Secretary of Interior’s standards for historic preservation. Councilmember Keighran asked if the current practice in the City is to review any property over 50 years old that is brought to the City’s attention regardless of the person’s connection to the property (owner or neighbor). CDD Gardiner replied in the affirmative. Councilmember Keighran asked what the difference is between the City conducting a citywide survey and an individual conducting an independent evaluation of their property. CDD Gardiner explained that if the City conducted a citywide survey, the City would hire a consultant who would create an inventory of properties that are eligible for historic status. He stated that for CEQA purposes, if a property owner wanted to remodel their home and it was on the list, the property would need to be evaluated. Councilmember Keighran asked if she was correct that the citywide survey didn’t give a definitive ruling on whether a property was historic. CDD Gardiner replied in the affirmative. Vice Mayor Beach asked for the average cost of an evaluation. CDD Gardiner stated it is $3,900. Mayor Colson opened the item up for public comment. Megan Baldwin explained that she was in the process of undertaking major renovations to a property in Burlingame until a neighbor wrote to the City about the historic value of the property. She stated that as a result, the City was reviewing the property. She asked that the City create a transparent and uniform process for identifying historic properties. Former Mayor Cathy Baylock discussed her time on the General Plan committee and the group’s general sense of flying in the dark when it came to historic preservation. She suggested extending the historic resource program citywide to make it easier for homeowners to improve their properties. She asked that the Council also review the Broadway Downtown Area as a historical neighborhood. Planning Commission Chair Sandy Comaroto discussed the importance of transparency and the need to identify what is historic in Burlingame. Additionally, she stated that currently there is only one consultant evaluating properties in Burlingame and asked that the City look into obtaining the services of a few more. Mayor Colson closed public comment. Councilmember Ortiz voiced concern about neighbors being able to report on each other and force the need for a historic resources evaluation. He stated that he believed there should be a threshold that a request has Agenda Item 8a Meeting Date: 06/17/19 Burlingame City Council June 3, 2019 Unapproved Minutes 4 to meet prior to the City requiring the homeowner to spend $3,900 on an evaluation. Councilmember Keighran stated that even if the City does a citywide evaluation, it isn’t definitive, and therefore the owner would still need to undertake an evaluation. Vice Mayor Beach discussed the importance of transparency for all parties in this process. She suggested requiring realtors to disclose whether a property may potentially contain historic resources. She added that she was in favor of extending the historic resource program citywide. She stated that this would allow homeowners to benefit from State and Federal incentives while encouraging them to preserve historic resources. Vice Mayor Beach stated that she didn’t think a citywide survey would be beneficial to the community. She noted that in Burlingame Park only seven of the 46 homes were deemed historic. Therefore, she voiced concern that a citywide survey would force more properties to undertake an unnecessary historic evaluation. Councilmember Brownrigg asked if he was correct that while the State’s trigger is 50 years, the City could set the threshold at a greater amount. He explained that he didn’t believe that a house built in the 1960s (other than the Eichler neighborhood) would be historic. He asked what the cost would be to set the threshold at a greater amount of time. CDD Gardiner stated that he would need to get back to Council with this information. Councilmember Brownrigg asked if he was correct that currently, the historic incentives are only available to properties in the Downtown Specific Plan area. CDD Gardiner replied in the affirmative. Councilmember Brownrigg asked what the Council had to do to extend the program. City Attorney Kane stated that the ordinance would need to be amended. Councilmember Brownrigg stated that he was in favor of amending the ordinance to extend the program citywide. He explained that he believed positive incentives encourage good action. He added that he was not in favor of a citywide survey as it wouldn’t generate definitive results. City Attorney Kane stated that a benefit of the citywide survey is that it identifies which properties will have a CEQA issue. Councilmember Ortiz asked if an individual could challenge a property being deemed not eligible for historic status in a citywide survey. City Attorney Kane explained that an individual wouldn’t be able to challenge the ineligibility of a property without new evidence to the contrary. Mayor Colson stated that she was in support of a citywide survey. She discussed the transparency that the inventory would create and how it would assist homebuyers and realtors. She added that she was in favor of extending the historic resource program citywide. Councilmember Keighran asked about the financial effect of a property being listed as eligible for historic status. CDD Gardiner stated that he would need to get back to Council with this information. Agenda Item 8a Meeting Date: 06/17/19 Burlingame City Council June 3, 2019 Unapproved Minutes 5 Councilmember Keighran asked if the historic preservation program would be voluntary if extended citywide. City Attorney Kane replied in the affirmative. Councilmember Brownrigg asked that the City conduct public outreach if the historic preservation program is extended. The Council agreed that the historic resource program should be extended citywide. 1. CALL TO ORDER A duly noticed meeting of the Burlingame City Council was held on the above date in the City Hall Council Chambers at 7:00 p.m. 2. PLEDGE OF ALLEGIANCE TO THE FLAG The pledge of allegiance was led Moms Demand Action. 3. ROLL CALL MEMBERS PRESENT: Beach, Brownrigg, Colson, Keighran, Ortiz MEMBERS ABSENT: None 4. REPORT OUT FROM CLOSED SESSION There was no closed session. 5. UPCOMING EVENTS Mayor Colson reviewed the upcoming events taking place in the city. 6. PRESENTATIONS a. PRESENTATION OF THE NINE SPORTS AWARD Recreation Coordinator Nicole Rath stated that the Parks and Recreation Department oversees the middle school sports program with the Burlingame School District. She noted that throughout the academic year, the City offers a variety of sports including flag football, tennis, golf, track and field, and basketball to the students. She stated that the goal is to provide programs that welcome athletes of all skill levels and foster an appreciation and enjoyment of sports. She stated that at the end of each year, the City acknowledges those students who have participated in three sports each year of junior high. Agenda Item 8a Meeting Date: 06/17/19 Burlingame City Council June 3, 2019 Unapproved Minutes 6 Congratulations to Bridget Aggen, Alexander Au, Danny Conway, Jack Fleming, Emily Geraghty, Kyle Haslam, Sofia Husain, Kelsey McDonald, Talia Naghipour, Ellie Neuman, Marco Rice, Giancarlo Gala, James Hurin, Minnoli Raghaven, Nate Sternberg, and Calvin Wagner on receiving the Nine Sports Award. b. PRESENTATION BY THE PARKS AND RECREATION FOUNDATION Parks and Recreation Foundation (“Foundation”) member Randy Schwartz stated that the Foundation is a 100% volunteer non-profit organization. The Foundation’s mission is to raise funds that provide for youth recreation scholarships, new parks, recreation programs, and capital equipment improvements to Burlingame’s parks. Mr. Schwartz utilized a map that identified the locations and improvements that the Foundation had assisted with in the city. The improvements include water bottle refill stations, chess/checkers tables, dog agility equipment, and new tennis benches. He stated that the Foundation’s next project is lighting the bocce ball court. Mr. Schwartz presented the City with a check for $5,000 for youth recreation scholarships. Mayor Colson thanked the Parks and Recreation Foundation for their volunteer work and commitment to bettering the City. Councilmember Brownrigg thanked the Foundation for creating the scholarships to ensure that all can play. c. BROADWAY GRADE SEPARATION UPDATE Caltrain Project Manager Joy Sharma gave a presentation to Council on the Broadway Grade Separation project. Ms. Sharma reviewed the existing conditions of the Broadway intersection. Currently, 92 Caltrain trains go through the intersection every weekday. Once electrification is completed these numbers are expected to increase. Additionally, as of 2014, the average daily vehicle count for Broadway was 28,049. The Broadway intersection is currently ranked the highest on the CPUC’s Grade Separation Priority List. Ms. Sharma discussed the project goals for the Broadway Grade Separation: 1. Enhance east-west connectivity 2. Enhance safety for motorists, bicyclists, and pedestrians 3. Improve customer experience with new station 4. Improve traffic flow and reduce delays 5. Reduce automobile congestion and emissions 6. Improve efficiency of rail operations Ms. Sharma discussed the scope of the Broadway Grade Separation: Agenda Item 8a Meeting Date: 06/17/19 Burlingame City Council June 3, 2019 Unapproved Minutes 7 1. Railroad to be partially elevated and adjacent roadways (Broadway, Carolan and California) to be partially lowered 2. New station with center board platform, ramp and stair access 3. Station parking on east side of tracks with access to/from Carolan Avenue 4. Two shoofly tracks east of the existing mainline 5. Ped/bike crossings at Broadway, Carmelita, and Morell Avenue Councilmember Brownrigg asked about the slope of the grade separation. Ms. Sharma stated that it is 1%. Councilmember Brownrigg stated that he thought it was going to be 2%. DPW Murtuza explained that staff had advanced that idea, but the Caltrain engineers had expressed concern about a 2% slope. Ms. Sharma showed an overhead and a 3D view of the Broadway Station. DPW Murtuza stated that these images are conceptual as the project is in the early stages of design. Vice Mayor Beach stated that she was happy that there was a lot of consideration for pedestrian and bicycle pass-throughs. She asked that BPAC be consulted on this project. Vice Mayor Beach asked why the Carmelita bicycle pass-through doesn’t syn c with the traffic light and the crosswalk. Ms. Sharma explained that the platform at the Broadway Station is 875 feet long, and with the addition of the necessary ramps at the ends, it wouldn’t be possible to sync the pass-through. Vice Mayor Beach asked if the platform length had increased to accommodate future Caltrain trains that would have more cars. Ms. Sharma replied in the affirmative. Vice Mayor Beach stated that if high speed rail is approved, the City could have trains going through at speeds of 110 mph. She asked if the Broadway Station platform was designed with safety aspects for these new speeds. Ms. Sharma stated that the station is designed for 90 mph, and staff would review the safety requirements for high speed rail. Ms. Sharma reviewed the two parking lot options for the Broadway Station. She noted that in both options, the parking lot would be located along Carolan Avenue. In the first option, there would be 90 angled parking spaces, utilizing both sides of the lot. She stated that in this design, there would be no sidewalk along the train tracks side of Carolan Avenue. Additionally, the driving aisle—the lane between the angled parking spaces—would be 19 feet wide. Mayor Colson stated that this option would need to include bollards between the parking lot and the road to protect pedestrians. Councilmember Keighran asked what the width of the drive aisle is at the current Caltrain parking lot. DPW Murtuza stated that he believed it is wider than the proposed option. Agenda Item 8a Meeting Date: 06/17/19 Burlingame City Council June 3, 2019 Unapproved Minutes 8 Ms. Sharma stated that the main concern with the 19-foot wide drive aisle is pedestrian and bicyclist access. Ms. Sharma stated that the second option has 60 perpendicular parking spaces that are only on one side of the lot. She stated that this option includes ramp and stair access and has a 24-foot wide drive aisle. Additionally, this option maintains the sidewalk on Carolan Avenue. Councilmember Brownrigg asked how high the wall is between the parking lot and platform. Ms. Sharma replied that it is 15 feet. Vice Mayor Beach voiced support for the second option. She noted that in the future there would be a greater need for ride-share drop off zones versus static parking. She encouraged the City to think of this station as a neighborhood station that commuters would walk or bike to. She asked that the design include separately marked pathways in the pass-throughs for bicycles and pedestrians. Ms. Sharma discussed the project timeline: Description Start Finish Project Study Report January 2014 January 2017 Preliminary Engineering/ Environmental Review March 2017 October 2019 Final Design November 2019 November 2021 Right of Way/Utilities November 2020 November 2022 IFB Award December 2022 June 2023 Construction July 2023 July 2026 She stated that the predicted total cost of the project is $326,690,000. Vice Mayor Beach stated that this is four times the cost of the Broadway Interchange project. She asked if the City could find the funding sooner, could the project timeline be sped up. She stated that with Caltrain electrification projected to be completed in 2022, she would like to see this project completed closer to that date. Ms. Sharma stated that the timeline is based on receiving funding as each portion of the project is completed. Ms. Sharma stated that this project is significantly more expensive than the grade separations in San Bruno and at 25th Avenue. She explained that this was due to: • Construction after electrification • Major right-of-way needs • Relocation of utilities • Shoofly track construction • Wetlands, creeks, and culverts • Price escalation/bidding climate Agenda Item 8a Meeting Date: 06/17/19 Burlingame City Council June 3, 2019 Unapproved Minutes 9 • 2025 construction mid-point Ms. Sharma discussed the proposed funding plan for the project. • Burlingame - $15 million • Measure A - $121.7 million • Measure W - $15 million • Regional (OBAG 2) - $15 million • State - $95 million • Federal - $65 million Ms. Sharma discussed the next steps: • Refine station platform location, parking lot, and roadway configuration • Finalize the preliminary engineering and environmental clearance phase • Obtain funding for final design • Advertise and award final design contract • Right-of-way acquisition • Construction DPW Murtuza noted that on Thursday, Caltrain would be making this presentation to the San Mateo County Transportation Authority. He noted that the Mayor wrote a letter to the Board requesting $18.3 million for the next phase in the project. Councilmember Ortiz discussed the necessity of grade separation at Oak Grove. He asked if it made more sense to undertake this as one project (Oak Grove and Broadway) as the tracks would need to be elevated at the same level. DPW Murtuza stated that staff is still reviewing grade separation at Oak Grove. Councilmember Keighran asked if the City and Caltrain are assuming that the requested funding, as outlined, will be granted. DPW Murtuza replied in the affirmative. Councilmember Keighran asked how realistic it was that the City will receive this funding. Ms. Sharma stated that the City and Caltrain are working on funding and reaching out to different resources. Councilmember Keighran explained that she believed the safety aspect of the Broadway intersection was the main issue that the City and Caltrain should stress when requesting funding. DPW Murtuza replied in the affirmative. He added that the City is contacting State and Federal lobbyists to assist with this project. Councilmember Keighran stated that the City should utilize videos of how the intersection works (drivers, pedestrians, and cyclists getting stuck on the tracks) in its bid for funds. DPW Murtuza replied in the affirmative. Councilmember Brownrigg stated that he finds the design to be deeply troubling. He noted that he has been in favor of grade separation at Broadway for as long as it has been an option. He explained that his concern Agenda Item 8a Meeting Date: 06/17/19 Burlingame City Council June 3, 2019 Unapproved Minutes 10 was with the 875-foot platform, the 15-foot wall, and the slope of the separation that ends at Oak Grove. He thought the design was going to be unsettling to many citizens. He explained that if Caltrain’s future forecast predicts lower ridership out of the Broadway Station, it might make more sense to not reopen this station. Vice Mayor Beach stated that the project is not in final design phase. She asked when the funding becomes available for the final design phase, how many times TSP, BPAC, and the City Council would have a chance to give input on the design. Ms. Sharma stated that Caltrain is going to conduct a community outreach meeting in August to give the community a chance to comment. Councilmember Brownrigg requested an estimate of the cost of Broadway Grade Separation if the Broadway Station is not reopened. Councilmember Ortiz stated that whether the station is closed the train tracks would still need to be elevated. Councilmember Brownrigg stated that the tracks would come down to the at-grade level much faster if there wasn’t an 875-foot platform at Broadway Station. Councilmember Ortiz stated that eventually everything else is going to be grade separated. Therefore, in the future it will be one elevated track going through Burlingame. Councilmember Keighran stated that the City has been discussing grade separation for a long time and held several community meetings on this project. She stated that one of the things that came out of those meetings is the community’s desire to reopen the Broadway Station. Councilmember Brownrigg stated that he was in favor of grade separation. But the question to him was whether having a train station there that extends the elevation is worth it. Vice Mayor Beach stated that she agrees with Councilmember Keighran. She stated that the design is not final and can be tweaked. She explained that the City needs to look 20-30 yea rs into the future and what the needs of the community will be. She discussed the General Plan and the creation of housing around the Broadway Station and stated that it was essential that this station reopen. Vice Mayor Beach discussed funding the Broadway Grade Separation. She stated that the project is in the Measure A pipeline and that the State is aware of the need for this project. Mayor Colson agreed with Vice Mayor Beach on the importance of reopening Broadway Station as part of the City’s updated General Plan. She added that the aesthetics of the station can be further refined. Mayor Colson thanked Caltrain for the presentation. d. CALTRAIN BUSINESS PLAN Agenda Item 8a Meeting Date: 06/17/19 Burlingame City Council June 3, 2019 Unapproved Minutes 11 Caltrain representative Sebastian Petty presented the Caltrain Business Plan. He explained that the Business Plan addresses the future potential of the railroad over the next 20-30 years. The plan assesses the benefits, impacts, and costs of different service visions, and a plan for implementation. He explained that the plan allows the community and stakeholders to engage in developing a more certain, achievable, and financially feasible future for the railroad based on local, regional, and statewide needs. Mr. Petty discussed what the Caltrain Business Plan covers: • Service – number of trains, frequency of service, number of people riding the trains, infrastructure needs to support the different service levels • Business Case – value from investments (past, present, and future), infrastructure and operating costs, potential sources of revenue • Community Interface – benefits and impacts to surrounding communities, corridor management strategies and consensus building, equity considerations • Organization – organizational structure at Caltrain including governance and delivery approaches, funding mechanisms to support future service Mr. Petty stated that Caltrain is undertaking this project by first looking at the big picture and then working backwards. He noted that later this summer, Caltrain will be asking its Board to adopt Caltrain’s 2040 Vision. Mr. Petty noted that Caltrain is in the process of electrification and has made a commitment to high speed rail. He stated that by 2040, the corridor is expected to add 1.2 million people and jobs within two miles of Caltrain tracks. This is a 40% increase. He reviewed the major transit investments that are planned to further connect the corridor by 2040 including BART to San Jose. Mr. Petty stated that in looking at the 2040 vision, Caltrain reviewed the potential long-term demand for trains. He explained that using Plan Bay Area numbers for projected growth in jobs and housing, an unconstrained model run of high frequency, all-day BART-like service in the Caltrain corridor suggests that by 2040 there could be underlying demand for approximately 240,000 daily trips on the system. He noted that the current demand is 62,000. Mr. Petty stated Caltrain has developed three different options on Caltrain growth. Mr. Petty stated that the first option Caltrain looked at was baseline growth. Under this option there would be 10 trains per hour of which six are Caltrain and four are high speed rail. He noted that all the Caltrain trains would operate in a skip-stop pattern. Councilmember Brownrigg asked what would happen if high speed rail doesn’t happen. Mr. Petty stated that Caltrain would then have the option to increase trains and/or stops. Agenda Item 8a Meeting Date: 06/17/19 Burlingame City Council June 3, 2019 Unapproved Minutes 12 Mr. Petty stated that the second option was moderate growth. Under this option there would be a total of 12 trains per hour during peak hours (eight Caltrain and four high speed rail). Additionally, he stated that under this option: • The majority of stations are served by four trains per hour, but Mid-Peninsula stations are serviced with two trains per hour in a skip stop pattern • Express line serving major markets – some stations receive eight trains per hour • Timed local/express transfer at Redwood City Mr. Petty state that the third option was high growth. Under this option there would be 16 trains per hour during peak hours (12 Caltrain and four high speed rail). Additionally, he stated that under this option: • Nearly complete local stop service – almost all stations receiving at least four trains per hour • Two express lines serving major markets - many stations receive eight or 12 trains per hour Mr. Petty next discussed ridership projections. He noted that with baseline growth, Caltrain would experience demand of up to 161,000 daily riders by 2040. The moderate and high growth options would increase demand to 185,000 and 207,000 riders, respectively. He compared the different levels of growth in ridership to the number of lanes of traffic on the highway: • Baseline growth – 6,400 additional riders during peak hours – four lanes of traffic • Moderate growth – 7,500 additional riders during peak hours – five and one-half lanes of traffic • High growth – 11,000 additional riders during peak hours – eight and one-half lanes of traffic Mr. Petty discussed grade separation as a critical investment for Caltrain. He noted that there are 42 at-grade crossings on the corridor between San Francisco and San Jose. He explained that currently, during a typical weekday, Caltrain’s at-grade crossings are traversed by approximately 400,000 cars. This is equivalent to the combined traffic volumes on the Bay Bridge and San Mateo Bridge. He stated that Caltrain’s Business Plan team estimates that the total need for investment in grade separations is between $8.5 and $11 billion. Mr. Petty reviewed Caltrain’s next steps for grade separation are: • Incorporate grade separation investments into Business Plan financial and funding analysis • Develop corridor wide grade separation strategy addressing topics like risk assessment and prioritization factors, construction standards and methods, project coordination and sequencing, community resourcing and organizing, and funding analysis and strategy Mr. Petty discussed the Broadway Station. He explained that the number of Mid-Peninsula stations and their proximity to one another is a challenge to running more trains. He stated that Caltrain made a promise to restore service to Broadway when electrification is completed. However, by reopening Broadway, Caltrain will have to split stops between the two Burlingame stations. Therefore, instead of a train stopping at one station every 15 minutes, the two stations will each have trains stopping every 30 minutes. Mr. Petty discussed what the different level of train service would mean for gate down times during peak morning hours. He stated that for Broadway, the existing gate down time is eight minutes and with the three Agenda Item 8a Meeting Date: 06/17/19 Burlingame City Council June 3, 2019 Unapproved Minutes 13 options of growth it could increase to 14 to 22 minutes. He stated that this is a major factor regarding the necessity of grade separation. Mr. Petty discussed the next steps of the project. He stated that upon Board approval, Caltrain will develop a detailed plan concerning: • Near and mid-term service planning • First and last mile analysis • Additional organizational analysis • Funding analysis including commercial revenue strategies and potential new sources of funding Mr. Petty stated that if the public was interested in learning more about Caltrain’s 2040 Vision, they can go to: www.caltrain2040.org. Vice Mayor Beach stated that in reviewing the different options, the only meaningful change (besides reopening Broadway) is the 30-minute headway times between trains. She explained that she has learned that the Caltrain trains are the most crowded between Burlingame Station and Millbrae. She stated that she believes there will be an increased demand for train access in Burlingame based on the population growth and the updated General Plan. She explained that the City is depending on rail to assist with housing and transit needs. She asked Caltrain to take this into consideration in order to bring as much service as possible into Burlingame. Councilmember Ortiz stated that he appreciated the fact that Caltrain is looking at grade separation because 12 trains per hour will cause major traffic issues. Councilmember Brownrigg stated that he felt that maybe what was best for commuters was to close the Burlingame Station in favor of Broadway. He noted that he thought commuters would rather have a train coming every 15 minutes than a train closer to them. Councilmember Keighran agreed with Councilmember Brownrigg. She added that the Broadway Station was going to be increasingly important as a result of the planned housing in that area. Mayor Colson noted that this is an example of why housing and transportation policies can’t be linked. She added that it is also why it’s important that there is local control on issues of housing and transportation. Mayor Colson thanked Mr. Petty for his presentation. 7. PUBLIC COMMENT There was no public comment. 8. CONSENT CALENDAR Agenda Item 8a Meeting Date: 06/17/19 Burlingame City Council June 3, 2019 Unapproved Minutes 14 Mayor Colson asked the Councilmembers and the public if they wished to remove any item from the Consent Calendar. HIP Housing representative Laura Fanucchi pulled item 8h. Councilmember Keighran pulled 8g. Councilmember Brownrigg pulled 8b and 8e. Councilmember Ortiz made a motion to approve 8a, 8c, 8d, 8f, and 8i (item 8j was previously and separately adopted) seconded by Vice Mayor Beach. The motion passed by voice vote, 5-0. a. APPROVAL OF CITY COUNCIL MEETING MINUTES FOR MAY 20, 2019 City Clerk Hassel-Shearer requested Council adopt the City Council Meeting Minutes for May 20, 2019. b. ADOPTION OF AN ORDINANCE TO AMEND CHAPTER 13.20.010 OF THE BURLINGAME MUNICIPAL CODE TO ADD STOP SIGNS AT VARIOUS LOCATIONS IN THE CITY Councilmember Brownrigg asked that when the Council committee on City Hall Modernization and Safety Improvements meet, they investigate turning the intersection in front of City Hall into a roundabout. Mayor Colson and Councilmember Ortiz agreed that this needed to be investigated. Mayor Colson opened the item up for public comment. No one spoke. Councilmember Brownrigg made a motion to adopt Ordinance Number 1965; seconded by Councilmember Keighran. The motion passed unanimously by voice vote, 5-0. c. ADOPTION OF A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH THE PENINSULA CONFLICT RESOLUTION CENTER FOR DISPUTE RESOLUTION SERVICES City Manager Goldman requested Council adopt Resolution Number 60-2019. d. ADOPTION OF A RESOLUTION APPROVING AND AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH THE BURLINGAME CHAMBER OF COMMERCE TO PROVIDE INFORMATION AND PROMOTION SERVICES IN FISCAL YEAR 2019-2020 City Manager Goldman requested Council adopt Resolution Number 61-2019. e. ADOPTION OF A RESOLUTION APPROVING A PROFESSIONAL SERVICES AGREEMENT WITH BKF FOR ENGINEERING DESIGN SERVICES RELATED TO THE OLD BAYSHORE HIGHWAY CORRIDOR STUDY, CITY PROJECT NO. 85490 AND AUTHORIZING THE CITY MANAGER TO EXECUTE THE AGREEMENT Agenda Item 8a Meeting Date: 06/17/19 Burlingame City Council June 3, 2019 Unapproved Minutes 15 Councilmember Brownrigg suggested renaming Old Bayshore Highway to Airport Boulevard. He explained that this way the City will have a single continuous road with one name. Councilmember Brownrigg stated that this project covers the Bayside Trail and the roadway. He noted that because this area wasn’t residential, he didn’t see the same need for extensive public outreach. Therefore, he suggested speeding the process up, by decreasing the public outreach from three meetings to two. Vice Mayor Beach stated that the City has several highly engaged groups including TSP, BPAC, businesses and commuters, whom she believed would be interested in this project. She explained that this project would need input from those who work on the bayfront or commute through this area. She stated that the City should maintain the suggested level of public outreach. Councilmember Keighran and Councilmember Ortiz voiced their agreement with Vice Mayor Beach. Mayor Colson opened the item up for public comment. No one spoke. Councilmember Brownrigg stated that he wanted the consultants to present the public with proposals. Councilmember Brownrigg made a motion to adopt Resolution Number 62-2019; seconded by Councilmember Ortiz. The motion passed unanimously by voice vote, 5-0. f. ADOPTION OF A RESOLUTION AUTHORIZING THE CITY MANAGER TO AMEND THE AGREEMENT WITH ALL CITY MANAGEMENT SERVES (ACMS) FOR CROSSING GUARD SERVICES Police Chief Matteucci requested Council adopt Resolution Number 63-2019. g. ADOPTION OF RESOLUTIONS AUATHORIZING THE CITY MANAGER TO ENTER INTO A SERVICE AGREEMENT WITH ON-CAMERA PRODUCTIONS FOR VIDEO COVERAGE OF CITY COUNCIL, PLANNING COMMISSION, AND TRAFFIC, SAFETY & PARKING COMMISSION MEETINGS Councilmember Keighran discussed acquiring closed captions for City taped meetings. City Clerk Hassel- Shearer stated that she would work with Granicus on this feature and research what other cities used. Mayor Colson opened the item up for public comment. No one spoke. Councilmember Keighran made a motion to adopt Resolution Number 64-2019; seconded by Councilmember Ortiz. The motion passed unanimously by voice vote, 5-0. h. ADOPTION OF A RESOLUTION APPROVING THE ALLOCATION OF FUNDING FOR COMMUNITY SERVICE ORGANIZATIONS FOR FISCAL YEAR 2019-20 Agenda Item 8a Meeting Date: 06/17/19 Burlingame City Council June 3, 2019 Unapproved Minutes 16 HIP Housing representative Laura Fanucchi thanked the Council for their support of HIP Housing. She stated that HIP Housing is celebrating its 40th anniversary of its Home Sharing program on Thursday. She noted that HIP Housing continues to conduct outreach in Burlingame and has seen a 40% increase in individuals requesting services/assistance in the community. Ms. Fanucchi discussed HIP Housing’s work with the County Office of Education in creating a web portal that will help employees navigate the housing resources in the community. Additionally, HIP Housing is conducting outreach activities with San Mateo County employees. Mayor Colson opened the item up for public comment. No one spoke. Councilmember Brownrigg made a motion to adopt Resolution Number 65-2019; seconded by Councilmember Keighran. The motion passed unanimously by voice vote, 5-0. i. APPROVAL OF OUT-OF-STATE TRAVEL FOR THE DIRECTOR OF PUBLIC WORKS DPW Murtuza requested Council approve his out-of-state travel. j. ADOPTION OF A PROCLAMATION DECLARING THE FIRST FRIDAY IN JUNE TO BE NATIONAL GUN VIOLENCE AWARENESS DAY Mayor Colson moved this item up on the agenda to after item 6c. Moms Demand Action representative Karen thanked the City Council for proclaiming Friday, June 7, 2019 “National Gun Violence Awareness Day.” She explained that on June 7, Moms Demand Action is asking people to wear orange to honor the lives of victims of gun violence. She discussed the statistics of gun violence and the need for more action on the matter. Mayor Colson read the proclamation. Mayor Colson opened public comment. No one spoke. Councilmember Ortiz made a motion to adopt the proclamation declaring the first Friday in June to be National Gun Violence Awareness Day; seconded by Councilmember Brownrigg. The motion passed by voice vote, 4-0-1. (Councilmember Keighran recused herself because of her job with Supervisor Canepa and her work on gun safety policies). 9. PUBLIC HEARINGS a. PUBLIC HEARING TO CONSIDER PROPOSED AMENDMENTS TO TITLE 25, CODE SECTIONS 25.32.030 (BURLINGAME AVENUE COMMERCIAL DISTRICT) AND 25.70.090 (OFF-STREET PARKING) TO ALLOW COMMERCIAL RECREATION AS A CONDITIONAL USE IN THE BURLINGAME AVENUE COMMERCIAL (BAC) DISTRICT Agenda Item 8a Meeting Date: 06/17/19 Burlingame City Council June 3, 2019 Unapproved Minutes 17 CDD Gardiner stated that based on Council direction at the May 20th meeting, the proposed ordinance has been amended to reflect the Council’s request for flexibility regarding window treatments. The language of the proposed ordinance now states: 1. Active visible uses including retail, waiting/reception or lounge areas associated with the business shall be provided along the business frontage abutting the sidewalk; and 2. Clear storefront glass is preferred, however obscured glass and/or window treatments are subject to review by the Planning Commission. Mayor Colson asked the City Clerk to read the title of the proposed ordinance. City Clerk Hassel-Shearer read the title of the proposed ordinance. Councilmember Keighran made a motion to waive further reading and introduce the ordinance; seconded by Councilmember Ortiz. The motion passed unanimously by voice vote, 5-0. Mayor Colson opened the public hearing. No one spoke. Mayor Colson asked the City Clerk to publish notice of the proposed adoption of the ordinance on the June 17, 2019 City Council agenda. 10. STAFF REPORTS a. APPROVAL OF REVISIONS TO INVESTMENT POLICY FOR FISCAL YEAR 2019-20 Finance Director Augustine stated that the investment policy is reviewed on an annual basis to ensure that it complies with the California Government Code’s regulation of the investment of public funds. She explained that PFM, the City’s financial investment consultant, recommended a clarification to the language related to asset-backed securities. She stated that the clarification shows the various requirements for inclusion of these securities in the City’s portfolio. PFM also recommended eliminating the requirement that the issuer have a grade A or better rating as it is irrelevant for this type of security. Mayor Colson opened the item up for public comment. No one spoke. Vice Mayor Beach made a motion to approve the revisions to the Investment Policy for Fiscal Year 2019-20; seconded by Councilmember Ortiz. The motion passed unanimously by voice vote, 5-0. b. ADOPTION OF A RESOLUTION SUSPENDING CUP TIMELINES FOR 778 BURLWAY DURING EVALUATION OF AN ALTERNATIVE DEVELOPMENT PLAN City Attorney Kane stated that since 1985, 778 Burlway has been used for rental car storage. She noted that under the Bayfront Plan, this is a nonconforming use. She explained that Enterprise has a Conditional Use Permit (“CUP”) that has been modified over the years and has been extended several times at the request of the applicant. She stated that in 2016, the Council granted Enterprise a further extension of the CUP. At that Agenda Item 8a Meeting Date: 06/17/19 Burlingame City Council June 3, 2019 Unapproved Minutes 18 time, Enterprise had anticipated moving into the SFO Car Rental facility when it was completed. Accordingly, the City and Enterprise agreed to new timelines as well as escalating payments designed to offset the impacts of the non-conforming use and incentivize redevelopment of the site in a manner consistent with the Bayfront Specific Plan. However, since the CUP was extended in 2016, SFO has decided not to build a consolidated car rental facility. City Attorney Kane explained that due to SFO’s decision, Enterprise has proposed an alternative to the City. The alternative would involve constructing a multi-story garage for car storage on a portion of the site and freeing up a separate portion of the site for possible acquisition and redevelopment by the City. She noted that the City Council held a study session in April, where the Council considered this alternative and gave direction to the Mayor and staff to pursue further discussions. City Attorney Kane stated that Enterprise pointed out that the existing CUP has timeframes that would penalize Enterprise and push development in a different direction. Therefore, the suggestion is to provide a temporary extension to the CUP timelines while the feasibility of an alternative development plan is evaluated. Councilmember Ortiz asked if the CUP is suspended, can the City decide not to go forward with the alternative plan. City Attorney Kane replied in the affirmative. She added that the resolution will only extend the escalating payment deadlines by nine months. She stated that if the Council and Enterprise decide to go with an alternative course of action, they would need to enter into a new agreement. Mayor Colson opened the item up for public comment. No one spoke. Vice Mayor Beach stated that in 2016, the Council’s goal in approving the CUP extension was to ensure that the land was improved, and that the status quo didn’t remain. She noted that it had been stressed that the land was on the Bayfront and needed to be maintained for community benefit. She explained that there are 17 months until any of the milestones or payments begin. Therefore, she felt that there was still meaningful time to keep the current plan in place. Councilmember Brownrigg explained that for Enterprise to pursue the alternative, it would require them to work on architectural drawings and drafting a business plan. Therefore, Enterprise didn’t want to lose time finding an alternative if they really have to find an alternative. Accordingly, since the Council opted to explore this alternative, a nine-month suspension seemed sensible. Councilmember Keighran agreed with Councilmember Brownrigg. She stated that because the Council had recently discussed what the City’s objectives are and Enterprise is working in that direction, she believed the Council needed to give them the benefit of the doubt. She noted that she liked having the set time of nine months. Mayor Colson asked if the extension would cost the City anything. City Attorney Kane stated that there are two sets of payments under the existing CUP. She noted that the annual payment of $36,000 would Agenda Item 8a Meeting Date: 06/17/19 Burlingame City Council June 3, 2019 Unapproved Minutes 19 continue. The other payments are the accelerated payments that are anticipated and will be pushed back. She noted that these payments wouldn’t be extinguished. Mayor Colson stated that the reason the Council put financial incentives into the CUP was to motivate Enterprise to think creatively about how to utilize the property. She explained that she believed that the financial incentives were working. City Attorney Kane noted that the entire term of the CUP isn’t extended, it is only the timeframe of the accelerated payments. Mayor Colson thought this was a good opportunity to come up with a solution that benefits both parties. Councilmember Brownrigg made a motion to adopt Resolution Number 66-2019; seconded by Councilmember Keighran. The motion passed unanimously by voice vote, 5-0. 11. COUNCIL COMMITTEE AND ACTIVITIES REPORTS AND ANNOUNCMENTS a. MAYOR COLSON’S COMMITTEE REPORT b. VICE MAYOR BEACH’S COMMITTEE REPORT 12. FUTURE AGENDA ITEMS There were no future agenda items. 13. ACKNOWLEDGEMENTS The agendas, packets, and meeting minutes for the Planning Commission, Traffic, Safety & Parking Commission, Beautification Commission, Parks and Recreation Commission, and Library Board of Trustees are available online at www.burlingame.org. 14. ADJOURNMENT Mayor Colson adjourned meeting at 9:31 p.m. in memory of Corinne Preston and John Kelly. Respectfully submitted, Meaghan Hassel-Shearer City Clerk 1 STAFF REPORT AGENDA NO: 8b MEETING DATE: June 17, 2019 To: Honorable Mayor and City Council Date: June 17, 2019 From: Kevin Gardiner, Community Development Director – (650) 558-7253 Ruben Hurin, Planning Manager – (650) 558-7256 Kathleen Kane, City Attorney – (650) 558-7204 Subject: Adoption of an Ordinance of the City Council of the City of Burlingame Amending Title 25 (Zoning Code) - Code Sections 25.32.030 (Burlingame Avenue Commercial District) and 25.70.090 (Off-Street Parking) of the Burlingame Municipal Code to Allow Commercial Recreation as a Conditional Use in the Burlingame Avenue Commercial (BAC) District. RECOMMENDATION The City Council should adopt the resolution: A. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME FINDING THAT ADOPTION OF AMENDMENTS TO TITLE 25 (ZONING CODE) – CODE SECTIONS 25.32.030 (BURLINGAME AVENUE COMMERCIAL DISTRICT) AND 25.70.090 (OFF-STREET PARKING) OF THE BURLINGAME MUNICIPAL CODE TO ALLOW COMMERCIAL RECREATION AS A CONDITIONAL USE IN THE BURLINGAME AVENUE COMMERCIAL (BAC) DISTRICT, IS STATUTORILY EXEMPT FROM THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) PURSUANT TO CEQA GUIDELINES SECTION 15305 WHICH EXEMPTS MINOR ALTERATIONS IN LAND USE LIMITATIONS IN AREAS WITH AN AVERAGE SLOPE OF LESS THAN 20%, WHICH DO NOT RESULT IN ANY CHANGES IN LAND USE OR DENSITY. The City Council should adopt the following ordinance: B. AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF BURLINGAME, AMENDING TITLE 25 (ZONING CODE) – CODE SECTIONS 25.32.030 (BURLINGAME AVENUE COMMERCIAL DISTRICT) AND 25.70.090 (OFF- STREET PARKING) OF THE BURLINGAME MUNICIPAL CODE TO ALLOW COMMERCIAL RECREATION AS A CONDITIONAL USE IN THE BURLINGAME AVENUE COMMERCIAL (BAC) DISTRICT. Title 25 – Amendment to Burlingame Avenue Commercial District June 17, 2019 and Off-Street Parking Regulations 2 DISCUSSION The City Council conducted a duly noticed public hearing and discussed the proposed amendments at its regular meeting of June 3, 2019. No changes were requested, and it was scheduled for adoption. The proposed ordinance and a resolution making required findings pursuant to the California Environmental Quality Act (CEQA) is presented to the City Council for adoption at its regular meeting of June 17, 2019. FISCAL IMPACT None. Exhibits: • CEQA Resolution • Ordinance • Zoning Code §§ 25.32.030 & 25.70.090 - Redlines with Amendments RESOLUTION NO. __________ A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME FINDING THAT ADOPTION OF AMENDMENTS TO TITLE 25 (ZONING CODE) – CODE SECTIONS 25.32.030 (BURLINGAME AVENUE COMMERCIAL DISTRICT) AND 25.70.090 (OFF-STREET PARKING) OF THE BURLINGAME MUNICIPAL CODE TO ALLOW COMMERCIAL RECREATION AS A CONDITIONAL USE IN THE BURLINGAME AVENUE COMMERCIAL (BAC) DISTRICT, IS STATUTORILY EXEMPT FROM THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) PURSUANT TO CEQA GUIDELINES SECTION 15305 WHICH EXEMPTS MINOR ALTERATIONS IN LAND USE LIMITATIONS IN AREAS WITH AN AVERAGE SLOPE OF LESS THAN 20%, WHICH DO NOT RESULT IN ANY CHANGES IN LAND USE OR DENSITY THE CITY COUNCIL OF THE CITY OF BURLINGAME hereby finds as follows: Section 1. On November 19, 2018, the City Council of the City of Burlingame directed staff to proceed with preparation of amendments to the land use restrictions allowing commercial recreation as a Conditional Use in the BAC District. Section 2. At its meeting of February 25, 2019, the Planning Commission recommended to the City Council to adopt amendments to Title 25 (Zoning Code) - Code Sections 25.30.030 (Burlingame Avenue Commercial District) and 25.70.090 (Off-Street Parking) of the Burlingame Municipal Code to amend the BAC District and Off-Street Parking regulations to allow commercial recreation through approval of a Conditional Use Permit. Section 4. A public hearing was held on June 3, 2019, in which the City Council introduced an ordinance amending Title 25 (Zoning Code) - Code Sections 25.30.030 (Burlingame Avenue Commercial District) and 25.70.090 (Off-Street Parking) of the Burlingame Municipal Code to amend the BAC District and Off-Street Parking regulations to allow commercial recreation through approval of a Conditional Use Permit. Section 5. The proposed amendments to the zoning code related to allowing commercial recreation through approval of a Conditional Use Permit are Statutorily Exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines section 15305 which exempts minor alterations in land use limitations in areas with an average slope of less than 20%, which do not result in any changes in land use or density. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF BURLINGAME THAT adoption of the amendments to Title 25 (Zoning Code) - Code Sections 25.30.030 (Burlingame Avenue Commercial District) and 25.70.090 (Off-Street Parking) of the Burlingame Municipal Code to amend the BAC District and Off-Street Parking regulations to allow commercial recreation as a conditional use in the Burlingame Avenue Commercial (BAC) District, is Statutorily Exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines section 15305 which exempts minor alterations in land use limitations in areas with an average slope of less than 20%, which do not result in any changes in land use or density. 2 ___________________________________ Donna Colson, Mayor I, MEAGHAN HASSEL-SHEARER, City Clerk of the City of Burlingame, do hereby certify that the foregoing resolution was adopted at a regular meeting of the City Council held on the 17th day of June, 2019 by the following vote: AYES: COUNCILMEMBERS: NOES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: ___________________________________ Meaghan Hassel-Shearer, City Clerk ORDINANCE NO. ____________ AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF BURLINGAME, AMENDING TITLE 25 (ZONING CODE) – CODE SECTIONS 25.30.030 (BURLINGAME AVENUE COMMERCIAL DISTRICT) AND 25.70.090 (OFF-STREET PARKING) OF THE BURLINGAME MUNICIPAL CODE TO ALLOW COMMERCIAL RECREATION AS A CONDITIONAL USE IN THE BURLINGAME AVENUE COMMERCIAL (BAC) DISTRICT The City Council of the City of Burlingame ordains as follows: Division 1. Factual Background WHEREAS, the proposed zoning amendments would allow commercial recreation uses in the Burlingame Avenue Commercial (BAC) District, limited to tenant spaces with frontages on Burlingame Avenue between Primrose Road and El Camino Real, through approval of a Conditional Use Permit and established criteria; as reflected in the amendments to Title 25, Chapter 25.30, Code Section 25.32.030; and WHEREAS, the proposed zoning amendments would add commercial recreation as a use that is exempt from providing off-street parking if such use is located on the first floor and within the parking sector of the Burlingame Downtown Specific Plan; as reflected in the amendments to Title 25, Chapter 25.70, Code Section 25.70.090; and WHEREAS, the proposed amendments to the zoning code are considered minor alterations to land use limitations, which are Categorically Exempt from environmental review pursuant to the California Environmental Quality Act (CEQA), per Section 15305 of the CEQA Guidelines; and WHEREAS, the City Council of the City of Burlingame on November 19, 2018 directed staff to proceed with preparation of amendments to the land use restrictions allowing commercial recreation as a Conditional Use in the BAC District; and WHEREAS, said matters were heard by the Planning Commission of the City of Burlingame on February 25, 2019, at which time it reviewed and considered the staff report and all other written materials and testimony presented at said hearing and recommended to the City Council that it adopt amendments to Title 25 (zoning code) of the Burlingame Municipal Code to amend the BAC District and Off-Street Parking regulations to allow commercial recreation through approval of a Conditional Use Permit; and WHEREAS, said matters were heard by the City Council of the City of Burlingame on April 15, 2019, at which time it reviewed and considered the staff report and all other written materials and testimony presented at said hearing and continued action on the item for further discussions regarding requiring active retail uses at the front of the space and in what form it should be provided. 2 WHEREAS, said matters were heard by the City Council of the City of Burlingame on May 20, 2019, at which time it reviewed and considered the staff report and all other written materials and testimony presented at said hearing and continued action on the item for further discussions regarding allowing more flexibility in the application of the window treatment along the storefront, and that it should be subject to review by Planning Division staff and Planning Commission as part of the Conditional Use Permit. WHEREAS, at its regular meeting of June 3, 2019, the Burlingame City Council introduced an ordinance amending Title 25 (Zoning Code) - Code Sections 25.30.030 (Burlingame Avenue Commercial District) and 25.70.090 (Off-Street Parking) of the Burlingame Municipal Code to amend the BAC District and Off-Street Parking regulations to allow commercial recreation through approval of a Conditional Use Permit. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF BURLINGAME ORDAINS AS FOLLOWS: Division 2. Burlingame Municipal Code Sections 25.32.030 and 25.70.090 are amended and shall be enacted as follows: Chapter 25.32 BAC (BURLINGAME AVENUE COMMERCIAL) DISTRICT REGULATIONS 25.32.030 Conditional uses requiring a conditional use permit. The following are conditional uses requiring a conditional use permit in the BAC District: (a) Instructional classes incidental to retail or service use; (b) Grocery stores and markets; (c) Schools, above or below the first floor only, which operate outside of peak retail hours only; (d) Above the first floor only: (1) Real estate offices, (2) Health services, (3) Financial institutions; (e) Public utility and public service buildings and facilities; (f) Drive-in services or take-out services associated with permitted uses; (g) Food establishments on certain sites, subject to the criteria established in Section 25.32.070; 3 (h) Any building or structure which is more than thirty-five (35) feet in height, up to a maximum building height of fifty-five (55) feet. (i) Commercial recreation use, limited to tenant spaces with frontages on Burlingame Avenue between Primrose Road and El Camino Real, which meet all of the following criteria: (1) Active visible uses including retail, waiting/reception or lounge areas associated with the business, shall be provided along the business frontage abutting the sidewalk; and (2) Clear storefront glass is preferred, however obscured glass and/or window treatments are subject to review by the Planning Commission. Chapter 25.70 OFF-STREET PARKING 25.70.090 Vehicle parking in the parking sector of the Burlingame Downtown Specific Plan. Notwithstanding any other provision of this code, the following shall apply to vehicle parking requirements in the parking sector of the Burlingame Downtown Specific Plan, as shown on the Parking Sector Boundaries Map, Figure 3-3 of the Burlingame Downtown Specific Plan: (a) Retail, personal service, food establishment, and commercial recreation uses located on the first floor within the parking sector shall be exempt from providing off-street parking. Any other uses on the first floor, and all uses above or below the first floor shall provide off-street parking as required by this chapter. (b) Any new development, except reconstruction because of catastrophe or natural disaster, shall provide on-site parking, except that the first floor of such new development in the parking sector shall be exempt from parking requirements if the first floor is used for retail, personal service or food establishment uses. (c) Buildings reconstructed after catastrophe or natural disaster shall be required to provide parking only for the square footage over and above the square footage existing at the time of the disaster. This parking shall be provided on-site. Division 3: If any section, subsection, sentence, clause or phrase of this Ordinance is for any reason held to be invalid, such decision shall not affect the validity of the remaining portions of this Ordinance. The Council declares that it would have adopted the Ordinance and each section, subsection, sentence, clause or phrase thereof, irrespective of the fact that any one or more sections, subsections, sentences, clauses or phrases be declared invalid. Division 4: This Ordinance shall be published in a newspaper of general circulation in accordance with California Government Code Section 36933, published, and circulated in the City of Burlingame, and shall be in full force and effect thirty (30) days after its final passage. 4 _________________________________ Donna Colson, Mayor I, Meaghan Hassel-Shearer, City Clerk of the City of Burlingame, certify that the foregoing ordinance was introduced at a public hearing at a regular meeting of the City Council held on the 3rd day of June, 2019, and adopted thereafter at a regular meeting of the City Council held on the 17th day of June, 2019, by the following vote: AYES: Councilmembers: NOES: Councilmembers: ABSENT: Councilmembers: __________________________________ Meaghan Hassel-Shearer, City Clerk Proposed Amendments 25.32.030 Conditional uses requiring a conditional use permit. The following are conditional uses requiring a conditional use permit in the BAC District: (a) Instructional classes incidental to retail or service use; (b) Grocery stores and markets; (c) Schools, above or below the first floor only, which operate outside of peak retail hours only; (d) Above the first floor only: (1) Real estate offices, (2) Health services, (3) Financial institutions; (e) Public utility and public service buildings and facilities; (f) Drive-in services or take-out services associated with permitted uses; (g) Food establishments on certain sites, subject to the criteria established in Section 25.32.070; (h) Any building or structure which is more than thirty-five (35) feet in height, up to a maximum building height of fifty-five (55) feet. (i) Commercial recreation use, limited to tenant spaces with frontages on Burlingame Avenue between Primrose Road and El Camino Real, which meets all of the following criteria: (1) Active visible uses including retail, waiting/reception or lounge areas associated with the business, shall be provided along the business frontage abutting the sidewalk; and (2) Clear storefront glass is preferred, however obscured glass and/or window treatments are subject to review by the Planning Commission. 25.70.090 Vehicle parking in the parking sector of the Burlingame Downtown Specific Plan. Notwithstanding any other provision of this code, the following shall apply to vehicle parking requirements in the parking sector of the Burlingame Downtown Specific Plan, as shown on the Parking Sector Boundaries Map, Figure 3-3 of the Burlingame Downtown Specific Plan: (a) Retail, personal service, and food establishment, and commercial recreation uses located on the first floor within the parking sector shall be exempt from providing off- street parking. Any other uses on the first floor, and all uses above or below the first floor shall provide off-street parking as required by this chapter. (b) Any new development, except reconstruction because of catastrophe or natural disaster, shall provide on-site parking, except that the first floor of such new development in the parking sector shall be exempt from parking requirements if the first floor is used for retail, personal service or food establishment uses. (c) Buildings reconstructed after catastrophe or natural disaster shall be required to provide parking only for the square footage over and above the square footage existing at the time of the disaster. This parking shall be provided on-site. 1 STAFF REPORT AGENDA NO: 8c MEETING DATE: June 17, 2019 To: Honorable Mayor and City Council Date: June 17, 2019 From: Syed Murtuza, Director of Public Works – (650) 558-7230 Subject: Adoption of a Resolution Approving a Professional Services Agreement with Wilsey Ham for Engineering Design and Survey Services for the Feasibility Study of Chapin Avenue and Authorizing the City Manager to Execute the Agreement RECOMMENDATION Staff recommends that the City Council adopt the attached resolution approving a professional services agreement with Wilsey Ham for engineering design and survey services for the Feasibility Study of Chapin Avenue, City Project No. 85240, in the amount of $106,064, and authorize the City Manager to execute the agreement. BACKGROUND Chapin Avenue is a relatively wide street compared to other downtown City streets, with two driving lanes equal to 44 feet in width and angled parking spaces on each side of the street. This excess width can lead to cars traveling at higher speeds, double parking by vehicles and delivery trucks, and illegal street crossings by pedestrians. This has the combined effect of making the area less appealing and presents concerns for pedestrians, cyclists, and motorists. In addition to traffic safety concerns, there are no storm systems on this segment of Chapin Avenue (between El Camino Real and Primrose Road), and all stormwater runoff flows toward the storm drain inlets on Primrose Road. None of this stormwater runoff is currently treated, so the construction of a stormwater management system on this street would significantly improve the water quality of the runoff from this area. The City of Burlingame is a permittee of the Municipal Regional Stormwater Permit, which requires permittees to achieve specific pollutant load reductions through green infrastructure. In addition, the City contributed to a countywide effort with the City/County Association of Governments and worked with stakeholders to prepare a Stormwater Resource Plan (SRP). The purpose of this plan is to provide detailed analysis of stormwater and dry weather capture projects for the County. Chapin Avenue was selected as a project concept for the SRP. Professional Services Agreement with Wilsey Ham for Engineering Design June 17, 2019 and Survey Services for the Feasibility Study of Chapin Avenue 2 DISCUSSION Staff issued a request for proposals from qualified engineering firms to conduct engineering design and survey studies for Chapin Avenue. Staff reviewed the three proposals received, interviewed the firms, and selected Wilsey Ham as the most qualified firm for the project. Wilsey Ham was identified as the top ranking firm because of their high understanding of the overall project needs, project approach, similar experience, and quality of proposal. Their project team has previously completed successful work for other public agencies for complete streets and green stormwater design, and is familiar with local conditions and City requirements. Staff has negotiated the following scope of professional services with Wilsey Ham in the amount of $106,064, which is also detailed in Exhibit A of the attached agreement: • Perform an evaluation of existing traffic data to determine the current level of vehicle traffic and the future capacity needs; • Prepare traffic calming alternatives that encourage pedestrian and bicycle traffic; • Evaluate stormwater treatment alternatives to improve stormwater runoff; • Determine the right-of-way lines through a boundary survey; • Prepare schematic drawings to show the alternative layouts of curb, sidewalk, parking, and landscaped areas; • Evaluate potential impacts to existing utilities; • Conduct an initial meeting with the community to identify priorities and needs; • Present project alternatives and draft study to the community based issues identified at the first meeting; • Revise the draft study based on community feedback; and • Present revised study and recommendations to City Council. The professional services fee of $106,064 is consistent with industry standards for consultant engineering design and survey services based on the scope and complexity of the project involving public outreach, conceptual and preliminary layouts, and completing a report detailing the recommendations. FISCAL IMPACT Estimated Project Expenditures The following are the estimated costs related to the project development: Traffic Engineering Services $ 106,064 Contingency $ 10,606 Staff Administration $ 5,303 Total $ 121,973 Professional Services Agreement with Wilsey Ham for Engineering Design June 17, 2019 and Survey Services for the Feasibility Study of Chapin Avenue 3 Funding Availability There are adequate funds available in the FY 2018-19 Capital Improvements Program to undertake the Feasibility Study. Exhibits: • Resolution • Professional Services Agreement RESOLUTION NO. _______ A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME APPROVING A PROFESSIONAL SERVICES AGREEMENT WITH WILSEY HAM FOR A FEASIBILITY STUDY OF CHAPIN AVENUE AND AUTHORIZING THE CITY MANAGER TO EXECUTE THE AGREEMENT CITY PROJECT NO. 85240 RESOLVED, by the CITY COUNCIL of the City of Burlingame, California which FINDS, ORDERS and DETERMINES AS FOLLOWS: 1. The public interest and convenience require execution of the agreement cited in the title above. 2. The City Manager is authorized to sign said agreement on behalf of the City of Burlingame. 3. The City Clerk is instructed to attest such signature. _____________________________ Mayor I, Meaghan Hassel Shearer, City Clerk of the City of Burlingame, certify that the foregoing Resolution was introduced at a regular meeting of the City Council held on the 17th day of June, 2019 and was adopted thereafter by the following vote: AYES: COUNCILMEMBERS: NOES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: _____________________________ City Clerk Page 1 of 8 AGREEMENT FOR PROFESSIONAL ENGINEERING DESIGN AND SURVEY SERVICES WITH WILSEY HAM FOR THE FEASIBILITY STUDY OF CHAPIN AVENUE CITY PROJECT NO. 85240 THIS AGREEMENT is entered into this ___________ day of ____________, 2019, by and between the City of Burlingame, State of California, herein called the "City", and Wilsey Ham engaged in providing PROFESSIONAL ENGINEERING DESIGN AND SURVEY services herein called the "Consultant". RECITALS A. The City is considering conducting activities for consultant engineering design and survey services for the Feasbility Study of Chapin Avenue, City Project No. 85240 B. The City desires to engage a professional engineering consultant to provide design and survey services because of Consultant’s experience and qualifications to perform the desired work, described in Exhibit A. C. The Consultant represents and affirms that it is qualified and willing to perform the desired work pursuant to this Agreement. AGREEMENTS NOW, THEREFORE, THE PARTIES HERETO AGREE AS FOLLOWS: 1. Scope of Services. The Consultant shall provide professional engineering services such as collect data, provide topographic surveys, conduct traffic analysis, develop traffic calming alternatives, coordinate meetings with the public and City staff, provide a final feasibility report, and as detailed in “Scope of Services” of the attached Exhibit A of this agreement. 2. Time of Performance. The services of the Consultant are to commence upon the execution of this Agreement with completion of all work by February 28, 2020. 3. Compliance with Laws. The Consultant shall comply with all applicable laws, codes, ordinances, and regulations of governing federal, state and local laws. Page 2 of 8 Consultant represents and warrants to City that it has all licenses, permits, qualifications and approvals of whatsoever nature which are legally required for Consultant to practice its profession. Consultant represents and warrants to City that Consultant shall, at its sole cost and expense, keep in effect or obtain at all times during the term of this Agreement any licenses, permits, and approvals which are legally required for Consultant to practice its profession. Consultant shall maintain a City of Burlingame business license. 4. Sole Responsibility. Consultant shall be responsible for employing or engaging all persons necessary to perform the services under this Agreement. 5. Information/Report Handling. All documents furnished to Consultant by the City and all reports and supportive data prepared by the Consultant under this Agreement are the City's property and shall be delivered to the City upon the completion of Consultant's services or at the City's written request. All reports, information, data, and exhibits prepared or assembled by Consultant in connection with the performance of its services pursuant to this Agreement are confidential until released by the City to the public, and the Consultant shall not make any of these documents or information available to any individual or organization not employed by the Consultant or the City without the written consent of the City before such release. The City acknowledges that the reports to be prepared by the Consultant pursuant to this Agreement are for the purpose of evaluating a defined project, and City's use of the information contained in the repor ts prepared by the Consultant in connection with other projects shall be solely at City's risk, unless Consultant expressly consents to such use in writing. City further agrees that it will not appropriate any methodology or technique of Consultant which is and has been confirmed in writing by Consultant to be a trade secret of Consultant. 6. Compensation. Compensation for Consultant's professional services shall not exceed $106,064; and payment shall be based upon City approval of each task. Billing shall include current period and cumulative expenditures to date and shall be accompanied by a detailed explanation of the work performed by whom at what rate and on what date. Also, plans, specifications, documents or other pertinent materials shall be submitted for City review, even if only in partial or draft form. 7. Availability of Records. Consultant shall maintain the records supporting this billing for not less than three (3) years following completion of the work under this Agreement. Consultant shall make these records available to authorized Page 3 of 8 personnel of the City at the Consultant's offices during business hours upon written request of the City. 8. Project Manager. The Project Manager for the Consultant for the work under this Agreement shall be Jeff Peterson, Principal Engineer. 9. Assignability and Subcontracting. The services to be performed under this Agreement are unique and personal to the Consultant. No portion of these services shall be assigned or subcontracted without the written consent of the City. 10. Notices. Any notice required to be given shall be deemed to be duly and properly given if mailed postage prepaid, and addressed to: To City: Jennifer Lee, Environmental Regulatory Compliance City of Burlingame 501 Primrose Road Burlingame, CA 94010 To Consultant: Jeff Peterson, Principal Engineer Wilsey Ham 3130 La Selva Street, Suite 100 San Mateo, CA 94403 or personally delivered to Consultant to such address or such other address as Consultant designates in writing to City. 11. Independent Contractor. It is understood that the Consultant, in the performance of the work and services agreed to be performed, shall act as and be an independent contractor and not an agent or employee of the City. As an independent contractor he/she shall not obtain any rights to retirement benefits or other benefits which accrue to City employee(s). With prior written consent, the Consultant may perform some obligations under this Agreement by subcontracting, but may not delegate ultimate responsibility for performance or assign or transfer interests under this Agreement. Consultant agrees to testify in any litigation brought regarding the subject of the work to be performed under this Agreement. Consultant shall be compensated for its costs and expenses in preparing for, traveling to, and testifying in such matters at its then current hourly rates of compensation, unless such litigation is Page 4 of 8 brought by Consultant or is based on allegations of Consultant's negligent performance or wrongdoing. 12. Conflict of Interest. Consultant understands that its professional responsibilities is solely to the City. The Consultant has and shall not obtain any holding or interest within the City of Burlingame. Consultant has no business holdings or agreements with any individual member of the Staff or management of the City or its representatives nor shall it enter into any such holdings or agreements. In addition, Consultant warrants that it does not presently and shall not acquire any direct or indirect interest adverse to those of the City in the subject of this Agreement, and it shall immediately disassociate itself from such an interest should it discover it has done so and shall, at the City’s sole discretion, divest itself of such interest. Consultant shall not knowingly and shall take reasonable steps to ensure that it does not employ a person havi ng such an interest in this performance of this Agreement. If after employment of a person, Consultant discovers it has employed a person with a direct or indirect interest that would conflict with its performance of this Agreement, Consultant shall promp tly notify City of this employment relationship, and shall, at the City’s sole discretion, sever any such employment relationship. 13. Equal Employment Opportunity. Consultant warrants that it is an equal opportunity employer and shall comply with applicable regulations governing equal employment opportunity. Neither Consultant nor its subcontractors do and neither shall discriminate against persons employed or seeking employment with them on the basis of age, sex, color, race, marital statu s, sexual orientation, ancestry, physical or mental disability, national origin, religion, or medical condition, unless based upon a bona fide occupational qualification pursuant to the California Fair Employment & Housing Act. 14. Insurance. A. Minimum Scope of Insurance: i. Consultant agrees to have and maintain, for the duration of the contract, General Liability insurance policies insuring him/her and his/her firm to an amount not less than: One million dollars ($1,000,000) combined single limit per occurrence and two million dollars ($2,000,000) aggregate for bodily injury, personal injury and property damage in a form at least as broad as ISO Occurrence Form CG 0001. Page 5 of 8 ii. Consultant agrees to have and maintain for the duration of the contract, an Automobile Liability insurance policy ensuring him/her and his/her staff to an amount not less than one million dollars ($1,000,000) combined single limit per accident for bodily injury and property damage. iii. Consultant agrees to have and maintain, for the duration of the contract, professional liability insurance in amounts not less than two million dollars ($2,000,000) each claim/aggregate sufficient to insure Consultant for professional errors or omissions in the performance of the particular scope of work under this agreement. iv. Any deductibles or self-insured retentions must be declared to and approved by the City. At the option of the City, either: the insurer shall reduce or eliminate such deductibles or self -insured retentions as respects the City, its officers, officials, employees and volunteers; or the Contractor shall procure a bond guaranteeing payment of losses and related investigations, claim administration, and defense expenses. B. General and Automobile Liability Policies: i. The City, its officers, officials, employees and volunteers are to be covered as insured as respects: liability arising out of activities performed by or on behalf of the Consultant; products and completed operations of Consultant, premises owned or used by the Consultant. The endorsement providing this additional insured coverage shall be equal to or broader than ISO Form CG 20 10 11 85 and must cover joint negligence, completed operations, and the acts of subcontractors. This requirement does not apply to the professional liability insurance required for professional errors and omissions. ii. The Consultant's insurance coverage shall be endorsed to be primary insurance as respects the City, its officers, officials, employees and volunteers. Any insurance or self -insurances maintained by the City, its officers, officials, employees or volunteers shall be excess of the Consultant's insurance and shall not contribute with it. Page 6 of 8 iii. Any failure to comply with reporting provisions of the policies shall not affect coverage provided to the City, its officers, officials, employees or volunteers. iv. The Consultant's insurance shall apply separately to each insured against whom a claim is made or suit is brought, except with respect to the limits of the insurer's liability. C. In addition to these policies, Consultant shall have and maintain Workers' Compensation insurance as required by California law. Further, Consultant shall ensure that all subcontractors employed by Consultant provide the required Workers' Compensation insurance for their respective employees. D. All Coverages: Each insurance policy required in this item shall be endorsed to state that coverage shall not be canceled except after thirty (30) days' prior written notice by mail, has been given to the City (10 days for non-payment of premium). Current certification of such insurance shall be kept on file at all times during the term of this agreement with the City Clerk. E. Acceptability of Insurers: Insurance is to be placed with insurers with a Best's rating of no less than A-:VII and authorized to do business in the State of California. F. Verification of Coverage: Upon execution of this Agreement, Contractor shall furnish the City with certificates of insurance and with original endorsements effecting coverage required by this clause. The certificates and endorsements for each insurance policy are to be signed by a person authorized by that insurer to bind coverage on its behalf. The certificates and endorsements are to be on forms approved by the City. All certificates and endorsements are to be received and approved by the City before any work commences. The City reserves the right to require complete, certified copies of all required insurance policies, at any time. 15. Indemnification. To the fullest extent permitted by law, Consultant shall save, keep and hold harmless indemnify and defend the City, its officers, employees, authorized agents and volunteers from all damages, liabilities, penalties, costs, or expenses in law or equity, including but not limited to attorneys ’ fees, that may at any time arise, result from, relate to, or be set up because of damages to property or personal injury received by reason of, or in the course of performing work which Page 7 of 8 arise out of, pertain to, or relate to, directly or indirectly, in whole or in part, the negligence, recklessness, or willful misconduct of Consultant, or any of the Consultant’s officers, employees, or agents or any subcon sultant. This provision shall not apply if the damage or injury is caused by the sole negligence, active negligence, or willful misconduct of the City, its officers, agents, employees, or volunteers. 16. Waiver. No failure on the part of either party to exercise any right or remedy hereunder shall operate as a waiver of any other right or remedy that party may have hereunder, nor does waiver of a breach or default under this Agreement constitute a continuing waiver of a subsequent breach of t he same or any other provision of this Agreement. 17. Governing Law. This Agreement, regardless of where executed, shall be governed by and construed under the laws of the State of California. Venue for any action regarding this Agreement shall be in the Superior Court of the County of San Mateo. 18. Termination of Agreement. The City and the Consultant shall have the right to terminate this agreement with or without cause by giving not less than fifteen (15) days written notice of termination. In the event of termination, the Consultant shall deliver to the City all plans, files, documents, reports, performed to date by the Consultant. In the event of such termination, City shall pay Consultant an amount that bears the same ratio to the maximum contract price as the work delivered to the City bears to completed services contemplated under this Agreement, unless such termination is made for cause, in which event, compensation, if any, shall be adjusted in light of the particu lar facts and circumstances involved in such termination. 19. Amendment. No modification, waiver, mutual termination, or amendment of this Agreement is effective unless made in writing and signed by the City and the Consultant. 20. Entire Agreement. This Agreement constitutes the complete and exclusive statement of the Agreement between the City and Consultant. No terms, conditions, understandings or agreements purporting to modify or vary this Agreement, unless hereafter made in writing and signed by the party to be bound, shall be binding on either party. Page 8 of 8 IN WITNESS WHEREOF, the City and Consultant have executed this Agreement as of the date indicated on page one (1). City of Burlingame “Consultant” By Lisa K. Goldman Wilsey Ham: City Manager Print Name: Title: Approved as to form: City Attorney – Kathleen Kane ATTEST: City Clerk - Meaghan Hassel-Shearer EXHIBIT A 1 STAFF REPORT AGENDA NO: 8d MEETING DATE: June 17, 2019 To: Honorable Mayor and City Council Date: June 17, 2019 From: Syed Murtuza, Director of Public Works – (650) 558-7230 Subject: Adoption of a Resolution Approving a Professional Services Agreement with Carollo Engineers for the Wastewater Treatment Facility Structural Assessment and Design, City Project Nos. 85160, 85170, and 85180, and Authorizing the City Manager to Execute the Agreement RECOMMENDATION Staff recommends that the City Council adopt the attached resolution approving a professional services agreement with Carollo Engineers for the Wastewater Treatment Facility Structural Assessment and Design, City Project Nos. 85160, 85170, and 85180, in the amount of $128,477, and authorizing the City Manager to execute the agreement. BACKGROUND The 2016 Wastewater Treatment Facility Master Plan (2016 Plan) has identified several projects that need further study and more detailed evaluations of some of the critical facilities within the treatment plant as follows: • Structural Assessment of the Gravity Thickener: A visual assessment was performed as part of the 2016 Plan, and the recommendation was to perform a more detailed assessment of this facility. As part of the current project, a detailed assessment will be performed. This will involve an interior and exterior evaluation of the gravity thickener. The consultant team will utilize methods such as visual inspection, measurement of the concrete thickness using radar, corrosion observation of concrete and metal surfaces, penetration measurements using chipping hammer, in-situ measurements of interior concrete surfaces, drill core samples for various testing, repair drilled holes, and recommend repair strategies for any observed deficiencies. A temporary plant shutdown will be required to conduct the assessment. • Structural Assessment of the Chemical Feed Building: Visual assessment performed in 2016 recommended that a more detailed assessment be performed for the Chemical Feed Building. As part of the current project, detailed interior and exterior evaluation of the structural elements will be performed. Additionally the consultant will perform calculations of the shear walls, and recommend repair strategies for any observed deficiencies. Professional Services Agreement for Wastewater Treatment Facility June 17, 2019 Structural Assessment and Design, City Project Nos. 85160, 85170, and 85180 2 • Perform Engineering Design of the Replacement of Bio-gas and Water Loop Pipe System: This task involves performing engineering design for replacing one of the bio- gas pipes, demolishing and replacing existing pipe supports, and demolishing and replacing the existing pipe bridge. DISCUSSION Carollo Engineers performed the initial assessment and the Master Plan of the Wastewater Treatment Plant in 2016 and has knowledge of the City’s Wastewater System and Treatment Facility. Carollo Engineers has a successful history of performing wastewater treatment plant evaluations, and has performed similar work for various cities on the Peninsula. Considering their past knowledge about the City’s facility and their history on such projects, staff requested a proposal from them to perform the assessment of various facilities as mentioned above. Based on their proposal, staff negotiated the following scope of services with Corollo Engineers in the amount of $128,477, which is described in detail in Exhibit A of the Professional Services Agreement (see attachment): • Perform project management functions, including attending meetings, site visits, and agency coordination; • Perform structural evaluations of the gravity thickener; • Perform structural evaluations of the chemical feed building; • Complete 90 percent and 100 percent drawings for the bio-gas and water loop pipe system; • Prepare and submit technical memoranda of the facility evaluations; and • Provide bid support during the bidding phase and provide construction support during the construction of the bio-gas and water loop pipe system. Upon completion of this phase of work, staff plans to take the next steps in implementing the projects as recommended by this assessment study. FISCAL IMPACT Estimated Project Expenditures The following are the estimated project construction expenditures: Professional Services Agreement $128,477 Contingency 15% $19,272 Contract Administration $9,634 Total $157,383 Professional Services Agreement for Wastewater Treatment Facility June 17, 2019 Structural Assessment and Design, City Project Nos. 85160, 85170, and 85180 3 Funding Availability There are adequate funds available in the Sanitary Sewer Capital Improvement Program to complete the project. Exhibits: • Resolution • Professional Services Agreement RESOLUTION NO. _______ A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME APPROVING A PROFESSIONAL SERVICES AGREEMENT WITH CAROLLO ENGINEERS FOR THE WASTEWATER TREATMENT FACILITY STRUCTURAL ASSESSMENT AND DESIGN CITY PROJECT NOS. 85160, 85170, AND 85180 RESOLVED, by the CITY COUNCIL of the City of Burlingame, California which FINDS, ORDERS and DETERMINES AS FOLLOWS: 1. The public interest and convenience require execution of the agreement cited in the title above. 2. The City Manager is authorized to sign said agreement on behalf of the City of Burlingame. 3. The City Clerk is instructed to attest such signature. _____________________________ Mayor I, Meaghan Hassel Shearer, City Clerk of the City of Burlingame, certify that the foregoing Resolution was introduced at a regular meeting of the City Council held on the 17th day of June, 2019 and was adopted thereafter by the following vote: AYES: COUNCILMEMBERS: NOES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: _____________________________ City Clerk Page 1 of 8 AGREEMENT FOR PROFESSIONAL EVALUATION AND DESIGN SERVICES WITH CAROLLO ENGINEERS WASTEWATER TREATMENT FACILITY STRUCTURAL ASSESSMENT AND DESIGN CITY PROJECT NOS. 85160, 85170, AND 85180 THIS AGREEMENT is entered into this ___________ day of ____________, 2019, by and between the City of Burlingame, State of California, herein called the "City", and Carollo Engineers engaged in providing Professional Evaluations and Design services herein called the "Consultant". RECITALS A. The City is considering conducting activities for consultant engineering services for construction management and inspection services for the Wastewater Treatment Facility Structural Assessment and Design, City Project Nos.85160, 85170, and 85180. B. The City desires to engage a professional engineering consultant to provide evaluation and design services because of Consultant’s experience and qualifications to perform the desired work, described in Exhibit A. C. The Consultant represents and affirms that it is qualified and willing to perform the desired work pursuant to this Agreement. AGREEMENTS NOW, THEREFORE, THE PARTIES HERETO AGREE AS FOLLOWS: 1. Scope of Services. The Consultant shall provide professional engineering services such as structural assessment of the gravity thickener, structural assessment of the chemical feed building, design replacement of biogas and water loop pipes, and as detailed in “Scope of Services” of the attached Exhibit A of this agreement. 2. Time of Performance. The services of the Consultant are to commence upon the execution of this Agreement with completion of all work as set forth in Exhibit A 3. Compliance with Laws. The Consultant shall comply with all applicable laws, codes, ordinances, and regulations of governing federal, state and local laws. Page 2 of 8 Consultant represents and warrants to City that it has all licenses, permits, qualifications and approvals of whatsoever nature which are legally required for Consultant to practice its profession. Consultant represents and warrants to City that Consultant shall, at its sole cost and expense, keep in effect or obtain at all times during the term of this Agreement any licenses, permits, and approvals which are legally required for Consultant to practice its profession. Consultant shall maintain a City of Burlingame business license. 4. Sole Responsibility. Consultant shall be responsible for employing or engaging all persons necessary to perform the services under this Agreement. 5. Information/Report Handling. All documents furnished to Consultant by the City and all reports and supportive data prepared by the Consultant under this Agreement are the City's property and shall be delivered to the City upon the completion of Consultant's services or at the City's written request. All reports, information, data, and exhibits prepared or assembled by Consultant in connection with the performance of its services pursuant to this Agreement are confidential until released by the City to the public, and the Consultant shall not make any of these documents or information available to any individual or organization not employed by the Consultant or the City without the written consent of the City before such release. The City acknowledges that the reports to be prepared by the Consultant pursuant to this Agreement are for the purpose of evaluating a defined project, and City's use of the information contained in the reports prepared by the Consultant in connection with other projects shall be solely at City's risk, unless Consultant expressly consents to such use in writing. City further agrees that it will not appropriate any methodology or technique of Consultant which is and has been confirmed in writing by Consultant to be a trade secret of Consultant. 6. Compensation. Compensation for Consultant's professional services shall not exceed $128,477; and payment shall be based upon City approval of each task. Billing shall include current period and cumulative expenditures to date and shall be accompanied by a detailed explanation of the work performed by whom at what rate and on what date. Also, plans, specifications, documents or other pertinent materials shall be submitted for City review, even if only in partial or draft form. 7. Availability of Records. Consultant shall maintain the records supporting this billing for not less than three (3) years following completion of the work under this Agreement. Consultant shall make these records available to authorized Page 3 of 8 personnel of the City at the Consultant's offices during business hours upon written request of the City. 8. Project Manager. The Project Manager for the Consultant for the work under this Agreement shall be Rick Chan, Senior Vice President. 9. Assignability and Subcontracting. The services to be performed under this Agreement are unique and personal to the Consultant. No portion of these services shall be assigned or subcontracted without the written consent of the City. 10. Notices. Any notice required to be given shall be deemed to be duly and properly given if mailed postage prepaid, and addressed to: To City: Staff Engineer City of Burlingame 501 Primrose Road Burlingame, CA 94010 To Consultant: Rick, Chan, P.E., Senior Vice President Carollo Engineers 2700 Ygnacio Valley Road, Suite 300 Walnut Creek, CA 94598 or personally delivered to Consultant to such address or such other address as Consultant designates in writing to City. 11. Independent Contractor. It is understood that the Consultant, in the performance of the work and services agreed to be performed, shall act as and be an independent contractor and not an agent or employee of the City. As an independent contractor he/she shall not obtain any rights to retirement benefits or other benefits which accrue to City employee(s). With prior written consent, the Consultant may perform some obligations under this Agreement by subcontracting, but may not delegate ultimate responsibility for performance or assign or transfer interests under this Agreement. Consultant agrees to testify in any litigation brought regarding the subject of the work to be performed under this Agreement. Consultant shall be compensated for its costs and expenses in preparing for, traveling to, and testifying in such matters at its then current hourly rates of compensation, unless such litigation is Page 4 of 8 brought by Consultant or is based on allegations of Consultant's negligent performance or wrongdoing. 12. Conflict of Interest. Consultant understands that its professional responsibilities is solely to the City. The Consultant has and shall not obtain any holding or interest within the City of Burlingame. Consultant has no business holdings or agreements with any individual member of the Staff or management of the City or its representatives nor shall it enter into any such holdings or agreements. In addition, Consultant warrants that it does not presently and shall not acquire any direct or indirect interest adverse to those of the City in the subject of this Agreement, and it shall immediately disassociate itself from such an interest should it discover it has done so and shall, at the City’s sole discretion, divest itself of such interest. Consultant shall not knowingly and shall take reasonable steps to ensure that it does not employ a person having such an interest in this performance of this Agreement. If after employment of a person, Consultant discovers it has employed a person with a direct or indirect interest that would conflict with its performance of this Agreement, Consultant shall promptly notify City of this employment relationship, and shall, at the City’s sole discretion, sever any such employment relationship. 13. Equal Employment Opportunity. Consultant warrants that it is an equal opportunity employer and shall comply with applicable regulations governing equal employment opportunity. Neither Consultant nor its subcontractors do and neither shall discriminate against persons employed or seeking employment with them on the basis of age, sex, color, race, marital status, sexual orientation, ancestry, physical or mental disability, national origin, religion, or medical condition, unless based upon a bona fide occupational qualification pursuant to the California Fair Employment & Housing Act. 14. Insurance. A. Minimum Scope of Insurance: i. Consultant agrees to have and maintain, for the duration of the contract, General Liability insurance policies insuring him/her and his/her firm to an amount not less than: One million dollars ($1,000,000) combined single limit per occurrence and two million dollars ($2,000,000) aggregate for bodily injury, personal injury and property damage in a form at least as broad as ISO Occurrence Form CG 0001. Page 5 of 8 ii. Consultant agrees to have and maintain for the duration of the contract, an Automobile Liability insurance policy ensuring him/her and his/her staff to an amount not less than one million dollars ($1,000,000) combined single limit per accident for bodily injury and property damage. iii. Consultant agrees to have and maintain, for the duration of the contract, professional liability insurance in amounts not less than two million dollars ($2,000,000) each claim/aggregate sufficient to insure Consultant for professional errors or omissions in the performance of the particular scope of work under this agreement. iv. Any deductibles or self-insured retentions must be declared to and approved by the City. At the option of the City, either: the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects the City, its officers, officials, employees and volunteers; or the Contractor shall procure a bond guaranteeing payment of losses and related investigations, claim administration, and defense expenses. B. General and Automobile Liability Policies: i. The City, its officers, officials, employees and volunteers are to be covered as insured as respects: liability arising out of activities performed by or on behalf of the Consultant; products and completed operations of Consultant, premises owned or used by the Consultant. The endorsement providing this additional insured coverage shall be equal to or broader than ISO Form CG 20 10 11 85 and must cover joint negligence, completed operations, and the acts of subcontractors. This requirement does not apply to the professional liability insurance required for professional errors and omissions. ii. The Consultant's insurance coverage shall be endorsed to be primary insurance as respects the City, its officers, officials, employees and volunteers. Any insurance or self-insurances maintained by the City, its officers, officials, employees or volunteers shall be excess of the Consultant's insurance and shall not contribute with it. Page 6 of 8 iii. Any failure to comply with reporting provisions of the policies shall not affect coverage provided to the City, its officers, officials, employees or volunteers. iv. The Consultant's insurance shall apply separately to each insured against whom a claim is made or suit is brought, except with respect to the limits of the insurer's liability. C. In addition to these policies, Consultant shall have and maintain Workers' Compensation insurance as required by California law. Further, Consultant shall ensure that all subcontractors employed by Consultant provide the required Workers' Compensation insurance for their respective employees. D. All Coverages: Each insurance policy required in this item shall be endorsed to state that coverage shall not be canceled except after thirty (30) days' prior written notice by mail, has been given to the City (10 days for non-payment of premium). Current certification of such insurance shall be kept on file at all times during the term of this agreement with the City Clerk. E. Acceptability of Insurers: Insurance is to be placed with insurers with a Best's rating of no less than A-:VII and authorized to do business in the State of California. F. Verification of Coverage: Upon execution of this Agreement, Contractor shall furnish the City with certificates of insurance and with original endorsements effecting coverage required by this clause. The certificates and endorsements for each insurance policy are to be signed by a person authorized by that insurer to bind coverage on its behalf. The certificates and endorsements are to be on forms approved by the City. All certificates and endorsements are to be received and approved by the City before any work commences. The City reserves the right to require complete, certified copies of all required insurance policies, at any time. 15. Indemnification. To the fullest extent permitted by law, Consultant shall save, keep and hold harmless indemnify and defend the City, its officers, employees, authorized agents and volunteers from all damages, liabilities, penalties, costs, or expenses in law or equity, including but not limited to attorneys’ fees, that may at any time arise, result from, relate to, or be set up because of damages to property or personal injury received by reason of, or in the course of performing work which Page 7 of 8 arise out of, pertain to, or relate to, directly or indirectly, in whole or in part, the negligence, recklessness, or willful misconduct of Consultant, or any of the Consultant’s officers, employees, or agents or any subconsultant. This provision shall not apply if the damage or injury is caused by the sole negligence, active negligence, or willful misconduct of the City, its officers, agents, employees, or volunteers. 16. Waiver. No failure on the part of either party to exercise any right or remedy hereunder shall operate as a waiver of any other right or remedy that party may have hereunder, nor does waiver of a breach or default under this Agreement constitute a continuing waiver of a subsequent breach of the same or any other provision of this Agreement. 17. Governing Law. This Agreement, regardless of where executed, shall be governed by and construed under the laws of the State of California. Venue for any action regarding this Agreement shall be in the Superior Court of the County of San Mateo. 18. Termination of Agreement. The City and the Consultant shall have the right to terminate this agreement with or without cause by giving not less than fifteen (15) days written notice of termination. In the event of termination, the Consultant shall deliver to the City all plans, files, documents, reports, performed to date by the Consultant. In the event of such termination, City shall pay Consultant an amount that bears the same ratio to the maximum contract price as the work delivered to the City bears to completed services contemplated under this Agreement, unless such termination is made for cause, in which event, compensation, if any, shall be adjusted in light of the particular facts and circumstances involved in such termination. 19. Amendment. No modification, waiver, mutual termination, or amendment of this Agreement is effective unless made in writing and signed by the City and the Consultant. 20. Entire Agreement. This Agreement constitutes the complete and exclusive statement of the Agreement between the City and Consultant. No terms, conditions, understandings or agreements purporting to modify or vary this Agreement, unless hereafter made in writing and signed by the party to be bound, shall be binding on either party. Page 8 of 8 IN WITNESS WHEREOF, the City and Consultant have executed this Agreement as of the date indicated on page one (1). City of Burlingame “Consultant” By Lisa K. Goldman Carollo Engineers: City Manager Print Name: Title: Approved as to form: City Attorney – Kathleen Kane ATTEST: City Clerk - Meaghan Hassel-Shearer 1 STAFF REPORT AGENDA NO: 8e MEETING DATE: June 17, 2019 To: Honorable Mayor and City Council Date: June 17, 2019 From: Margaret Glomstad, Parks & Recreation Director – (650) 558-7307 Karen Hager, Management Analyst – (650) 558-7317 Subject: Adoption of a Resolution Approving an Application for the Per Capita Proposition 68 Grant(s) RECOMMENDATION Staff recommends that the City Council adopt a resolution approving an application for Parks and Water Bond Act of 2018 Proposition 68 Grant funds. BACKGROUND Proposition 68 was placed on the ballot via Senate Bill 5 (DeLeon, Chapter 852, statutes of 2017) and approved by voters on June 5, 2018. Funds for the bond’s grant program were appropriated via State Budget item 3790-101-6088(b). Under the program, 60% of the per capita funds will be allocated to cities and certain eligible districts, while 40% of the funds will be allocated to counties, regional park districts, regional park and open space districts, and regional open space districts. To be eligible for funds, projects must be for recreational purposes, either acquisition or development. Up to 5% of the allocation may be used for a community access project. Multiple projects may be completed under one contract. A project can only have one location; one project that serves several parks is not permitted. Finally, grantees are encouraged to partner with other grantees on projects. Funds are available for local park rehabilitation, creation, and improvement grants to local governments on a per capita basis. Grant recipients are encouraged to utilize awards to rehabilitate existing infrastructure and to address deficiencies in neighborhoods lacking access to the outdoors. DISCUSSION The deadline for approval of the grant application resolution is Friday, November 1, 2019, and the project performance period is July 1, 2018 – June 30, 2022. Adoption of one resolution approves the filing of all applications associated with Proposition 68. Application packet(s) may be submitted no later than January 31, 2020. The grantee defines the project scope(s) and amount of grant funds needed for each project. As projects are identified, the grantee submits individual application Adoption of a Resolution Approving the Application for the Per Capita Proposition 68 Grant(s) June 17, 2019 2 packet(s) to the Office of Grants and Local Services (OGALS). OGALS reviews each application packet and sends a letter of approval to the grantee or requests additional information. FISCAL IMPACT The total fiscal impact is unknown at this time. However, projects not serving a “severely disadvantaged community” (median household income less than 60% of the statewide average) require a 20% match. Grantees must use per capita grant funds to supplement existing expenditures, rather than replace them. Exhibits: • Resolution • Per Capita Grant FAQ’s RESOLUTION NO.________ RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME APPROVING APPLICATION(S) FOR PER CAPITA GRANT FUNDS WHEREAS, the State Department of Parks and Recreation has been delegated the responsibility by the Legislature of the State of California for the administration of the Per Capita Grant Program, setting up necessary procedures governing application(s); and WHEREAS, said procedures established by the State Department of Parks and Recreation require the grantee’s Governing Body to certify by resolution the approval of project application(s) before submission of said applications to the State; and WHEREAS, the grantee will enter into a contract with the State of California to complete project(s); NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF BURLINGAME RESOLVES AND ORDERS AS FOLLOWS: The Council: 1. Approves the filing of project application(s) for Per Capita program grant project(s); and 2. Certifies that said grantee has or will have available, prior to commencement of project work utilizing Per Capita funding, sufficient funds to complete the project(s); and 3. Certifies that the grantee has or will have sufficient funds to operate and maintain the project(s), and 4. Certifies that all projects proposed will be consistent with the park and recreation element of the City of Burlingame general or recreation plan (PRC §80063(a)), and 5. Certifies that these funds will be used to supplement, not supplant, local revenues in existence as of June 5, 2018 (PRC §80062(d)), and 6. Certifies that it will comply with the provisions of §1771.5 of the State Labor Code, and 7. (PRC §80001(b)(8)(A-G)) To the extent practicable, as identified in the “Presidential Memorandum--Promoting Diversity and Inclusion in Our National Parks, National Forests, and Other Public Lands and Waters,” dated January 12, 2017, the City of Burlingame will consider a range of actions that include, but are not limited to, the following: (A) Conducting active outreach to diverse populations, particularly minority, low income, and disabled populations and tribal communities, to increase awareness within those communities and the public generally about specific programs and opportunities. (B) Mentoring new environmental, outdoor recreation, and conservation leaders to increase diverse representation across these areas. (C) Creating new partnerships with state, local, tribal, private, and nonprofit organizations to expand access for diverse populations. (D) Identifying and implementing improvements to existing programs to increase visitation and access by diverse populations, particularly minority, low-income, and disabled populations and tribal communities. (E) Expanding the use of multilingual and culturally appropriate materials in public communications and educational strategies, including through social media strategies, as appropriate, that target diverse populations. (F) Developing or expanding coordinated efforts to promote youth engagement and empowerment, including fostering new partnerships with diversity-serving and youth-serving organizations, urban areas, and programs. (G) Identifying possible staff liaisons to diverse populations. 8. Agrees that to the extent practicable, the project(s) will provide workforce education and training, contractor and job opportunities for disadvantaged communities (PRC §80001(b)(5)). 9. Certifies that the grantee shall not reduce the amount of funding otherwise available to be spent on parks or other projects eligible for funds under this division in its jurisdiction. A one-time allocation of other funding that has been expended for parks or other projects, but which is not available on an ongoing basis, shall not be considered when calculating a recipient’s annual expenditures. (PRC §80062(d)). 10. Certifies that the grantee has reviewed, understands, and agrees to the General Provisions contained in the contract shown in the Procedural Guide; and 11. Delegates the authority to the Parks & Recreation Director or designee to conduct all negotiations, sign and submit all documents, including, but not limited to applications, agreements, amendments, and payment requests, which may be necessary for the completion of the grant scope(s); and 12. Agrees to comply with all applicable federal, state and local laws, ordinances, rules, regulations and guidelines. __________________________ Donna Colson, Mayor I, Meaghan Hassel-Shearer, City Clerk of the City of Burlingame, certify that the foregoing resolution was introduced at a regular meeting of the City Council held on the 17th day of June, 2019, and was adopted thereafter by the following vote: AYES: COUNCILMEMBERS: NOES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: _________________________________ Meaghan Hassel-Shearer, City Clerk Question Answer Date Is this one-time money, or is this an annual program? Funds are provided by Proposition 68, and are one-time only 4/22/2019 What types of projects are eligible?Acquisition of land for park purposes, and capital outlay. Community Access Projects are not eligible. 4/22/2019 How do we apply?This is not a competitive program; allocations will be calculated based on the questionnaires that have been sent to potentially eligible entities. Eligible recipients will be informed of their allocation amount, and will be able to assign the funds to capital outlay projects. 4/22/2019 Must the project be within our jurisdiction? No, the bond encourages grantees to collaborate on joint projects. Projects must be located within the State of California. 4/22/2019 Is the zipcode for the agency office used or the site to be improved used? Match calculations rely on the location of the site to be improved, not where the push pin lands when you enter a zip code. A agency can move the push pin to the park/facility to be improved. 4/17/2019 When are allocations expected to be Late Summer 2019.4/17/2019 Do we have to return the questionnaire if our Agency is not eligible for the Per Capita program? Yes, for tracking purposes agencies need to return the questionnaire. 4/17/2019 1 STAFF REPORT AGENDA NO: 8f MEETING DATE: June 17, 2019 To: Honorable Mayor and City Council Date: June 17, 2019 From: Sonya M. Morrison, Human Resources Director – (650) 558-7209 Subject: Adoption of a Resolution Approving a M emorandum of Understanding between the AFSCME Local 829 Administrative Unit and the City of Burlingame, Authorizing the City Manager to Execute the Memorandum on Behalf of the City, and Approving the City of Burlingame Pay Rates and Ranges (Salary Schedule) RECOMMENDATION Staff recommends that the City Council adopt the attached resolution authorizing the City Manager to amend the Memorandum of Understanding (MOU) between the AFSCME Local 829 Administrative Unit and the City of Burlingame, authorizing the City Manager to execute the MOU on behalf of the City effective July 1, 2019, through June 30, 2022, and approving the City of Burlingame pay rates and ranges for employees (salary schedules). BACKGROUND The AFSCME Local 829 Administrative Unit represents 68 employees spread throughout all the City departments. The AFSCME Local 829 Administrative Unit labor agreement expires on June 30, 2019. The City and the AFSCME Local 829 Unit have met and conferred in good faith on the terms and conditions of employment as provided by State law and have negotiated the terms of new agreements. The AFSCME Local 829 Administrative Unit ratified tentative agreements that are within the authority provided by the City Council. DISCUSSION The major terms of the new agreement are similar to those included in the recent agreements with the Police Officers Association, the Police Sergeants Association, the Association of Police Administrators, Teamsters Local 856, and the Department Head and Unrepresented Employees Unit and are as follows: Term: • Three years, July 1, 2019 through June 30, 2022 AFSCME Local 829 Unit MOU and Salary Schedule Update June 17, 2019 2 Salary: • 4.5 % increase effective the pay period containing July 1, 2019 (begins June 24, 2019) • 2.5% increase effective the pay period containing July 1, 2020 • 2.0% increase effective the pay period containing July 1, 2021 Health Reimbursement Arrangement: • The City shall contribute 1.0% of base pay to a Retiree Health Reimbursement Arrangement (HRA) account for employees. Retiree Medical: • For employees hired on or after August 15, 2011, the City shall make contributions, based on base pay, to a retiree HRA account based on years of service. From date of hire to the 5th anniversary, the contribution will be 2.0%; starting the 5th anniversary through the 19th year of service, the contribution will be 3.0%; for 20 or more years of service, the contribution is 5.5%. • The City shall make one-time retroactive payments to retiree HRA accounts for AFSCME Local 829 Administrative Unit employees hired between January 1, 2012 and June 30, 2019, based on the formula above. Medical: • The City will contribute up to the third highest cost Bay Area premium rate for employee only, up to the third highest cost Bay Area premium rate for employee plus one, and up to the Bay Area premium Kaiser Family rate for employee plus two or more. • Cash in lieu of medical insurance ($350) shall be taken as taxable income. Premium Pay: • The City shall pay a 10.0% differential to employees required to train new hires for the duration of the training program. The differential is only paid when a defined training program, supported by a training manual reviewed by the Human Resources Director and Department Head, is in place. Safety Shoe Reimbursement: • The City shall reimburse employees in the Administrative Unit required to wear safety shoes, for the cost of one pair of safety shoes per fiscal year, to a maximum of $150. Deferred Compensation: • The City shall make a matching contribution of $30 per pay period for permanent part-time employees in the Administrative Unit. Dental and Vision Plan: • The City shall enhance the dental and vision plans by increasing reimbursements by $600 per year for employees and $500 for dependents for dental and $400 per year for employees and $250 for dependents for vision. AFSCME Local 829 Unit MOU and Salary Schedule Update June 17, 2019 3 Language and Operational Changes: • The MOU contains language updates and operational/procedural changes based on the attached tentative agreements. The proposed increases for the AFSCME Local 829 Administrative Unit require the City Council to authorize a new salary schedule that, once approved, will be made available to the public via the City of Burlingame website. FISCAL IMPACT The fiscal impact of these negotiated changes to the FY2019-20 budget is $618,878. Exhibits: • Resolution • Tentative Agreements • Salary Schedule RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLING AM E APPROVING A MEMORANDUM OF UNDERSTANDING BETWEEN THE AFSCME LOCAL 829 ADMINISTRATIVE UNIT AND THE CITY OF BURLINGAME, AUTHORIZING THE CITY M AN AGER TO EXECUTE THE MEMORANDUM ON BEHALF OF THE CITY, AND APPROVING REVISIONS TO THE CITY OF BURLINGAME SALARY SCHEDULE WHEREAS, the AFSCME Local 829 Administrative Unit represents 68 employees across all City departments; and WHEREAS, the AFSCME Local 829 Administrative Unit’s Memorandum of Understanding expires on June 30, 2019; and WHEREAS, the City and the AFSCME Local 829 have met and conferred in good faith on the terms and conditions of employment as provided by State law; and WHEREAS, the City and AFSCME Local 829 have reached agreement on changes to be made to the existing terms and conditions of employment and the Memorandum of Understanding between the City and the AFSCME Local 829 Administrative Unit; and WHEREAS, the proposed changes are fair and are in the best interests of the public and the employees represented by the AFSCME Local 829 Administrative Unit, and WHEREAS, the City of Burlingame Salary Schedule has been revised in accordance with these actions. NOW, THEREFORE, BE IT RESOLVED: 1. The changes in existing salary and benefits of the employees represented by the AFSCME Local 829 Administrative Unit as contained in the Memorandum of Understanding between the AFSCME Local 829 Administrative Unit and the City of Burlingame hereto are approved. 2. The City Manager is authorized and directed to execute the Memorandum of Understanding between the AFSCME Local 829 Administrative Unit and the City of Burlingame. 3. The City Council authorizes and adopts the City of Burlingame Salary Schedule. Donna Colson, Mayor I, MEAGHAN HASSEL-SHEARER, City Clerk of the City of Burlingame, do hereby certify that the foregoing resolution was introduced at a regular meeting of the City Council held on the 17th day of June 2019, and was adopted thereafter by the following vote: AYES: COUNCIL MEMBERS: NOES: COUNCIL MEMBERS: ABSENT: COUNCIL MEMBERS: Meaghan Hassel-Shearer, City Clerk Class Title Step A Step B Step C Step D Step E Step F A109 ACCOUNTANT I MONTHLY 6,737.08 7,073.24 7,418.67 7,794.24 8,183.72 BIWEEKLY 3,109.42 3,264.57 3,424.00 3,597.34 3,777.10 HRLY.RATE 38.87 40.81 42.80 44.97 47.21 A104 ACCOUNTING ASSISTANT I MONTHLY 4,604.21 4,838.36 5,079.47 5,322.89 5,577.91 BIWEEKLY 2,125.02 2,233.09 2,344.37 2,456.72 2,574.42 HRLY.RATE 26.56 27.91 29.30 30.71 32.18 A160 ACCOUNTING ASSISTANT II MONTHLY 5,079.47 5,322.89 5,577.91 5,835.25 6,122.72 BIWEEKLY 2,344.37 2,456.72 2,574.42 2,693.19 2,825.87 HRLY.RATE 29.30 30.71 32.18 33.66 35.32 A102 ACCOUNTING ASSISTANT III MONTHLY 5,835.25 6,122.72 6,424.10 6,746.35 7,084.83 BIWEEKLY 2,693.19 2,825.87 2,964.97 3,113.70 3,269.92 HRLY.RATE 33.66 35.32 37.06 38.92 40.87 A103 ACCOUNTING TECHNICIAN MONTHLY 6,438.01 6,760.26 7,096.42 7,448.81 7,822.06 BIWEEKLY 2,971.39 3,120.12 3,275.27 3,437.91 3,610.18 HRLY.RATE 37.14 39.00 40.94 42.97 45.13 D202 ACTING POLICE CHIEF MONTHLY $16,097.56 $16,899.35 BIWEEKLY $7,429.64 $7,799.70 HRLY.RATE $92.87 $97.50 A105 ADMINISTRATIVE ASSISTANT I MONTHLY 5,564.00 5,853.79 6,148.22 6,449.60 6,760.26 BIWEEKLY 2,568.00 2,701.75 2,837.64 2,976.74 3,120.12 HRLY.RATE 32.10 33.77 35.47 37.21 39.00 A100 ADMINISTRATIVE ASSISTANT II MONTHLY 6,122.72 6,424.10 6,741.71 7,059.33 7,397.80 BIWEEKLY 2,825.87 2,964.97 3,111.56 3,258.15 3,414.37 HRLY.RATE 35.32 37.06 38.89 40.73 42.68 D502 ASSISTANT CITY ATTORNEY MONTHLY $11,973.87 $12,572.56 $13,201.19 $13,861.25 $14,554.31 BIWEEKLY $5,526.40 $5,802.72 $6,092.86 $6,397.50 $6,717.37 HRLY.RATE $69.08 $72.53 $76.16 $79.97 $83.97 D106 ASSISTANT CITY MANAGER/ ADMIN. SVCS. DIRECTOR MONTHLY $12,946.92 $13,579.01 $14,260.30 $14,966.19 $15,723.70 BIWEEKLY $5,975.50 $6,267.24 $6,581.68 $6,907.47 $7,257.09 City of Burlingame Salary Schedule Amended 6/17/19 HRLY.RATE $74.69 $78.34 $82.27 $86.34 $90.71 A605 ASSISTANT ENGINEER MONTHLY 7,896.24 8,281.09 8,672.89 9,129.60 9,590.95 BIWEEKLY 3,644.42 3,822.04 4,002.87 4,213.66 4,426.59 HRLY.RATE 45.56 47.78 50.04 52.67 55.33 B421 ASSISTANT PARKS SUPERVISOR MONTHLY $7,350.95 $7,718.52 $8,104.43 $8,509.65 $8,935.16 BIWEEKLY $3,392.75 $3,562.39 $3,740.51 $3,927.53 $4,123.92 HRLY.RATE $42.41 $44.53 $46.76 $49.09 $51.55 A111 ASSISTANT PLANNER MONTHLY 6,734.76 7,073.24 7,420.99 7,791.92 8,183.72 BIWEEKLY 3,108.35 3,264.57 3,425.07 3,596.27 3,777.10 HRLY.RATE 38.85 40.81 42.81 44.95 47.21 A608 ASSOCIATE ENGINEER MONTHLY 8,682.16 9,108.73 9,542.26 10,047.66 10,553.05 BIWEEKLY 4,007.15 4,204.03 4,404.12 4,637.38 4,870.64 HRLY.RATE 50.09 52.55 55.05 57.97 60.88 A112 ASSOCIATE PLANNER MONTHLY 7,520.67 7,896.24 8,292.68 8,712.30 9,148.14 BIWEEKLY 3,471.08 3,644.42 3,827.39 4,021.06 4,222.22 HRLY.RATE 43.39 45.56 47.84 50.26 52.78 B600 ASST. DIRECTOR OF PUBLIC WORKS MONTHLY $12,671.59 $13,309.99 $13,950.92 $14,665.31 $15,399.97 BIWEEKLY $5,848.43 $6,143.07 $6,438.89 $6,768.61 $7,107.68 HRLY.RATE $73.11 $76.79 $80.49 $84.61 $88.85 S607 AUTOMOTIVE MECHANIC MONTHLY $5,933.66 $6,222.94 $6,534.65 $6,862.05 $7,214.12 BIWEEKLY $2,738.61 $2,872.13 $3,015.99 $3,167.10 $3,329.60 HRLY.RATE $34.23 $35.90 $37.70 $39.59 $41.62 A705 BUILDING ATTENDANT MONTHLY 3,711.65 3,892.48 4,094.18 4,300.51 4,506.84 BIWEEKLY 1,713.07 1,796.53 1,889.62 1,984.85 2,080.08 HRLY.RATE 21.41 22.46 23.62 24.81 26.00 A706 BUILDING ATTENDANT - CS MONTHLY 4,884.73 BIWEEKLY 2,254.49 HRLY.RATE 28.18 A603 BUILDING INSPECTOR MONTHLY 7,467.35 7,822.06 8,230.08 8,619.56 9,034.55 BIWEEKLY 3,446.47 3,610.18 3,798.50 3,978.26 4,169.79 HRLY.RATE 43.08 45.13 47.48 49.73 52.12 A101 BUILDING MAINTENANCE WORKER MONTHLY 5,666.01 5,967.39 6,208.50 6,535.38 6,855.31 BIWEEKLY 2,615.08 2,754.18 2,865.46 3,016.33 3,163.99 HRLY.RATE 32.69 34.43 35.82 37.70 39.55 S603 CCTV LEADWORKER MONTHLY $5,956.08 $6,256.58 $6,568.28 $6,906.90 $7,252.25 BIWEEKLY $2,748.96 $2,887.65 $3,031.52 $3,187.80 $3,347.19 HRLY.RATE $34.36 $36.10 $37.89 $39.85 $41.84 B604 CHIEF BUILDING OFFICIAL MONTHLY $10,860.28 $11,399.87 $11,962.28 $12,550.00 $13,173.19 BIWEEKLY $5,012.44 $5,261.48 $5,521.05 $5,792.31 $6,079.93 HRLY.RATE $62.66 $65.77 $69.01 $72.40 $76.00 D102 CITY ATTORNEY MONTHLY $19,376.88 BIWEEKLY $8,943.17 HRLY.RATE $111.79 D109 CITY CLERK MONTHLY $8,886.84 $9,274.42 $9,730.44 $10,199.09 $10,700.68 BIWEEKLY $4,101.62 $4,280.50 $4,490.97 $4,707.27 $4,938.78 HRLY.RATE $51.27 $53.51 $56.14 $58.84 $61.73 B602 CITY ENGINEER MONTHLY $11,522.67 $12,107.19 $12,691.67 $13,343.98 $14,009.36 BIWEEKLY $5,318.16 $5,587.94 $5,857.69 $6,158.76 $6,465.86 HRLY.RATE $66.48 $69.85 $73.22 $76.98 $80.82 D801 CITY LIBRARIAN MONTHLY $13,388.54 $14,097.85 $14,809.70 $15,551.98 $16,309.41 BIWEEKLY $6,179.32 $6,506.70 $6,835.25 $7,177.84 $7,527.42 HRLY.RATE $77.24 $81.33 $85.44 $89.72 $94.09 D200 CITY MANAGER MONTHLY $20,721.55 BIWEEKLY $9,563.79 HRLY.RATE $119.55 B103 CODE COMPLIANCE OFFICER MONTHLY $7,232.97 $7,593.10 $7,974.02 $8,370.64 $8,790.75 BIWEEKLY $3,338.29 $3,504.51 $3,680.32 $3,863.37 $4,057.27 HRLY.RATE $41.73 $43.81 $46.00 $48.29 $50.72 D110 CODE COMPLIANCE OFFICER AND SENIOR RISK ANALYST MONTHLY $7,770.17 $8,125.97 $8,534.30 $8,956.95 $9,405.87 0.9 FTE (36 hours/week )BIWEEKLY $3,586.23 $3,750.45 $3,938.91 $4,133.98 $4,341.17 HRLY.RATE $44.83 $46.88 $49.24 $51.67 $54.26 T900 COMMUNICATION DISPATCHER I MONTHLY $6,054.40 $6,327.07 $6,628.83 $6,938.59 $7,280.09 BIWEEKLY $2,794.33 $2,920.18 $3,059.46 $3,202.42 $3,360.04 HRLY.RATE $34.93 $36.50 $38.25 $40.03 $42.00 T901 COMMUNICATION DISPATCHER II MONTHLY $6,353.52 $6,631.50 $6,959.76 $7,280.09 $7,653.35 BIWEEKLY $2,932.40 $3,060.69 $3,212.19 $3,360.04 $3,532.31 HRLY.RATE $36.66 $38.26 $40.15 $42.00 $44.15 D108 COMMUNITY DEVELOPMENT DIRECTOR MONTHLY $13,500.00 $14,171.30 $14,883.17 $15,627.95 $16,405.69 BIWEEKLY $6,230.77 $6,540.60 $6,869.15 $7,212.90 $7,571.86 HRLY.RATE $77.88 $81.76 $85.86 $90.16 $94.65 D100 COUNCIL MEMBER MONTHLY $590.04 BIWEEKLY $272.33 HRLY.RATE $3.40 A106 CUSTODIAN MONTHLY 4,645.94 4,859.23 5,100.33 5,369.26 5,645.14 BIWEEKLY 2,144.28 2,242.72 2,354.00 2,478.12 2,605.45 HRLY.RATE 26.80 28.03 29.43 30.98 32.57 B603 DEPUTY DIRECTOR OF PUBLIC WORKS OPERATIONS MONTHLY $11,600.13 $12,182.68 $12,789.18 $13,432.86 $14,097.85 BIWEEKLY $5,353.91 $5,622.78 $5,902.70 $6,199.78 $6,506.70 HRLY.RATE $66.92 $70.28 $73.78 $77.50 $81.33 B107 DEPUTY FINANCE DIRECTOR MONTHLY $10,320.69 $10,837.49 $11,379.61 $11,944.52 $12,544.94 BIWEEKLY $4,763.39 $5,001.92 $5,252.13 $5,512.85 $5,789.97 HRLY.RATE $59.54 $62.52 $65.65 $68.91 $72.37 D501 DEPUTY CITY ATTORNEY MONTHLY $8,585.20 $9,014.46 $9,465.18 $9,938.44 $10,435.36 BIWEEKLY $3,962.40 $4,160.52 $4,368.55 $4,586.97 $4,816.32 HRLY.RATE $49.53 $52.01 $54.61 $57.34 $60.20 D600 DIRECTOR OF PUBLIC WORKS MONTHLY $14,275.18 $14,987.03 $15,739.42 $16,524.76 $17,353.17 BIWEEKLY $6,588.55 $6,917.09 $7,264.35 $7,626.81 $8,009.15 HRLY.RATE $82.36 $86.46 $90.80 $95.34 $100.11 A451 ECONOMIC DEVELOPMENT SPECIALIST MONTHLY 8,211.54 8,624.20 9,055.41 9,507.49 9,982.74 BIWEEKLY 3,789.94 3,980.40 4,179.42 4,388.07 4,607.42 HRLY.RATE 47.37 49.76 52.24 54.85 57.59 B605 ELECTRICAL SUPERVISOR MONTHLY $8,161.92 $8,532.42 $8,965.57 $9,406.54 $9,878.84 BIWEEKLY $3,767.04 $3,938.04 $4,137.96 $4,341.48 $4,559.46 HRLY.RATE $47.09 $49.23 $51.72 $54.27 $56.99 A301 EMERGENCY PREPAREDNESS/FIRE EDUCATION SPECIALIST MONTHLY 6,356.87 6,660.57 6,994.41 7,353.75 7,706.14 BIWEEKLY 2,933.94 3,074.11 3,228.19 3,394.04 3,556.68 HRLY.RATE 36.67 38.43 40.35 42.43 44.46 A604 ENGINEERING TECHNICIAN II MONTHLY 6,333.69 6,653.62 6,994.41 7,337.53 7,699.19 BIWEEKLY 2,923.24 3,070.90 3,228.19 3,386.55 3,553.47 HRLY.RATE 36.54 38.39 40.35 42.33 44.42 A615 ENVIRONMENTAL REGULATORY COMPLIANCE COORDINATOR MONTHLY 7,138.15 7,490.54 7,870.74 8,260.22 8,672.89 BIWEEKLY 3,294.53 3,457.17 3,632.65 3,812.41 4,002.87 HRLY.RATE 41.18 43.21 45.41 47.66 50.04 A625 ENVIRONMENTAL REGULATORY COMPLIANCE MANAGER MONTHLY $7,512.79 $7,885.12 $8,285.50 $8,696.07 $9,129.59 BIWEEKLY $3,467.44 $3,639.28 $3,824.07 $4,013.57 $4,213.66 HRLY.RATE $43.34 $45.50 $47.81 $50.17 $52.67 D105 EXECUTIVE ASSISTANT MONTHLY $6,500.47 $6,796.84 $7,146.45 $7,503.66 $7,881.10 BIWEEKLY $3,000.22 $3,137.00 $3,298.36 $3,463.23 $3,637.43 HRLY.RATE $37.50 $39.21 $41.23 $43.29 $45.47 B900 FACILITIES DIVISION MANAGER MONTHLY $8,694.21 $9,129.94 $9,586.59 $10,066.69 $10,567.71 BIWEEKLY $4,012.71 $4,213.82 $4,424.58 $4,646.16 $4,877.40 HRLY.RATE $50.16 $52.67 $55.31 $58.08 $60.97 S704 FACILITIES LEADWORKER MONTHLY $5,956.08 $6,256.58 $6,568.28 $6,906.90 $7,252.25 BIWEEKLY $2,748.96 $2,887.65 $3,031.52 $3,187.80 $3,347.19 HRLY.RATE $34.36 $36.10 $37.89 $39.85 $41.84 S703 FACILITIES MAINTENANCE WORKER MONTHLY $5,420.12 $5,704.92 $5,949.35 $6,256.58 $6,559.31 BIWEEKLY $2,501.60 $2,633.04 $2,745.86 $2,887.65 $3,027.38 HRLY.RATE $31.27 $32.91 $34.32 $36.10 $37.84 D103 FINANCE DIRECTOR MONTHLY $14,145.98 $14,852.77 $15,589.96 $16,375.29 $17,191.02 BIWEEKLY $6,528.92 $6,855.13 $7,195.36 $7,557.83 $7,934.32 HRLY.RATE $81.61 $85.69 $89.94 $94.47 $99.18 B606 FLEET MANAGER MONTHLY $8,498.50 $8,929.04 $9,372.60 $9,839.68 $10,330.22 BIWEEKLY $3,922.38 $4,121.09 $4,325.82 $4,541.39 $4,767.79 HRLY.RATE $49.03 $51.51 $54.07 $56.77 $59.60 A805 GRAPHIC ARTIST MONTHLY 5,619.64 5,900.16 6,194.59 6,505.24 6,829.81 BIWEEKLY 2,593.68 2,723.15 2,859.04 3,002.42 3,152.22 HRLY.RATE 32.42 34.04 35.74 37.53 39.40 S403 GROUNDS EQUIPMENT REPAIR WORKER MONTHLY $5,397.70 $5,651.10 $5,933.66 $6,222.94 $6,534.65 BIWEEKLY $2,491.25 $2,608.20 $2,738.61 $2,872.13 $3,015.99 HRLY.RATE $31.14 $32.60 $34.23 $35.90 $37.70 D107 HUMAN RESOURCES ANALYST II MONTHLY $7,612.57 $7,995.12 $8,377.65 $8,805.77 $9,249.11 BIWEEKLY $3,513.49 $3,690.06 $3,866.61 $4,064.20 $4,268.82 HRLY.RATE $43.92 $46.13 $48.33 $50.80 $53.36 D805 HUMAN RESOURCES DIRECTOR MONTHLY $13,317.57 $14,024.36 $14,728.63 $15,465.81 $16,225.81 BIWEEKLY $6,146.57 $6,472.78 $6,797.83 $7,138.07 $7,488.83 HRLY.RATE $76.83 $80.91 $84.97 $89.23 $93.61 D400 HUMAN RESOURCES TECHNICIAN MONTHLY $5,792.17 $6,065.18 $6,362.78 $6,680.05 $7,029.30 BIWEEKLY $2,673.31 $2,799.31 $2,936.67 $3,083.10 $3,244.29 HRLY.RATE $33.42 $34.99 $36.71 $38.54 $40.55 S610 INSTRUMENTATION MAINTENANCE TECHNICIAN MONTHLY $5,956.08 $6,256.58 $6,568.28 $6,906.90 $7,252.25 BIWEEKLY $2,748.96 $2,887.65 $3,031.52 $3,187.80 $3,347.19 HRLY.RATE $34.36 $36.10 $37.89 $39.85 $41.84 S404 IRRIGATION REPAIR SPECIALIST MONTHLY $5,397.70 $5,651.10 $5,933.66 $6,222.94 $6,534.65 BIWEEKLY $2,491.25 $2,608.20 $2,738.61 $2,872.13 $3,015.99 HRLY.RATE $31.14 $32.60 $34.23 $35.90 $37.70 A606 JUNIOR ENGINEER MONTHLY 7,170.61 7,511.40 7,896.24 8,281.09 8,672.89 BIWEEKLY 3,309.51 3,466.80 3,644.42 3,822.04 4,002.87 HRLY.RATE 41.37 43.34 45.56 47.78 50.04 S605 LABORER MONTHLY $4,848.29 $5,092.72 $5,375.27 $5,626.43 $5,897.78 BIWEEKLY $2,237.67 $2,350.49 $2,480.90 $2,596.82 $2,722.05 HRLY.RATE $27.97 $29.38 $31.01 $32.46 $34.03 A801 LIBRARIAN I MONTHLY 5,893.20 6,178.36 6,463.51 6,795.04 7,117.28 BIWEEKLY 2,719.94 2,851.55 2,983.16 3,136.17 3,284.90 HRLY.RATE 34.00 35.64 37.29 39.20 41.06 A800 LIBRARIAN II MONTHLY 6,489.02 6,813.58 7,140.47 7,488.22 7,880.02 BIWEEKLY 2,994.93 3,144.73 3,295.60 3,456.10 3,636.93 HRLY.RATE 37.44 39.31 41.20 43.20 45.46 B801 LIBRARIAN III MONTHLY $7,833.12 $8,224.54 $8,621.14 $9,067.35 $9,510.92 BIWEEKLY $3,615.28 $3,795.94 $3,978.99 $4,184.93 $4,389.65 HRLY.RATE $45.19 $47.45 $49.74 $52.31 $54.87 A804 LIBRARY ASSISTANT I MONTHLY 4,513.80 4,747.95 4,982.10 5,211.61 5,485.18 BIWEEKLY 2,083.29 2,191.36 2,299.43 2,405.36 2,531.62 HRLY.RATE 26.04 27.39 28.74 30.07 31.65 A803 LIBRARY ASSISTANT II MONTHLY 5,037.74 5,260.30 5,543.14 5,793.52 6,076.35 BIWEEKLY 2,325.11 2,427.83 2,558.37 2,673.93 2,804.47 HRLY.RATE 29.06 30.35 31.98 33.42 35.06 A802 LIBRARY ASSISTANT III MONTHLY 5,621.96 5,879.29 6,185.31 6,493.65 6,799.67 BIWEEKLY 2,594.75 2,713.52 2,854.76 2,997.07 3,138.31 HRLY.RATE 32.43 33.92 35.68 37.46 39.23 B803 LIBRARY CIRCULATION SUPERVISOR MONTHLY $6,178.85 $6,471.07 $6,776.35 $7,131.22 $7,459.98 BIWEEKLY $2,851.77 $2,986.65 $3,127.55 $3,291.33 $3,443.07 HRLY.RATE $35.65 $37.33 $39.10 $41.14 $43.04 B805 LIBRARY SERVICES MANAGER MONTHLY $9,132.56 $9,599.62 $10,074.50 $10,580.73 $11,128.67 BIWEEKLY $4,215.03 $4,430.59 $4,649.77 $4,883.42 $5,136.31 HRLY.RATE $52.69 $55.38 $58.12 $61.04 $64.20 S606 MAINTENANCE ELECTRICIAN MONTHLY $6,649.01 $6,980.90 $7,337.46 $7,700.75 $8,093.18 BIWEEKLY $3,068.78 $3,221.96 $3,386.52 $3,554.19 $3,735.32 HRLY.RATE $38.36 $40.27 $42.33 $44.43 $46.69 B610 MANAGEMENT ANALYST MONTHLY $7,770.50 $8,125.36 $8,535.04 $8,957.74 $9,406.54 BIWEEKLY $3,586.38 $3,750.17 $3,939.25 $4,134.34 $4,341.48 HRLY.RATE $44.83 $46.88 $49.24 $51.68 $54.27 A120 MANAGEMENT ASSISTANT MONTHLY 6,713.89 7,050.05 7,397.80 7,771.05 8,158.22 BIWEEKLY 3,098.72 3,253.87 3,414.37 3,586.64 3,765.33 HRLY.RATE 38.73 40.67 42.68 44.83 47.07 A107 OFFICE ASSISTANT I MONTHLY 4,421.06 4,645.94 4,877.77 5,109.61 5,387.81 BIWEEKLY 2,040.49 2,144.28 2,251.28 2,358.28 2,486.68 HRLY.RATE 25.51 26.80 28.14 29.48 31.08 A670 OFFICE ASSISTANT II MONTHLY 4,843.00 5,063.24 5,318.26 5,582.55 5,837.56 BIWEEKLY 2,235.23 2,336.88 2,454.58 2,576.56 2,694.26 HRLY.RATE 27.94 29.21 30.68 32.21 33.68 S401 PARK MAINTENANCE LEADWORKER MONTHLY $5,956.08 $6,256.58 $6,568.28 $6,906.90 $7,252.25 BIWEEKLY $2,748.96 $2,887.65 $3,031.52 $3,187.80 $3,347.19 HRLY.RATE $34.36 $36.10 $37.89 $39.85 $41.84 S407 PARK MAINTENANCE WORKER I MONTHLY $4,866.23 $5,092.72 $5,375.27 $5,626.43 $5,897.78 BIWEEKLY $2,245.95 $2,350.49 $2,480.90 $2,596.82 $2,722.05 HRLY.RATE $28.07 $29.38 $31.01 $32.46 $34.03 S406 PARK MAINTENANCE WORKER II MONTHLY $5,092.72 $5,375.27 $5,626.43 $5,897.78 $6,189.30 BIWEEKLY $2,350.49 $2,480.90 $2,596.82 $2,722.05 $2,856.60 HRLY.RATE $29.38 $31.01 $32.46 $34.03 $35.71 A201 PARKING ENFORCEMENT OFFICER MONTHLY 4,942.69 5,176.84 5,431.86 5,707.74 5,992.89 BIWEEKLY 2,281.24 2,389.31 2,507.01 2,634.34 2,765.95 HRLY.RATE 28.52 29.87 31.34 32.93 34.57 A200 PARKING SYSTEM TECHNICIAN MONTHLY 5,369.26 5,645.14 5,904.80 6,192.27 6,502.93 BIWEEKLY 2,478.12 2,605.45 2,725.29 2,857.97 3,001.35 HRLY.RATE 30.98 32.57 34.07 35.72 37.52 D705 PARKS & RECREATION DIRECTOR MONTHLY $13,388.54 $14,097.85 $14,809.70 $15,551.98 $16,309.41 BIWEEKLY $6,179.32 $6,506.70 $6,835.25 $7,177.84 $7,527.42 HRLY.RATE $77.24 $81.33 $85.44 $89.72 $94.09 B410 PARKS SUPERINTENDENT/CITY ARBORIST MONTHLY $9,586.03 $10,082.55 $10,574.03 $11,108.55 $11,683.61 BIWEEKLY $4,424.32 $4,653.48 $4,880.32 $5,127.02 $5,392.44 HRLY.RATE $55.30 $58.17 $61.00 $64.09 $67.41 B420 PARKS SUPERVISOR MONTHLY $7,846.17 $8,245.38 $8,660.27 $9,096.05 $9,657.04 BIWEEKLY $3,621.31 $3,805.56 $3,997.05 $4,198.18 $4,457.10 HRLY.RATE $45.27 $47.57 $49.96 $52.48 $55.71 B430 PARKS SUPERVISOR/CITY ARBORIST MONTHLY $8,036.66 $8,451.55 $8,869.04 $9,310.01 $9,884.05 BIWEEKLY $3,709.23 $3,900.72 $4,093.40 $4,296.93 $4,561.87 HRLY.RATE $46.37 $48.76 $51.17 $53.71 $57.02 A114 PAYROLL ADMINISTRATOR MONTHLY 6,737.08 7,073.24 7,418.67 7,794.24 8,183.72 BIWEEKLY 3,109.42 3,264.57 3,424.00 3,597.34 3,777.10 HRLY.RATE 38.87 40.81 42.80 44.97 47.21 A614 PERMIT TECH/GREEN BUILDING SPECIALIST MONTHLY 6,505.24 6,829.81 7,177.56 7,529.95 7,907.84 BIWEEKLY 3,002.42 3,152.22 3,312.72 3,475.36 3,649.77 HRLY.RATE 37.53 39.40 41.41 43.44 45.62 A609 PERMIT TECHNICIAN MONTHLY 5,914.07 6,206.18 6,526.11 6,843.72 7,184.52 BIWEEKLY 2,729.57 2,864.39 3,012.05 3,158.64 3,315.93 HRLY.RATE 34.12 35.80 37.65 39.48 41.45 A108 PLANNER MONTHLY 7,520.67 7,893.93 8,297.32 8,682.16 9,129.60 BIWEEKLY 3,471.08 3,643.35 3,829.53 4,007.15 4,213.66 HRLY.RATE 43.39 45.54 47.87 50.09 52.67 D104 PLANNING DIRECTOR MONTHLY $13,249.21 $13,902.79 $14,607.03 $15,139.04 $16,091.57 BIWEEKLY $6,115.02 $6,416.67 $6,741.71 $6,987.25 $7,426.88 HRLY.RATE $76.44 $80.21 $84.27 $87.34 $92.84 B111 PLANNING MANAGER MONTHLY $10,498.02 $11,022.42 $11,569.60 $12,149.74 $12,760.25 BIWEEKLY $4,845.24 $5,087.27 $5,339.81 $5,607.57 $5,889.34 HRLY.RATE $60.57 $63.59 $66.75 $70.09 $73.62 A205 POLICE ADMINISTRATIVE SERVICES COORDINATOR MONTHLY 5,770.33 6,057.81 6,354.55 6,655.94 6,975.87 BIWEEKLY 2,663.23 2,795.91 2,932.87 3,071.97 3,219.63 HRLY.RATE 33.29 34.95 36.66 38.40 40.25 M200 POLICE CAPTAIN MONTHLY $12,640.84 $13,254.43 $13,834.06 $14,515.57 $15,219.73 BIWEEKLY $5,834.24 $6,117.43 $6,384.95 $6,699.50 $7,024.49 HRLY.RATE $72.93 $76.47 $79.81 $83.74 $87.81 D201 POLICE CHIEF MONTHLY $15,424.59 $16,193.62 $17,001.38 $17,842.65 $18,740.75 BIWEEKLY $7,119.04 $7,473.98 $7,846.79 $8,235.07 $8,649.58 HRLY.RATE $88.99 $93.42 $98.08 $102.94 $108.12 A202 POLICE CLERK I MONTHLY 4,604.21 4,838.36 5,079.47 5,322.89 5,577.91 BIWEEKLY 2,125.02 2,233.09 2,344.37 2,456.72 2,574.42 HRLY.RATE 26.56 27.91 29.30 30.71 32.18 A203 POLICE CLERK II MONTHLY 5,079.47 5,322.89 5,577.91 5,835.25 6,122.72 BIWEEKLY 2,344.37 2,456.72 2,574.42 2,693.19 2,825.87 HRLY.RATE 29.30 30.71 32.18 33.66 35.32 A204 POLICE CLERK III MONTHLY 7,050.05 BIWEEKLY 3,253.87 HRLY.RATE 40.67 M202 POLICE LIEUTENANT MONTHLY $10,816.43 $11,354.89 $11,924.06 $12,519.20 $13,145.04 BIWEEKLY $4,992.20 $5,240.72 $5,503.41 $5,778.09 $6,066.94 HRLY.RATE $62.40 $65.51 $68.79 $72.23 $75.84 P200 POLICE OFFICER MONTHLY $7,474.68 $7,885.61 $8,242.22 $8,676.76 $9,090.06 BIWEEKLY $3,449.85 $3,639.51 $3,804.10 $4,004.66 $4,195.41 HRLY.RATE $43.12 $45.49 $47.55 $50.06 $52.44 P201 POLICE OFFICER TRAINEE MONTHLY $7,193.79 BIWEEKLY $3,320.21 HRLY.RATE $41.50 M201 POLICE SERGEANT MONTHLY $9,080.61 $9,510.43 $9,982.77 $10,490.52 $11,024.26 BIWEEKLY $4,191.05 $4,389.43 $4,607.43 $4,841.78 $5,088.12 HRLY.RATE $52.39 $54.87 $57.59 $60.52 $63.60 B201 POLICE SERVICES MANAGER MONTHLY $8,986.56 $9,435.89 $9,907.70 $10,403.08 $10,923.24 BIWEEKLY $4,147.64 $4,355.03 $4,572.78 $4,801.42 $5,041.50 HRLY.RATE $51.85 $54.44 $57.16 $60.02 $63.02 A711 PROGRAM COORDINATOR MONTHLY 4,024.63 4,221.69 4,430.34 4,650.58 4,884.73 BIWEEKLY 1,857.52 1,948.47 2,044.77 2,146.42 2,254.49 HRLY.RATE 23.22 24.36 25.56 26.83 28.18 A612 PROGRAM MANAGER MONTHLY 9,674.41 10,161.26 10,662.02 11,199.87 11,758.59 BIWEEKLY 4,465.11 4,689.81 4,920.93 5,169.17 5,427.04 HRLY.RATE 55.81 58.62 61.51 64.61 67.84 A610 PROJECT MANAGER/GIS COORDINATOR MONTHLY 11,081.63 BIWEEKLY 5,114.60 HRLY.RATE 63.93 A611 PUBLIC WORKS INSPECTOR MONTHLY 7,446.49 7,812.78 8,206.90 8,617.25 9,053.09 BIWEEKLY 3,436.84 3,605.90 3,787.80 3,977.19 4,178.35 HRLY.RATE 42.96 45.07 47.35 49.71 52.23 A701 RECREATION COORDINATOR MONTHLY 5,805.11 6,083.31 6,370.78 6,688.39 7,019.91 BIWEEKLY 2,679.28 2,807.68 2,940.36 3,086.95 3,239.96 HRLY.RATE 33.49 35.10 36.75 38.59 40.50 B710 RECREATION SUPERINTENDENT MONTHLY $9,132.56 $9,602.24 $10,074.50 $10,585.95 $11,131.29 BIWEEKLY $4,215.03 $4,431.80 $4,649.77 $4,885.82 $5,137.52 HRLY.RATE $52.69 $55.40 $58.12 $61.07 $64.22 B700 RECREATION SUPERVISOR MONTHLY $7,689.61 $8,088.83 $8,461.99 $8,905.55 $9,349.14 BIWEEKLY $3,549.05 $3,733.30 $3,905.53 $4,110.26 $4,314.99 HRLY.RATE $44.36 $46.67 $48.82 $51.38 $53.94 B106 SENIOR ACCOUNTANT MONTHLY $7,079.05 $7,449.57 $7,846.17 $8,255.84 $8,691.62 BIWEEKLY $3,267.26 $3,438.26 $3,621.31 $3,810.39 $4,011.52 HRLY.RATE $40.84 $42.98 $45.27 $47.63 $50.14 A602 SENIOR BUILDING INSPECTOR MONTHLY 8,378.46 8,791.12 9,208.42 9,695.27 10,184.44 BIWEEKLY 3,866.98 4,057.44 4,250.04 4,474.74 4,700.51 HRLY.RATE 48.34 50.72 53.13 55.93 58.76 B601 SENIOR CIVIL ENGINEER MONTHLY $10,972.12 $11,520.08 $12,099.34 $12,702.08 $13,341.36 BIWEEKLY $5,064.05 $5,316.96 $5,584.31 $5,862.50 $6,157.55 HRLY.RATE $63.30 $66.46 $69.80 $73.28 $76.97 A113 SENIOR PLANNER MONTHLY 9,129.60 9,581.67 10,059.25 10,562.33 11,095.54 BIWEEKLY 4,213.66 4,422.31 4,642.73 4,874.92 5,121.02 HRLY.RATE 52.67 55.28 58.03 60.94 64.01 A607 SENIOR PUBLIC WORKS INSPECTOR MONTHLY 8,269.50 8,682.16 9,108.73 9,542.26 10,047.66 BIWEEKLY 3,816.69 4,007.15 4,204.03 4,404.12 4,637.38 HRLY.RATE 47.71 50.09 52.55 55.05 57.97 B608 STREET & SEWER SUPERVISOR MONTHLY $7,467.53 $7,842.02 $8,236.70 $8,647.08 $9,077.64 BIWEEKLY $3,446.55 $3,619.40 $3,801.56 $3,990.96 $4,189.68 HRLY.RATE $43.08 $45.24 $47.52 $49.89 $52.37 S604 STREET, SEWER & DOWNTOWN MAINTENANCE WORKER MONTHLY $5,092.72 $5,375.27 $5,626.43 $5,897.78 $6,189.30 BIWEEKLY $2,350.49 $2,480.90 $2,596.82 $2,722.05 $2,856.60 HRLY.RATE $29.38 $31.01 $32.46 $34.03 $35.71 S601 STREET, SEWER AND DOWNTOWN LEADWORKER MONTHLY $5,956.08 $6,256.58 $6,568.28 $6,906.90 $7,252.25 BIWEEKLY $2,748.96 $2,887.65 $3,031.52 $3,187.80 $3,347.19 HRLY.RATE $34.36 $36.10 $37.89 $39.85 $41.84 B607 STREETS, STORM DRAINS, AND SEWER DIVISIONS MANAGER MONTHLY $8,694.21 $9,129.94 $9,586.59 $10,066.69 $10,567.71 BIWEEKLY $4,012.71 $4,213.82 $4,424.58 $4,646.16 $4,877.40 HRLY.RATE $50.16 $52.67 $55.31 $58.08 $60.97 S602 TRAFFIC SIGN & PAINT LEADWORKER MONTHLY $5,956.08 $6,256.58 $6,568.28 $6,906.90 $7,252.25 BIWEEKLY $2,748.96 $2,887.65 $3,031.52 $3,187.80 $3,347.19 HRLY.RATE $34.36 $36.10 $37.89 $39.85 $41.84 A601 TRAFFIC-CIVIL ENGINEER MONTHLY 8,281.09 8,672.89 9,129.60 9,590.95 10,073.16 BIWEEKLY 3,822.04 4,002.87 4,213.66 4,426.59 4,649.15 HRLY.RATE 47.78 50.04 52.67 55.33 58.11 A600 TRANSPORTATION ENGINEER MONTHLY 9,546.90 10,029.11 10,529.87 11,053.81 11,614.85 BIWEEKLY 4,406.26 4,628.82 4,859.94 5,101.76 5,360.70 HRLY.RATE 55.08 57.86 60.75 63.77 67.01 S405 TREE LEADWORKER MONTHLY $5,956.08 $6,256.58 $6,568.28 $6,906.90 $7,252.25 BIWEEKLY $2,748.96 $2,887.65 $3,031.52 $3,187.80 $3,347.19 HRLY.RATE $34.36 $36.10 $37.89 $39.85 $41.84 S409 TREE MAINTENANCE WORKER MONTHLY $5,218.30 $5,516.55 $5,767.71 $6,048.02 $6,344.03 BIWEEKLY $2,408.45 $2,546.10 $2,662.02 $2,791.40 $2,928.02 HRLY.RATE $30.11 $31.83 $33.28 $34.89 $36.60 S411 TREE WORKER MONTHLY $5,386.49 $5,639.89 $5,924.69 $6,216.21 $6,530.16 BIWEEKLY $2,486.07 $2,603.03 $2,734.47 $2,869.02 $3,013.92 HRLY.RATE $31.08 $32.54 $34.18 $35.86 $37.67 S400 UTILITIES INSPECTOR/LOCATOR MONTHLY $5,956.08 $6,256.58 $6,568.28 $6,906.90 $7,252.25 BIWEEKLY $2,748.96 $2,887.65 $3,031.52 $3,187.80 $3,347.19 HRLY.RATE $34.36 $36.10 $37.89 $39.85 $41.84 B500 WATER DIVISION MANAGER MONTHLY $8,694.21 $9,129.94 $9,586.59 $10,066.69 $10,567.71 BIWEEKLY $4,012.71 $4,213.82 $4,424.58 $4,646.16 $4,877.40 HRLY.RATE $50.16 $52.67 $55.31 $58.08 $60.97 S501 WATER MAINTENANCE LEADWORKER MONTHLY $5,956.08 $6,256.58 $6,568.28 $6,906.90 $7,252.25 BIWEEKLY $2,748.96 $2,887.65 $3,031.52 $3,187.80 $3,347.19 HRLY.RATE $34.36 $36.10 $37.89 $39.85 $41.84 S503 WATER MAINTENANCE WORKER MONTHLY $5,092.72 $5,375.27 $5,626.43 $5,897.78 $6,189.30 BIWEEKLY $2,350.49 $2,480.90 $2,596.82 $2,722.05 $2,856.60 HRLY.RATE $29.38 $31.01 $32.46 $34.03 $35.71 S502 WATER METER REPAIRER MONTHLY $5,142.05 $5,388.73 $5,646.62 $5,929.17 $6,222.94 BIWEEKLY $2,373.26 $2,487.11 $2,606.13 $2,736.54 $2,872.13 HRLY.RATE $29.67 $31.09 $32.58 $34.21 $35.90 B501 WATER OPERATIONS SUPERVIS MONTHLY $7,467.53 $7,842.02 $8,236.70 $8,647.08 $9,077.64 BIWEEKLY $3,446.55 $3,619.40 $3,801.56 $3,990.96 $4,189.68 HRLY.RATE $43.08 $45.24 $47.52 $49.89 $52.37 S508 WATER QUALITY AND METER LEAD WORKER MONTHLY $5,956.08 $6,256.58 $6,568.28 $6,906.90 $7,252.25 BIWEEKLY $2,748.96 $2,887.65 $3,031.52 $3,187.80 $3,347.19 HRLY.RATE $34.36 $36.10 $37.89 $39.85 $41.84 S507 WATER QUALITY AND METER TECHNICIAN MONTHLY $5,375.27 $5,644.37 $5,926.93 $6,222.94 $6,534.65 BIWEEKLY $2,480.90 $2,605.10 $2,735.51 $2,872.13 $3,015.99 HRLY.RATE $31.01 $32.56 $34.19 $35.90 $37.70 B503 WATER QUALITY SUPERVISOR MONTHLY $7,467.53 $7,842.02 $8,236.70 $8,647.08 $9,077.64 BIWEEKLY $3,446.55 $3,619.40 $3,801.56 $3,990.96 $4,189.68 HRLY.RATE $43.08 $45.24 $47.52 $49.89 $52.37 S505 WATER SERVICE & OPERATIONS TECHNICIAN MONTHLY $5,956.08 $6,256.58 $6,568.28 $6,906.90 $7,252.25 BIWEEKLY $2,748.96 $2,887.65 $3,031.52 $3,187.80 $3,347.19 HRLY.RATE $34.36 $36.10 $37.89 $39.85 $41.84 A110 ZONING TECHNICIAN MONTHLY 6,419.47 6,727.80 7,061.64 7,420.99 7,782.65 BIWEEKLY 2,962.83 3,105.14 3,259.22 3,425.07 3,591.99 HRLY.RATE 37.04 38.81 40.74 42.81 44.90 NOTES All positions are 40-hour week, unless otherwise noted Effective 6/26/2017 6/26/2017 3% salary increase for all AFSCME bargaining unit positions, per applicable MOUs Amended 7/10/17 FY2017-18 budget classification and compensation revisions Amended 8/21/17 classification and compensation revisions Amended 9/18/17 classification and compensation revisions Amended 12/25/17 3% salary increase Department Head and Unrepresented Unit, Teamsters, AFSCME BAMM, 2% salary increase POA, Police Sergeants, Police Sergaeants, Police Administrators Units, per applicable MOUs 3% salary increase City Manager, per employment agreement Amended 6/25/2018 3% salary increase for AFSCME Admin and Maint bargaining unit, per applicable MOUs 3% salary increase City Attorney, per employment agreement Amended 9/17/18 classification and compensation revisions Amended 12/24/187 3% salary increase Department Head and Unrepresented Unit, AFSCME BAMM, 5% salary increase POA, Police Sergeants, Police Sergeants, Police Administrators Units, per applicable MOUs 4% salary increase City Manager, per employment agreement Amended 1/21/19 4.5% salary increase Teamsters Unit, effective 12/24/2018 Amended 3/13/19 classification and compensation revisions Amended 6/17/19 adding Environmental Regulatory Compliance Manager Amended 6/17/19 4.25% salary increase AFSCME Admin Unit, effective 6/24/19 per applicable MOU 1 STAFF REPORT AGENDA NO: 8g MEETING DATE: June 17, 2019 To: Honorable Mayor and City Council Date: June 17, 2019 From: Kevin Gardiner, Director of Community Development – (650) 558-7253 Subject: Adoption of a Resolution Authorizing the City Manager to Negotiate and Execute an Amendment to the Professional Services Agreement with Bureau Veritas North America, Inc. for Plan Check and Building Inspection Services for Fiscal Year 2018-2019 to Increase the Contract Amount by $300,000 to Cover Expected Expenses Related to Two Large Construction Projects RECOMMENDATION Staff recommends that the City Council authorize the City Manager to negotiate and execute an amendment to the Professional Services Agreement with Bureau Veritas North America, Inc., increasing the contract amount by $300,000 to cover additional plan check and building inspection services in Fiscal Year 2018-2019 as a result of the submittal of building permit applications to the Building Division for the “Burlingame Point” Buildings 1 & 2 tenant improvements (located at 312 and 322 Airport Boulevard), and the live/work project at 619 – 625 California Drive. BACKGROUND/DISCUSSION On October 6, 1992, the City of Burlingame Building Division entered into a contract with Linhart Petersen Powers Associates for building inspection and plan check services. On October 31, 2006, Bureau Veritas NA (BV) acquired Linhart Petersen Powers Associates. On December 19, 2016, the City Council approved an amendment to the Professional Services Agreement to increase the contract amount by $419,000 to cover additional plan check and building inspection services in Fiscal Year 2016-2017 as a result of the Burlingame Point and SummerHill development projects. The building permit plan check fees paid by applicants cover the costs of BVs’ services to the City. As such, these are considered to be pass-through fees. The increased amount of $300,000 that the City’s Chief Building Official is requesting is based on plan check and inspection services for the tenant improvements at Burlingame Point Buildings 1 & 2 (312 and 322 Airport Boulevard) and the live/work project at 619 – 625 California Drive. In particular, there has been an unanticipated increase in plan check services in this current fiscal year due to an accelerated timeframe for tenant improvements in the Burlingame Point project. The general terms of the agreement for services with Bureau Veritas have not changed, with the exception that the Building Official was able to negotiate lower plan check fees (due to project scale) for both of the referenced major construction projects. The agreement terminates on June Bureau Veritas North America Contract June 17, 2019 2 30, 2019, with options to renew for two additional one-year terms. Bureau Veritas has indicated it will exercise the option to renew the agreement for the first of the two potential one-year renewals. FISCAL IMPACT There is no fiscal impact on the City’s General Fund, as building permit plan check fees, which are taken in at the time of the initial applicant submittal, cover the cost of Bureau Veritas North America, Inc. services. Any funds that are remaining at the end of the fiscal year are put into the building enterprise fund reserves. Exhibits: • Resolution • Original Agreement 1 RESOLUTION NO. __________ RESOLUTION AUTHORIZING THE CITY MANAGER TO NEGOTIATE AND EXECUTE AN AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT WITH BUREAU VERITAS NORTH AMERICA, INC. INCREASING THE CONTRACT AMOUNT BY $300,000 TO COVER PLAN CHECK AND BUILDING INSPECTION SERVICES RELATED TO THE BURLINGAME POINT AND 619-625 CALIFORNIA DRIVE DEVELOPMENT PROJECTS WHEREAS, on July 5, 2016, the City Council authorized the City Manager to execute a contract with Bureau Veritas North America, Inc. for plan check and building inspection services required by the Community Development Department – Building Division, in the amount of $360,000; and WHEREAS, on December 19, 2016, the City Council authorized the City Manager to negotiate and execute an amendment to the Professional Services Agreement with Bureau Veritas North America, Inc., increasing the contract amount by $419,000 to cover additional plan check and building inspection services in Fiscal Year 2016-2017 as a result of two major construction projects that necessitated engaging the services of the vendor to a greater degree than budgeted for Fiscal Year 2016-2017; and WHEREAS, the Community Development Department – Building Division has received Building Permit Applications for two major construction projects that will necessitate engaging the services of the vendor to a greater degree than budgeted for Fiscal Year 2018-2019, and therefore an amendment to the maximum amount to be expended under the terms of the current Professional Services Agreement with Bureau Veritas North America, Inc. is necessary; and WHEREAS, all costs for plan check and permit fees are passed through to project proponents. NOW, THEREFORE, BE IT RESOLVED AND ORDERED: 1. The City Manager is authorized and directed to negotiate and execute an amendment to the Professional Services Agreement with Bureau Veritas North America, Inc. for plan check and inspection services, increasing the contracted amount by $300,000. 2. The City Clerk is directed to attest to the signature of the City Manager upon execution of the Professional Services Agreement. 2 ______________________________________ Donna Colson, Mayor I, Meaghan Hassel-Shearer, City Clerk of the City of Burlingame, certify that the foregoing resolution was introduced at a regular meeting of the City Council, held on the 17th day of June, 2019 and as adopted thereafter by the following vote: AYES: COUNCILMEMBERS: NAYES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: ______________________________________ Meaghan Hassel-Shearer, City Clerk AGREEMENT FOR PROFESSIONAL SERVICES BETWEEN THE CITY OF BURLINGAME AND BUREAU VERITAS NORTH AMERICA, INC. THIS AGREEMENT is by and between BUREAU VERITAS NORTH AMERICA, INC. and the City of Burlingame, a public body of the State of California. Consultant and City agree: 1.Services. Consultant shall provide the Services set forth in Exhibit A, attached hereto and incorporated herein. 2.Compensation. Notwithstanding the expenditure by Consultant of time and materials in excess of said Maximum compensation amount, Consultant agrees to perform all of the Scope of Services in Exhibit A for the compensation defined in Exhibit B. Consultant shall submit invoices on a monthly basis. All bills submitted by Consultant shall contain sufficient information to determine whether the amount deemed due and payable is accurate. Bills shall include a brief description of services performed, the date services were performed, the number of hours spent and by whom, a brief description of any costs incurred and the Consultant’s signature. 3.Term. This Agreement commences on full execution hereof and terminates on June 30, 2019 with options to renew for two (2) additional one (1) year terms. Consultant agrees to diligently prosecute the services to be provided under this Agreement to completion and in accordance with any schedules specified herein. In the performance of this Agreement, time is of the essence. Time extensions for delays beyond the Consultant’s control, other than delays caused by the City, shall be requested in writing to the City’s Contract Administrator prior to the expiration of the specified completion date. 4.Assignment and Subcontracting. A substantial inducement to City for entering into this Agreement is the professional reputation and competence of Consultant. Neither this Agreement nor any interest herein may be assigned or subcontracted by Consultant without the prior written approval of City. It is expressly understood and agreed by both parties that Consultant is an independent contractor and not an employee of the City. 5.Insurance. Consultant, at its own cost and expense, shall carry, maintain for the duration of the Agreement, and provide proof thereof, acceptable to the City, the insurance coverages specified in Exhibit B, "City Insurance Requirements," attached hereto and incorporated herein by reference. Consultant shall demonstrate proof of required insurance coverage prior to the commencement of services required under this Agreement, by delivery of Certificates of Insurance to City. 6.Indemnification. Consultant shall indemnify, defend, and hold City, its directors, officers, employees, agents, and volunteers harmless from and against any and all liability, claims, suits, actions, damages, and causes of action arising out of, pertaining or relating to the negligence, recklessness or willful misconduct of Consultant, its employees, subcontractors, or agents, or on account of the performance or character of the Services, except for any such claim arising out of the sole negligence or willful misconduct of the City, its officers, employees, agents, or volunteers. It is understood that the duty of Consultant to indemnify and hold harmless includes the duty to defend as set forth in section 2778 of the California Civil Code. Notwithstanding the foregoing, for any design professional services, the duty to defend and 2 indemnify City shall be limited to that allowed pursuant to California Civil Code section 2782.8. Acceptance of insurance certificates and endorsements required under this Agreement does not relieve Consultant from liability under this indemnification and hold harmless clause. This indemnification and hold harmless clause shall apply whether or not such insurance policies shall have been determined to be applicable to any of such damages or claims for damages. 7.Termination and Abandonment. This Agreement may be cancelled at any time by City for its convenience upon written notice to Consultant. In the event of such termination, Consultant shall be entitled to pro-rated compensation for authorized Services performed prior to the effective date of termination provided however that City may condition payment of such compensation upon Consultant's delivery to City of any or all materials described herein. In the event the Consultant ceases performing services under this Agreement or otherwise abandons the project prior to completing all of the Services described in this Agreement, Consultant shall, without delay, deliver to City all materials and records prepared or obtained in the performance of this Agreement. Consultant shall be paid for the reasonable value of the authorized Services performed up to the time of Consultant’s cessation or abandonment, less a deduction for any damages or additional expenses which City incurs as a result of such cessation or abandonment. 8.Ownership of Materials. All documents, materials, and records of a finished nature, including but not limited to final plans, specifications, video or audio tapes, photographs, computer data, software, reports, maps, electronic files and films, and any final revisions, prepared or obtained in the performance of this Agreement, shall be delivered to and become the property of City. All documents and materials of a preliminary nature, including but not limited to notes, sketches, preliminary plans, computations and other data, and any other material referenced in this Section, prepared or obtained in the performance of this Agreement, shall be made available, upon request, to City at no additional charge and without restriction or limitation on their use. Upon City’s request, Consultant shall execute appropriate documents to assign to the City the copyright or trademark to work created pursuant to this Agreement. Consultant shall return all City property in Consultant’s control or possession immediately upon termination. 9.Compliance with Laws. In the performance of this Agreement, Consultant shall abide by and conform to any and all applicable laws of the United States and the State of California, and all ordinances, regulations, and policies of the City. Consultant warrants that all work done under this Agreement will be in compliance with all applicable safety rules, laws, statutes, and practices, including but not limited to Cal/OSHA regulations. If a license or registration of any kind is required of Consultant, its employees, agents, or subcontractors by law, Consultant warrants that such license has been obtained, is valid and in good standing, and Consultant shall keep it in effect at all times during the term of this Agreement, and that any applicable bond shall be posted in accordance with all applicable laws and regulations. 10.Conflict of Interest. Consultant warrants and covenants that Consultant presently has no interest in, nor shall any interest be hereinafter acquired in, any matter which will render the services required under the provisions of this Agreement a violation of any applicable state, local, or federal law. In the event that any conflict of interest should nevertheless hereinafter arise, Consultant shall promptly notify City of the existence of such conflict of interest so that the City may determine whether to terminate this Agreement. Consultant further warrants its 3 compliance with the Political Reform Act (Government Code § 81000 et seq.) respecting this Agreement. 11.Whole Agreement and Amendments. This Agreement constitutes the entire understanding and Agreement of the parties and integrates all of the terms and conditions mentioned herein or incidental hereto and supersedes all negotiations or any previous written or oral Agreements between the parties with respect to all or any part of the subject matter hereof. The parties intend not to create rights in, or to grant remedies to, any third party as a beneficiary of this Agreement or of any duty, covenant, obligation, or undertaking established herein. This Agreement may be amended only by a written document, executed by both Consultant and the City Manager, and approved as to form by the City Attorney. Such document shall expressly state that it is intended by the parties to amend certain terms and conditions of this Agreement. The waiver by either party of a breach by the other of any provision of this Agreement shall not constitute a continuing waiver or a waiver of any subsequent breach of either the same or a different provision of this Agreement. Multiple copies of this Agreement may be executed but the parties agree that the Agreement on file in the office of the City Clerk is the version of the Agreement that shall take precedence should any differences exist among counterparts of the document. This Agreement and all matters relating to it shall be governed by the laws of the State of California. 12.Capacity of Parties. Each signatory and party hereto warrants and represents to the other party that it has all legal authority and capacity and direction from its principal to enter into this Agreement and that all necessary actions have been taken so as to enable it to enter into this Agreement. 13.Severability. Should any part of this Agreement be declared by a final decision by a court or tribunal of competent jurisdiction to be unconstitutional, invalid, or beyond the authority of either party to enter into or carry out, such decision shall not affect the validity of the remainder of this Agreement, which shall continue in full force and effect, provided that the remainder of this Agreement, absent the unexcised portion, can be reasonably interpreted to give effect to the intentions of the parties. 14.Notice. Any notice required or desired to be given under this Agreement shall be in writing and shall be personally served or, in lieu of personal service, may be given by (i) depositing such notice in the United States mail, registered or certified, return receipt requested, postage prepaid, addressed to a party at its address set forth in Exhibit A; (ii) transmitting such notice by means of Federal Express or similar overnight commercial courier (“Courier”), postage paid and addressed to the other at its street address set forth below; (iii) transmitting the same by facsimile, in which case notice shall be deemed delivered upon confirmation of receipt by the sending facsimile machine’s acknowledgment of such with date and time printout; or (iv) by personal delivery. Any notice given by Courier shall be deemed given on the date shown on the receipt for acceptance or rejection of the notice. Either party may, by written notice, change the address to which notices addressed to it shall thereafter be sent. 4 15.Miscellaneous. Except to the extent that it provides a part of the definition of the term used herein, the captions used in this Agreement are for convenience only and shall not be considered in the construction of interpretation of any provision hereof, nor taken as a correct or complete segregation of the several units of materials and labor. Capitalized terms refer to the definition provide with its first usage in the Agreement. When the context of this Agreement requires, the neuter gender includes the masculine, the feminine, a partnership or corporation, trust or joint venture, and the singular includes the plural. The terms “shall”, “will”, “must” and “agree” are mandatory. The term “may” is permissive. The waiver by either party of a breach by the other of any provision of this Agreement shall not constitute a continuing waiver or a waiver of any subsequent breach of either the same or a different provision of this Agreement. When a party is required to do something by this Agreement, it shall do so at its sole cost and expense without right to reimbursement from the other party unless specific provision is made otherwise. Where any party is obligated not to perform any act, such party is also obligated to restrain any others within its control from performing such act, including its agents, invitees, contractors, subcontractors and employees. IN WITNESS WHEREOF, Consultant and City execute this Agreement. CITY OF BURLINGAME CONSULTANT 501 Primrose Road Name Bureau Veritas North America, Inc. Burlingame, CA 94010 Address 180 Promenade Circle, Suite 150 Sacramento, CA 95834 By: By: Name Isam Hasenin Lisa Goldman City Manager Title Chief Operating Officer Date: Date: 6/22/2016 Attest: Federal Employer ID Number: 06-1689244 Meaghan Hassel-Shearer License Number:C288871 City Clerk Expiration Date: N/A 5 Approved as to form: Kathleen Kane City Attorney Attachments: Exhibit A Scope of Work Exhibit B Fee Schedule Exhibit C City Insurance Provisions Building Safety and Inspection Services Exhibit A – Scope of Work Move Forward with Confidence Exhibit A – Scope of Work Plan Review Services Plan Review: Bureau Veritas North America, Inc. will perform plan reviews to check plans for compliance with the California Building Codes as generally found in Title 24 Parts 2, 2.5, 3, 4, 5, 6, 8 and 12 including structural, fire/life safety, disabled access, and energy conservation requirements – as amended by City. Comment Lists and Plans Delivery: Plan reviews result in typed lists of comments, which refer to specific details and drawings, and reference applicable code sections. Bureau Veritas North America, Inc. will transport plans comments to City contact person, via FAX, and/or reliable overland carrier. Overnight delivery is available at no extra cost. Depending on the City’s preferred process, Bureau Veritas North America, Inc. will provide plan check comments and perform rechecks directly with (1) the City, or (2) the applicant/designer, returning approved documents to the City after the plan review process is completed. Turn-Around Schedules: Plan reviews will generally be completed/returned to City within approximately ten (10) working days of the date the plans are received by Bureau Veritas North America, Inc.. Other turnaround schedules will be accommodated at request of City. Large, unusually complex plan reviews may require up to a fifteen (15) day turnaround. Technical Support: When mutually agreed between the City and Bureau Veritas North America, Inc. as vital to project success, Bureau Veritas North America, Inc. staff will attend pre-construction or pre-design meetings, field visits upon request, and provide support for field inspection personnel on an as-needed basis. Inspection Services Bureau Veritas North America, Inc. will provide building inspector(s) as requested by the City. The scope of inspection services to be provided will be defined below or as defined uniquely for each project or as determined by Bureau Veritas North America, Inc. and the City. Inspector(s) will report directly to the City Building Official or other person designated by the City for all project-related work. In general, the inspection services to be provided may include, but are not limited to, field observation of all construction activity, preparation of daily reports, review of submittals and other duties as assigned. Permit Issuance Services Bureau Veritas North America, Inc. believes strongly in providing the highest possible customer service to each of our clients and to the general public we serve. Bureau Veritas North America, Inc. personnel are skilled and trained in assisting permit applicants in all facets of building department policies and procedures. Our staff will calculate and collect permit and inspection fees and issue permits on City forms. All permits will be issued in compliance with the City’s adopted Building Codes in the time frame required by the City. Bureau Veritas North America, Inc. staff will be available to assist permit applications on all appropriate codes and regulations including flood zone requirements, hazardous materials disclosure reporting, contractor’s licensing verification, worker’s compensation insurance verification, etc. as needed by the City. Bureau Veritas North America, Inc. staff will become familiar with the City’s permit tracking software and any recordkeeping necessary for the permit process. Building Safety and Inspection Services Exhibit B – Fee Schedule Move Forward with Confidence Exhibit B – Fee Schedule Plan Review Basic Fees: For complete plan review projects performed at Bureau Veritas North America, Inc. offices, fees are as shown below, based on the City-collected plan review fees. Basic fees include first and second plan reviews and simple, quick third reviews. Full Plan Review Completed in BVNA Offices 75% of City’s plan review fee Miscellaneous and Structural Only Review Completed in BVNA Offices* 50% of City’s plan review fee Full Plan Review for projects valued over $10,000,000 50% of City’s plan review fee *Plumbing/mechanical/electrical-only and unreinforced masonry The fee for expedited plan review will be an additional 25%. Other Fees: In addition to the Basic Fees described above, time-and materials methods using the current Bureau Veritas North America, Inc. hourly rate schedule will be used for determining fees for the following types of services: 1. Fees for plan review revisions to permitted plans will be based on the current Bureau Veritas North America, Inc. hourly rate schedule. 2. Fees for problem plan checks that require more than a quick third check to approve the project, when mutually agreed between the Chief Building Official and Bureau Veritas North America, Inc., will be based on the current Bureau Veritas North America, Inc. hourly rate schedule. 3. For rechecks of projects that were reviewed by others. Inspection Services Building Inspection Services will be provided at $90.00 per hour per inspector, including miscellaneous charges as specified by the current Bureau Veritas North America, Inc. Schedule of Charges (below) or other fixed fee method as mutually agreeable between the City and Bureau Veritas North America, Inc.. Permit Issuance Services Permit Issuance Services will be provided at $65.00 per hour in accordance with the current Fee Schedule. Building Safety and Inspection Services Exhibit B – Fee Schedule Move Forward with Confidence Exhibit B – Fee Schedule Our pricing reflects our commitment to the success of your City by helping you maintain significant quality and cost saving benefits moving forward. These include: Reduced plan review turnaround times Implementation of established electronic plan review processes Commitment to maintain a proposed rate structure for the life of the initial contract period Highly qualified staff compensated commensurate with their duties and responsibilities Confidence of working with a well-established consultant in business for 180+ years Hourly rates for project personnel are outlined below: Staff Level Classifications Hourly Billing Rate* Senior Plans Examiner $135.00 Senior Engineer $145.00 Plan Review Engineer $115.00 Senior Combination Building Inspector $95.00 Building Inspector $90.00 Permit Technician $65.00 Accessibility Plans Examiner (CASp) $115.00 *Overtime, weekend or holiday rates will be an additional 30% of the hourly rates shown above *Rates are valid from July 1, 2016 to June 30, 2019. Bureau Veritas North America, Inc. Miscellaneous Charges Description Billing Rate* Personal Vehicle, per mile $.55 or current IRS rate Holder Identifier : 7777777707070700077763616065553330773617556304557607553037663517301072750566046231120776551416026455707426001336325502075626331324327740772241155205471207704411710272112077727252025773110777777707000707007 6666666606060600062606466204446200622202406204002206002206262240002060020062622422000622000604226002206022226242242220062222240600602220622202404024200006222004062022420066646062240664440666666606000606006Certificate No :570062558795CERTIFICATE OF LIABILITY INSURANCE DATE(MM/DD/YYYY) 06/15/2016 IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. PRODUCER Aon Risk Services Northeast, Inc. Aon Risk Services Northeast, Inc. NY NY Office 199 Water Street New York NY 10038-3551 USA PHONE (A/C. No. Ext): E-MAIL ADDRESS: INSURER(S) AFFORDING COVERAGE NAIC # 866-283-7122 INSURED 19682Hartford Fire Insurance Co.INSURER A: 30104Hartford Underwriters Insurance CompanyINSURER B: 29459Twin City Fire Insurance CompanyINSURER C: 27120Trumbull Insurance CompanyINSURER D: 29424Hartford Casualty Insurance CoINSURER E: INSURER F: FAX (A/C. No.):800-363-0105 Sentinel Insurance Company, Ltd 11000 CONTACT NAME: Bureau Veritas North America, Inc. 180 Promenade Circle, Suite 150 Sacramento CA 95834 USA COVERAGES CERTIFICATE NUMBER:570062558795 REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.Limits shown are as requested POLICY EXP (MM/DD/YYYY) POLICY EFF (MM/DD/YYYY) SUBR WVD INSR LTR ADDL INSD POLICY NUMBER TYPE OF INSURANCE LIMITS COMMERCIAL GENERAL LIABILITY CLAIMS-MADE OCCUR POLICY LOC EACH OCCURRENCE DAMAGE TO RENTED PREMISES (Ea occurrence) MED EXP (Any one person) PERSONAL & ADV INJURY GENERAL AGGREGATE PRODUCTS - COMP/OP AGG X X X X GEN'L AGGREGATE LIMIT APPLIES PER: $1,000,000 $1,000,000 $10,000 $1,000,000 $2,000,000 $2,000,000 $10,000Deductible K 01/01/2016 01/01/2017CGL2006324 PRO- JECT OTHER: AUTOMOBILE LIABILITY ANY AUTO OWNED AUTOS ONLY SCHEDULED AUTOS HIRED AUTOS ONLY NON-OWNED AUTOS ONLY BODILY INJURY ( Per person) PROPERTY DAMAGE (Per accident) X BODILY INJURY (Per accident) $1,000,000A01/01/2016 01/01/2017 AOS 10 AB S41203B 01/01/2016 01/01/2017 HI $1,000 COMBINED SINGLE LIMIT (Ea accident) 10 AB S41202 Comprehensive Deduct EXCESS LIAB OCCUR CLAIMS-MADE AGGREGATE EACH OCCURRENCE DED UMBRELLA LIAB RETENTION E.L. DISEASE-EA EMPLOYEE E.L. DISEASE-POLICY LIMIT E.L. EACH ACCIDENT $1,000,000 X OTH- ER PER STATUTED01/01/2016 01/01/2017 AOS 10WNS41200J 01/01/2016 01/01/2017 $1,000,000 Y / N (Mandatory in NH) ANY PROPRIETOR / PARTNER / EXECUTIVE OFFICER/MEMBER EXCLUDED?N / AN AK,ID,IL,NJ,NY WORKERS COMPENSATION AND EMPLOYERS' LIABILITY If yes, describe under DESCRIPTION OF OPERATIONS below $1,000,000 10WNS41200 Each ClaimPPL200631301/01/2016 01/01/2017 SIR applies per policy terms & conditions $1,000,000Aggregate SIR $250,000 Archit&Eng ProfK $1,000,000 DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) The City, its officers, officials, employees, and volunteers are included as Additional Insured in accordance with the policy provisions of the General Liability and Auto Liability policy. General Liability and Auto Liability evidenced herein is Primary and Non-Contributory to other insurance available to an Additional Insured, but only in accordance with the policy's provisions. A Waiver of Subrogation is granted in favor of Certificate Holder in accordance with the policy provisions of the General Liability, Workers Compensation and Auto Liability policy. The Architects & Engineers policy includes coverage for Professional Liability and Contractors Pollution Liability. CANCELLATIONCERTIFICATE HOLDER AUTHORIZED REPRESENTATIVECity of Burlingame 501 Primrose Road Burlingame CA 94010 USA ACORD 25 (2016/03) ©1988-2015 ACORD CORPORATION. All rights reserved. The ACORD name and logo are registered marks of ACORD SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AGENCY CUSTOMER ID: ADDITIONAL REMARKS SCHEDULE LOC #: ADDITIONAL REMARKS THIS ADDITIONAL REMARKS FORM IS A SCHEDULE TO ACORD FORM, FORM NUMBER:ACORD 25 FORM TITLE:Certificate of Liability Insurance EFFECTIVE DATE: CARRIER NAIC CODE POLICY NUMBER NAMED INSUREDAGENCY See Certificate Number: See Certificate Number: 570062558795 570062558795 Aon Risk Services Northeast, Inc. 570000048582 ADDITIONAL POLICIES If a policy below does not include limit information, refer to the corresponding policy on the ACORD certificate form for policy limits. Property & Casualty Ins Co of Hartford Hartford Insurance Co Of The Southeast Hartford Accident & Indemnity Company Hartford Ins Co of the Midwest INSURER INSURER INSURER INSURER G H J I : : : : INSURER(S) AFFORDING COVERAGE Page _ of _ 37478 22357 38261 34690 NAIC # Bureau Veritas North America, Inc. TYPE OF INSURANCE POLICY NUMBER LIMITS AUTOMOBILE LIABILITY A 10 AB S41202 01/01/2016 01/01/2017 WORKERS COMPENSATION B 10WNS41200 01/01/2016 01/01/2017 I 10WNS41200 01/01/2016 01/01/2017 F 10WNS41200 01/01/2016 01/01/2017 E 10WNS41200 01/01/2016 01/01/2017 A 10WNS41200 01/01/2016 01/01/2017 H 10WNS41200 01/01/2016 01/01/2017 G 10WNS41200 01/01/2016 01/01/2017 Collision Deductible $1,000 AOS HI, MA AZ CA GA KY MI MN MT NE NH OK SC IA NC FL,ND,OH,WA PA DE,LA,VT N/A N/A N/A N/A N/A N/A N/A ADDL INSD INSR LTR SUBR WVD POLICY EFFECTIVE DATE (MM/DD/YYYY) POLICY EXPIRATION DATE (MM/DD/YYYY) C N/A 10WBRS41201 WI 01/01/2016 01/01/2017 ACORD 101 (2008/01)© 2008 ACORD CORPORATION. All rights reserved. The ACORD name and logo are registered marks of ACORD AGENCY CUSTOMER ID: ADDITIONAL REMARKS SCHEDULE LOC #: ADDITIONAL REMARKS THIS ADDITIONAL REMARKS FORM IS A SCHEDULE TO ACORD FORM, FORM NUMBER:ACORD 25 FORM TITLE:Certificate of Liability Insurance EFFECTIVE DATE: CARRIER NAIC CODE POLICY NUMBER NAMED INSUREDAGENCY See Certificate Number: See Certificate Number: 570062558795 570062558795 Aon Risk Services Northeast, Inc. 570000048582 ADDITIONAL POLICIES If a policy below does not include limit information, refer to the corresponding policy on the ACORD certificate form for policy limits. Allianz Global Risks US Insurance Co.INSURER INSURER INSURER INSURER K : INSURER(S) AFFORDING COVERAGE Page _ of _ 35300 NAIC # Bureau Veritas North America, Inc. TYPE OF INSURANCE POLICY NUMBER LIMITSADDL INSD INSR LTR SUBR WVD POLICY EFFECTIVE DATE (MM/DD/YYYY) POLICY EXPIRATION DATE (MM/DD/YYYY) ACORD 101 (2008/01)© 2008 ACORD CORPORATION. All rights reserved. The ACORD name and logo are registered marks of ACORD 1 STAFF REPORT AGENDA NO: 8h MEETING DATE: June 17, 2019 To: Honorable Mayor and City Council Date: June 17, 2019 From: Margaret Glomstad, Parks and Recreation Director – (650) 558-7307 Subject: Approval of the Donation, Recognition, and Sponsor Policy for the New Community Center Fundraising Campaign RECOMMENDATION Staff recommends that the City Council approve the Donation, Recognition, and Sponsor Policy for the New Community Center. BACKGROUND Since 2012, City staff, in collaboration with Group 4, the Citizens’ Advisory Committee (CAC), and community members, has been working on developing plans for a new community center in Washington Park. The work included development of a Master Plan for the active areas of the park, identification of the site locations for the park amenities (Community Center Master Plan), and creation of conceptual designs of the proposed building within the Master Plan. The City Council approved the Community Center Master Plan on July 7, 2014, and the conceptual design on July 2, 2018. Since that time, staff, Group 4 and the CAC have continued to develop and refine the plans for the new Community Center, playground, multi-use court, and small picnic area. In November 2018, the City Council approved the schematic design for the new Community Center and surrounding site amenities. The new Community Center is currently in Design Development. DISCUSSION While the City has the funds to build the base plan for a new Community Center, there is a need for a fundraising campaign to enhance the new Community Center with additional amenities that are desired by the community and will improve the overall end product. These items include: • A sustainable green roof over Kids Town • Photovoltaics so the Center will use reduce greenhouse gases and reach the goal of zero net energy • Additional electric vehicle (EV) charging stations in the parking lot • A sprung wood floor in the Community Hall to allow for more flexible uses • New furniture throughout the Center and play equipment for Kids Town and Teen Scene Approval of the Donation, Recognition, and Sponsor Policy for the New Community Center Fundraising Campaign June 17, 2019 2 • State-of-the-art technology upgrades throughout the Community Center The new Community Center fundraising campaign’s name is “Build Possibilities,” and its mission is to enhance and add to the design of and amenities in the new Community Center. The Donation, Recognition, and Sponsor policy defines the methods of recognition and naming opportunities, the fundraising process, and acceptance of donations, gifts, and pledges. The campaign will include opportunities to purchase furniture/equipment, sponsor a specific space in the new Community Center, and donate funds with acknowledgment on a donor wall. FISCAL IMPACT The goal of the campaign is to raise enough funds to offset the cost of the new Community Center upgrades. While other options to fund the photovoltaic panels and additional EV charging stations are being explored, the estimated cost for the above items is $2,500,000. Exhibits: • Donation, Recognition, and Sponsor Policy for the New Community Center Fundraising Campaign • Pledge Form City of Burlingame Donation, Recognition, and Sponsor Policy for the NEW COMMUNITY CENTER FUNDRAISING CAMPAIGN MISSION The mission of the Build Possibilities Capital Campaign is to enhance and add to the design of and amenities in the new Community Center. Purpose of the campaign The Build Possibilities Capital Campaign, among other things, will help provide financial support to ensure the new Community Center has: • A sustainable green roof over Kids Town • Photovoltaics so the Center will reduce greenhouse gases and reach the goal of zero net energy • Additional electric vehicle (EV) charging stations in the parking lot • A sprung wood floor in the Community Hall to allow for more flexible uses • State-of-the-art technology upgrades throughout the Community Center • New furniture and play equipment EXPECTED TERM OF THE CAMPAIGN The fundraising campaign is estimated to run through the end of 2021. Final recognition will occur in 2022, when the new Community Center is opened. DEFINITIONS AND METHODS OF RECOGNITION A) Definitions • Donations/Gifts: Funds donated to the City for the unrestricted purchase of equipment, furniture, or materials to be used in the Community Center. These donors will be recognized on the Foundation website. • Naming Recognitions and Tributes: The naming or dedication of a room/space in the new Community Center to acknowledge an individual or non-profit group that has made a significant financial donation to the City or through the Burlingame Parks and Recreation Foundation for the benefit of the new Community Center. • Corporate Sponsor: The naming or dedication of a room/space in the new Community Center to recognize a business that has made a significant financial donation to the City or Parks and Recreation Foundation that benefits the new Community Center. B) Methods of Recognizing Financial Donations • Naming of a room or space in the new Community Center. • Naming of a distinct feature associated with the new Community Center (i.e., green roof). • Plaques within the new Community Center that are intended to be inconspicuous and to blend in seamlessly with the surrounding environment (i.e., as part of the donor wall or on individual pieces of furniture, such as a bench). FUNDRAISING PROCESS The City will enter into an agreement with the Burlingame Parks and Recreation Foundation, a Burlingame non-profit organization, to allow the organization to solicit contributions towards construction of the new Community Center. The Foundation may assist in negotiating the terms of the gift and making recommendations to the City Council on the terms of the gift agreement. The City will also engage the assistance of the new Community Center Fundraising Committee, which is being formed to help raise capital for amenities and enhancements to the Burlingame Community Center. NAMING POLICY Naming of Rooms, Spaces, or Features in the New Community Center The use of names based upon distinguishing characteristics, location, or historical usage is a long-standing practice for the official naming of public sites and facilities. At the same time, it is recognized that individuals, families, and community organizations wish to be honored for their significant financial contributions. The policy outlined below was developed to accommodate the desire for commemorative naming while still supporting the primary community values. • It is the policy of the City to name a room, space, or feature in the new Community Center in a form that will be appropriate for a Community Center (i.e., no profanity, hate speech, or references to explicit sexual or violent content. Nothing in this policy or its implementation is intended to create a public forum of any nature. Sole discretion rests with the City Council and its delegees to accept or deny a naming request). • Naming that is done in exchange for major financial contributions must be approved by the City Council. • Rooms, spaces, and features named after an individual, family, business, or non- profit organization should include a description of the room, space, or feature (i.e., Smith Community Hall). No more than one family name may appear on the plaque, but groups may consolidate funds for the naming of a large item. • All decisions with respect to naming will be at the sole discretion of the City Council, which may choose not to grant any naming rights or recognitions. Approval, modification, or denial of the proposed name is within the sole discretion of the City Council, which can revoke naming rights in the future at any time. DONATIONS/GIFTS/PLEDGES In order to support the amenities in the new Community Center, donations/gifts can be specified for furniture, equipment, and materials. A list of available contributions will be provided in the new Community Center catalog. Donors can request their desired item and location(s). If the item/room is not available, another option will be provided. • Furniture, equipment, and materials with plaques on them will be placed at the discretion of the Parks and Recreation Director. The location will be done in a manner that preserves a positive experience for the public and provides a net benefit to Community Center visitors. (The goal is to prevent proliferation of unnecessary furniture, equipment, and materials). • The City cannot guarantee the future condition of furniture, equipment, and materials. The City will not be responsible for replacement required by vandalism or other damage to the contributed assets. • The City reserves the right to remove any furniture, equipment, and materials as a result of vandalism, graffiti, or other damage. • At its discretion, the City may relocate furniture, equipment, and materials to accommodate park improvements, or operational or maintenance needs. • Any relocation will be done in a manner to preserve the original intent of the recognition to the greatest extent reasonably possible. • The City retains the right to accept or reject any proposed contribution. • The City does not warranty the survival of any plant material. ACCEPTED FORMS OF FINANCIAL DONATIONS TO THE CITY • Check, direct transfer from a recognized financial institution, credit card, and/or money order. • Stocks and bonds through a transfer to the City’s brokerage account (sold and credited for the proceeds less transactional costs). • Ownership of land within Burlingame, after review and approval by the City Council. Pledges For donations that are $10,000 or more, the donor may pledge assets to be paid over a two-year period, with a minimum of 50% in the first year, and the second installment due no later than 12 months later. The donor must complete a pledge form, and upon fulfillment of the pledge, the donor will be qualified for recognition at the total commitment level. Should the donor fail to pay on the pledge, then the initial contribution is considered the total donation. Build Possibilties The mission of the Burlingame Build Possibilities Capital Campaign is to enhance the design of and amenities in the new Community Center. PLEDGE FORM DONOR INFORMATION (print or type as you would like to be recognized): Name ___________________________________________________________________________________ Billing address ____________________________________________________________________________ City, State, Zip ____________________________________________________________________________ Home Phone ________________________________ Mobile Phone _________________________________ E-Mail ___________________________________________________________________________________ If applicable, in honor of / in memory of: ________________________________________________________________________________________ PLEDGE INFORMATION: I/We hereby pledge to give to the Burlingame Build Possibilities Campaign, the total of: $________________. My gift(s) will be paid as follows: $______________________ will be paid immediately $______________________ will be paid prior to July 1, 2020 $______________________ will be paid prior to July 1, 2021 I/We plan to make this contribution in the form of: ____ cash ____ check _____ stock ______________ other Gift will be matched by _____________________________________________ (company/family/foundation). ____ matching form enclosed _____ matching form will be forwarded Signature(s) Donor: _____________________________________________________ Date: ________________ Burlingame Build Possibilities Representative: ________________________________ Date: ________________ Please make gifts payable to the City of Burlingame; 850 Burlingame Ave., Burlingame, CA 94010. Connect • Grow • Explore 1 STAFF REPORT AGENDA NO: 8i MEETING DATE: June 17, 2019 To: Honorable Mayor and City Council Date: June 17, 2019 From: Lisa K. Goldman, City Manager – (650) 558-7243 Subject: Authorization for the Mayor to Send a Letter to the Metropolitan Transportation Commission and the Association of Bay Area Governments Regarding a Potential Office Space Cap in Burlingame RECOMMENDATION Staff recommends the City Council authorize the Mayor to work with staff to draft and send a letter to the Metropolitan Transportation Commission (MTC) and the Association of Bay Area Governments (ABAG) regarding a proposal they are considering regarding capping office space in Burlingame and other communities. BACKGROUND MTC and ABAG are engaged in a comprehensive planning effort, known as Horizons, “to look not just at transportation and housing but also economic development, resilience and the effects of emerging technologies.” As part of this initiative, the agencies have developed various strategies for further study, including a cap on office space in cities with jobs-to-housing ratios greater than or equal to 2.0. DISCUSSION The attached excerpt from a recent MTC and ABAG report shows the proposal to cap office space in Burlingame and ten other cities with jobs-to-housing ratios greater than or equal to 2.0. Burlingame’s ratio is listed as 2.0. Mayor Colson recommends that the City Council authorize her to work with staff to draft and send a letter to MTC and ABAG expressing the City’s concerns about this proposal. FISCAL IMPACT None. Exhibit: • Futures Round 2 Strategy Details Regional Advisory Working Group Agenda Item 3 June 4, 2019 Attachment B Page 1 of 17 June 2019 METROPOLITAN TRANSPORTATION COMMISSION ASSOCIATION OF BAY AREA GOVERNMENTS ATTACHMENT B FUTURES ROUND 2 STRATEGY DETAILS (June 2019) Attachment A highlights a suite of strategies that will be advanced for further analysis in Futures Round 2. This attachment provides additional details on each strategy as we move into the second round of Futures, where we go beyond Plan Bay Area 2040 strategies to address the region’s major challenges in an era of uncertainty. In Clean and Green and in Back to the Future, 28 strategies will be added to those from Plan Bay Area 2040 (which were included in Futures Round 1); these Futures feature higher-growth and higher-resource conditions. Underlying all the strategies will be a combination of new revenues that would prioritize non-regressive revenue sources to ensure fiscal constraint across all four topic areas (economic development, housing, transportation, and resilience). A subset of these strategies (16 in total) will also be explored in Rising Tides, Falling Fortunes – where economic conditions are significantly weaker. To help keep track of which strategies are left out of Rising Tides, Falling Fortunes, the ‡ symbol is used to represent strategies that are only being incorporated into Clean and Green and Back to the Future. The remainder of this document includes: - Strategy Descriptions - Sketch-Level Budgets - Select Strategy Maps Strategy Descriptions Economic Development: Improve Economic Mobility In the first round of Futures analysis, all three Futures saw the middle class continue to shrink. A set of four economic development strategies are aimed at increasing the upward mobility opportunities and providing greater support for low-income households. Despite the Rising Tides, Falling Fortunes Future having the greatest economic challenges of the three, only two of the four strategies (as marked by the ‡ symbol) are included in that Future due to the high cost of the remaining strategies. V-6 Provide Portable Benefits for Part-Time and Freelance Workers Given that many freelance (“gig economy”) workers do not have traditional employment benefits, this strategy emulates existing regulations inside and outside the region that require businesses to provide benefit options to freelance workers. No significant public revenues are recommended to support the program; rather, the regulation would require businesses impacted to set up the necessary benefits to support workers. To model some of the impacts of the policy, staff plan to apply an increased cost to businesses in sectors that have a greater share of freelance workers to reflect the cost in complying with this strategy. The economic model also has an employer benefit contribution input that can be adjusted higher to reflect the strategy. Agenda Item 3 Regional Advisory Working Group Agenda Item 3 June 4, 2019 Attachment B Page 2 of 17 June 2019 V-5 Create Incubator Programs in Economically Challenged Communities Incubator programs would promote the creation of businesses by low- and moderate-income people in communities with fewer job opportunities. New revenues would support technical assistance for establishing the foundation of new businesses, including access to workspaces, mentorship, and financing. Staff are exploring ways to use the economic and land use models to study the strategy, but off model research and calculations will likely be used to understand the benefits of the strategy. D-2 ‡ Expand Childcare Support for Low-Income Families Childcare costs in the Bay Area continue to increase, with the cost of childcare increasing from $1,000 per month in 2014 to $1,500 per month in 2018. To offset this financial burden and open career growth opportunities for low-income households, a 50 percent childcare subsidy will be studied for low-income households. To model the strategy, staff will include the cost of strategy in the form of new taxes (described in more detail toward the end of the attachment) and apply financial benefits to low-income households. Additionally, the labor force participation will increase to reflect the observed effect of childcare cost reductions resulting in higher rates of maternal employment. V-1 ‡ Expand Construction Workforce Programs There are many existing apprenticeship and certificate programs to expand the region’s construction workforce – a critical need in higher-growth Futures. This strategy uses new revenue to expand these programs and provide a subsidy for new construction workers who work in the region for the first three years of their career, as they increase their base salary with additional experience. The strategy is sized to support the addition of 1,000 new construction workers annually. Staff will add these new jobs on an annual basis and expect to see a 30,000 increase in the construction sector labor by the year 2050. Staff are still exploring if this strategy will have any significant impact on construction labor costs in the region, but initial research does not show a significant change. Economic Development: Shift the Location of Jobs Many stakeholders are interested in understanding how strategies can be used to move more jobs closer to transit and into housing-rich communities. In Plan Bay Area 2040, a VMT-based commercial development fee was used to discourage new commercial construction outside of transit-rich areas and commercial development caps were placed in two Bay Area cities. The new approach builds off these two policies but goes further to study the effect of heightened strategies. PBA-8 Apply VMT-Based Commercial Development Fee The vehicle mile traveled (VMT) based commercial development fee remains in effect to shift new employment centers toward transit-rich locations, potentially with minor modifications to the fee levels. Plan Bay Area 2040 and Futures Round 1 analysis have shown this fee to be effective in directing new employment development near transit. The policy charges a fee on new commercial development in areas that have high employment related VMT and in areas that are not near transit. V-7 Place Office Caps in Job-Rich Locations Plan Bay Area 2040 and Futures Round 1 analysis included an office space cap in two Bay Area cities. The strategy was ineffective in moving jobs to low-job areas in the region given its limited geographic implementation. To study the effect of a more expansive strategy, staff have developed a modified strategy to be applied in cities with jobs-to-housing ratios greater than or equal to 2.0. Cities affected by this strategy include: Colma, Brisbane, Menlo Regional Advisory Working Group Agenda Item 3 June 4, 2019 Attachment B Page 3 of 17 June 2019 Park, South San Francisco, and Burlingame in San Mateo County; Palo Alto, Santa Clara, Mountain View, Milpitas, and Cupertino in Santa Clara County; and Emeryville in Alameda County. The goal of the strategy is to see where jobs would choose to relocate if limitations would put in place in job-rich areas. Staff acknowledge the critique that an office space cap may have the unintended consequence of relocating jobs out of the region rather than to other Bay Area jurisdictions. While the land use modeling will not capture this potential, additional off-model research will be prioritized to understand this unintended consequence. Housing: Spur Housing Production To improve the region’s ability to meet its housing needs, the Priority Development Area (PDA) framework is being expanded to increase housing construction at all income levels around all major transit stops and in high-resource communities. Large catalyst sites, often aging malls or aging office parks, are also identified and offer additional locations for housing production in the region. Similar to how PDAs have been treated in past Plans, all of these growth geographies will be assigned higher densities, with transit-rich areas assigned higher densities than areas with more modest levels of transit service. Building upon the PDA strategy from Plan Bay Area 2040, all these growth areas will be eligible for development streamlining. PBA-1 Assign Higher Densities to Priority Development Areas (PDAs) This strategy will change slightly from Futures Round 1 analysis to reflect the recently adopted Regional Growth Framework Update, which established two PDA categories. The first PDA category, Transit Rich PDAs, includes area within a half mile of rail stations, ferry terminals, and frequent bus service (15-minute headways or less). The second, Connected Community PDAs, includes areas with basic bus service (30-minute headways). The PDA geographies are expanded by Strategies A-7 and D-9 which will include all PDA-eligible locations. PBA-2 Streamline Development in all Growth Areas A range of modeled incentive strategies – development subsidies, streamlining, reduced parking requirements – were included in Plan Bay Area 2040 to increase the feasibility of building in PDAs. Staff is proposing a revision for Futures Round 2 to eliminate market-rate development subsidies and to also expand the streamlining and reduced parking requirements to sites across the broader set of growth areas included below. The intent of this change is to be more consistent about incentives and streamlining across all geographies identified. A-7 Allow Diverse Housing around all Major Transit Stops This strategy allows a diverse range of housing within a half-mile (an approximately ten- minute walk) of all rail stations, ferry terminals, and bus stops with 15-minute peak period service – places eligible for designation as Transit-Rich PDAs. Specific density maximums will vary based on transit frequency and capacity. For many areas already designated PDAs, particularly those with recently adopted plans, this strategy will involve little to no change, while in others it will provide an opportunity to build a greater variety of housing at a higher intensity. D-9 Allow Affordable Housing in Areas of High Opportunity This strategy increases the variety and affordability of housing that can be built in High Resource Areas within a half-mile of bus stops with 30-minute peak period service. High Resource Areas are places defined by the California Department of Housing and Community Development (HCD) as providing the greatest opportunity for health and upward mobility. 9 Table: Office Cap Locations (Strategy V-7)Bay Area Cities with Jobs-Housing Ratio >= 2.0 1 San Mateo County Colma 6.8 2 Santa Clara County Palo Alto 3.5 3 Alameda County Emeryville 3.2 4 San Mateo County Brisbane 3.1 5 San Mateo County Menlo Park 2.9 6 Santa Clara County Santa Clara 2.5 7 Santa Clara County Mountain View 2.4 8 San Mateo County South San Francisco 2.2 9 Santa Clara County Milpitas 2.1 10 Santa Clara County Cupertino 2.0 11 San Mateo County Burlingame 2.0 Definition: Place office development caps in eleven cities with many more jobs than residents –most of which are located in above-average VMT per worker locations. Coordinated with: VMT Commercial Development Fee (Strategy PBA-8), which charges a fee on commercial development outside of transit-rich areas. Source: California DOF; LEHD WAC (2016) 1 STAFF REPORT AGENDA NO: 8j MEETING DATE: June 17, 2019 To: Honorable Mayor and City Council Date: June 17, 2019 From: Sonya Morrison, Human Resources Director – (650) 558-7209 Subject: Adoption of a Resolution Approving Fiscal Year 2019-20 Personnel Changes RECOMMENDATION Staff recommends the City Council adopt a resolution approving Fiscal Year 2019-20 personnel changes effective contingent upon adoption of the Fiscal Year 2019-20 budget as detailed below. BACKGROUND The proposed Fiscal Year 2019-20 budget includes personnel changes and classification plan amendments. These changes, which are detailed below, will be effective only upon adoption of the Fiscal Year 2019-20 budget, presented at the same Council meeting: 1) Reclassification of two positions: • One Grounds Equipment Repair Worker to an Automotive Mechanic in the Parks and Recreation Department and deletion of the Grounds Equipment Repair Worker classification; and • One Environmental Regulatory Compliance Coordinator to an Environmental Regulatory Compliance Manager in the Public Works Department and deletion of the Environmental Regulatory Compliance Coordinator classification. 2) Change in hours base of two part-time regular positions in the Library Department: • Library Assistant II, unfilled (0.625 FTE), decrease to 0.5 FTE • Librarian II, filled (0.75 FTE), increase to 1.0 FTE These changes in personnel/positions are deemed necessary to effectively carry out the City’s priorities and support both General Fund and Capital Improvement Program activities. Although the City’s total FTE count is effectively increased by 0.12, the changes result in no increase in overall head count. DISCUSSION Parks and Recreation Department The Grounds Equipment Repair Worker in the Parks & Recreation Department is responsible for the maintenance and repair of park equipment and vehicles. The duties of the incumbent have Fiscal Year 2019-20 Personnel Changes June 17, 2019 2 broadened to include an increasingly greater amount of vehicle maintenance. As the existing duties of the incumbent are more closely aligned with those of the Automotive Mechanic, a reclassification of the position is proposed. Public Works Department The Environmental Regulatory Compliance Coordinator was a new classification in 2014. Since this time, numerous mandates associated with Federal, State, and regional regulatory agencies have significantly changed the requirements of the position. The most significant changes have been revisions to the Municipal Regional Permit (MRP). The new permit placed several new mandates on municipalities, such as new requirements for planning, development, and implementation of green infrastructure; trash reduction of 100%; and an extensive regime of time- sensitive storm water inspections. As the new duties require a significantly higher level of responsibility and a high level of management skills and are more appropriately classified as a mid- management position, a reclassification of the position to Environmental Compliance Manager is proposed. This is a new classification; the City’s Civil Service Rules require the City Council to adopt all new job classifications. The new job class specifications are attached to this staff report. Library Department Included in the Library’s total FTE are four permanent part-time positions. As the Library programs change and grow, so do the needs for these part-time positions. The Library Strategic Plan outlines the need to evaluate the collection against current best-practice cataloguing standards, to increase the collection of materials in languages other than English, and for greater data-driven capabilities and utilization of the database. These additional duties require additional hours, so the Library is proposing to increase the 30 hour/week cataloger position to a full-time position. Also proposed is a five hour/week decrease in the hours of the volunteer coordinator because a reduction in the scope of this position requires fewer hours per week. Notification of all changes has been provided to the appropriate bargaining units. FISCAL IMPACT The net impact of these personnel changes is $22,200 in Fiscal Year 2019-20. The proposed Fiscal Year 2019-20 City budget includes sufficient funding for the personnel changes described above. Exhibits: • Resolution • Environmental Regulatory Compliance Manager Job Classification RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME AUTHORIZING POSITION AMENDMENTS WHEREAS, under the City of Burlingame Civil Service Rules, adopted pursuant to Municipal Code Section 3.52.030, the City Council is the final authority for approving the classification and compensation plan; and WHEREAS, the proposed changes are as detailed below: • Reclassify one Grounds Equipment Repair Worker to an Automotive Mechanic in the Parks and Recreation Department; • Reclassify one Environmental Regulatory Compliance Coordinator to an Environmental Regulatory Compliance Manager in the Public Works Department; • Increase a 0.75 FTE Librarian II position in the Library Department to 1.0 FTE; • Decrease a 0.625 FTE Library Assistant II position in the Library Department to 0.5 FTE; and WHEREAS, the basis for the proposed changes is fully detailed in the staff report for this item on the June 17, 2019 City Council agenda; and WHEREAS, the proposed changes are contingent upon adoption of the Fiscal Year 2019- 20 Budget; and WHEREAS, the bargaining units representing the impacted classifications have reviewed the proposed changes and have not brought forth any objections or concerns. NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Burlingame finds, orders, and declares that: 1. The Council approves the reclassification of one Grounds Equipment Repair Worker to an Automotive Mechanic in the Parks and Recreation Department; and 2. The Council approves the reclassification of one Environmental Regulatory Compliance Coordinator to an Environmental Regulatory Compliance Manager in the Public Works Department; and 3. The Council approves the increase of a 0.75 FTE Librarian II position in the Library Department to 1.0 FTE; and 4. The Council approves the decrease of a 0.625 FTE Library Assistant II position in the Library Department to 0.5 FTE. ____________________________ Donna Colson, Mayor I, Meaghan Hassel Shearer City Clerk of the City of Burlingame, certify that the foregoing resolution was introduced at a regular meeting of the City Council held on the 17th day of June 2019, and was adopted thereafter by the following vote: AYES: COUNCIL MEMBERS: NOES: COUNCIL MEMBERS: ABSENT: COUNCIL MEMBERS: ____________________________ Meaghan Hassel Shearer, City Clerk ENVIRONMENTAL REGULATORY COMPLIANCE MANAGER Page 1 of 3 ENVIRONMENTAL REGULATORY COMPLIANCE MANAGER Class specifications are only intended to present a descriptive summary of the range of duties and responsibilities that are associated with specified positions. Therefore, specifications may not include all duties performed by individuals within a classification. In addition, specifications are intended to outline the minimum qualifications necessary for entry into the class and do not necessarily convey the qualifications of incumbents within the position. DEFINITION Under direction of the Deputy Director of Public Works Operations or other supervisory personnel, performs activities and provides services related to Environmental Programs to the divisions within the Public Works Department; reviews, implements and coordinates environmental regulatory compliance programs and energy conservation programs; and does other related work, as required. Work is normally performed under limited supervision and incumbents are expected to exercise independent judgment on a regular basis. ESSENTIAL FUNCTIONS: (include but are not limited to the following) • Oversees and manages the annual Municipal Regional Permit (MRP), compliance auditing, management of inspection programs, preparation of reports, and coordination with regional and state agencies. Serves as the City liaison for the assigned administrative division with other divisions, departments, and outside agencies as part of the reporting requirements relative to the MRP. • Responsible for the completion of Industrial and Commercial Site Control Inspections, and associated reporting, as required by the MRP. • Directs work of consultants, contractors and City staff on subject matters specific to the MRP. • Implements and participates in the City’s programs relating to, but not limited to regulatory programs for storm water pollution prevention, water and energy conservation, and related areas; monitoring of regulatory websites such as the SF Estuary, California Integrate Water Quality System (CIWQS). • Assist in developing local programs and ordinances such as mercury and PCB abatements from stormwater to comply with state regulations. • Manages, develops and implements public education outreach programs related to pollution prevention programs in compliance with permit requirements. • Coordinates with Division managers to assist them in complying with state regulations relative to the Clean Water Act, potable water regulations, and water rights matters. • Preparation, management and administration of Urban Water Management Plan (UWMP), and its compliance with state regulations. • Updating and tracking of the required audits related to the city’s Sanitary Sewer Management Program (SSMP) as required by the statewide general Waste Discharge Requirement (WDR). • Ensures SSMP contractor compliance with industrial pre-treatment and inspection programs as required by the National Pollutant Discharge Elimination System (NPDES) permit. • Represents the City, and serves at various committees including San Mateo County Stormwater Pollution Program Agency, CASQA (California Stormwater Quality Association), and at BASMAA (Bay Area Stormwater Management Agencies Association) on issues relative to stormwater management, green infrastructure plan, trash reduction, and overall compliance. • Coordinates with senior level staff at regional levels to determine compliance for local issues and provides support to the Code Enforcement office to ensure City is in compliance with stormwater ordinances. • Reviews and provides input on environmental documents and studies within areas of technical knowledge. Prepares reports and makes presentations to the management team, City Council, ENVIRONMENTAL REGULATORY COMPLIANCE MANAGER Page 2 of 3 and regional and state agencies; develops schedules, and cost estimates for City environmental projects and programs; • Analyzes regulations and programs on environmental matters and provides recommendations to management teams. • Composes and presents comprehensive, concise and effective oral and written reports, communications and presentations on complex matters to diverse technical and non-technical audiences; reviews and evaluates forms and manuals and recommends changes • Establishes positive working relationships with representatives of community organizations, state/local agencies and associations, City management and staff, and the public • Prepares, develops, coordinates and implements contracts related to environmental programs and other work programs as directed. QUALIFICATIONS: (The following are minimal qualifications necessary for entry into the classification) Education and Experience: Any combination of education and experience that could likely provide the required knowledge, skills, and abilities necessary for an Environmental Regulatory Compliance Manager. A typical way of obtaining the knowledge, skills, and abilities would be: Minimum 4 years’ related experience in environmental regulations and practices or 2 years’ experience with a Bachelor’s degree from an accredited college or university in environmental science, biology, public administration or a closely related field. License/Certificate: Possession of, or ability to obtain, a valid class C California driver’s license. KNOWLEDGE/ABILITIES/SKILLS: (The following are a representative sample of the KAS’s necessary to perform essential duties of the position) Knowledge of: Environmental regulations and practices and related guidelines; current trends and recent developments regarding storm water pollution prevention, water conservation. Modern principles, practices, and methods of administrative and organizational analysis; public administration policies and procedures; research and reporting methods, techniques, and procedures; structure and organization of public sector agencies; standard office procedures, practices, and equipment; modern office practices, methods, and equipment, including a computer and applicable software; methods and techniques for record keeping and report preparation and writing; proper English, spelling, and grammar. Ability to: Perform a wide variety of analytical duties and tasks with little to no supervision; think critically and independently problem solve; set project level objectives within defined parameters; provide technical support and review; effectively implement programs, projects and activities; use sound judgment in making decisions and recommendations; communicate clearly and concisely, both orally and in writing; use software effectively; make quick and accurate computations; work cooperatively with the public, other City personnel and other organizations in a team oriented environment; demonstrate a civic entrepreneurial spirit by generating new innovative ideas and development of better methods to accomplish tasks and complete projects; and manage meetings effectively. Skills to: Operate an office computer and a variety of word processing, spreadsheet and other software applications. PHYSICAL, MENTAL AND ENVIRONMENTAL WORKING CONDITIONS: Position requires prolonged sitting, standing, walking, reaching, twisting, turning, kneeling, bending, squatting, and stooping in the performance of daily activities. The position also requires grasping, repetitive hand movement and fine coordination in using a computer keyboard and mouse. Additionally, the position requires near and far vision in reading written reports and work related documents. Acute hearing is required when providing phone and personal service. ENVIRONMENTAL REGULATORY COMPLIANCE MANAGER Page 3 of 3 Additionally, the need to lift, drag, and push files, paper, and documents weighing up to 25 pounds is required. The incumbent must occasionally work outside in varying weather conditions to perform inspections and field meetings. To walk several blocks at a time in field; to crouch, kneel, stoop, squat to perform variety of tasks; to climb hills; to work outdoors in occasional adverse weather; to occasionally work in a confined space, in electrical hazard situations or with chemicals; exposure to traffic hazards; to have sufficient vision, hearing and stamina to perform the above functions. Some of these requirements may be accommodated for otherwise qualified individuals requiring and requesting such accommodations. A-625 ENVIRONMENTAL REGULATORY COMPLIANCE MANAGER AFSCME 829 BAMM EXEMPT July 2019 1 STAFF REPORT AGENDA NO: 9a MEETING DATE: June 17, 2019 To: Honorable Mayor and City Council Date: June 17, 2019 From: Carol Augustine, Finance Director – (650) 558-7222 Subject: Public Hearing and Adoption of Resolutions (1) Adopting the FY 2019-20 Operating and Capital Budgets and Authorizing the Finance Director to Assign Uses of Fund Balance Amounts; (2) Approving the Gann Appropriation Limit; and (3) Approving a Contribution to the City’s Pension Benefit Trust Account with PARS RECOMMENDATION Staff recommends that the City Council hold a public hearing on the Proposed Budget and Capital Program for fiscal year 2019-20, and adopt the two annual budget approval resolutions in the following order: a. Resolution of the City Council of the City of Burlingame Adopting Operating and Capital Improvement Budgets for the City of Burlingame for Fiscal Year 2019-20 and Authorizing the Finance Director/Treasurer to Assign Uses to Fund Balance Amounts b. Resolution of the City Council of the City of Burlingame Establishing the Fiscal Year 2019- 20 Appropriation Limit for the City of Burlingame Pursuant to Article XIII B of the California Constitution. c. Resolution of the City Council of the City of Burlingame Approving a Contribution to the Public Agencies Post-Employment (Pension) Benefit Trust Administered by Public Agency Retirement Services (PARS) BACKGROUND The City Council held a budget study session on Wednesday, May 8, 2019, to review the City’s initial operating and capital budgets for the upcoming fiscal year 2019-20. At the study session, staff requested and obtained direction from the Council regarding adjustments necessary to support certain priorities established by the Council for the 2019-20 fiscal year. As a result of this feedback, the preliminary budget was adjusted as discussed below. DISCUSSION Only one adjustment was requested to the initial General Fund revenue budget as presented at May’s budget study session. As staff had informed the City Council that a higher rate of growth was occurring in the City’s 2018-19 assessed roll than initially projected, property tax revenues Adoption of FY 2019-20 Budget June 17, 2019 2 were increased in the amount of $200,000. As for General Fund expenditures, the City Council determined that the Community Funding Program should be increased by $5,000. In addition, $3.5 million was added to the General Fund transfer out for the City’s Capital investment Reserve (for a total of $6.5 million in fiscal year 2019-20), in recognition of the City’s many unfunded infrastructure projects and impending funding needs for City facilities. And finally, after a discussion of the increasing retirement obligations of all CalPERS agencies, the Council directed that an additional $800,000 be contributed from the General Fund to the City’s § 115 Trust Fund for pension obligations, for a total (City-wide) contribution of $3,379,000 for the 2019-20 fiscal year. As a result, the City’s General Fund Balance at the end of fiscal year 2019-20 is projected to be nearly $40.5 million, as opposed to the $43.6 million projected in the initial budget presented in May. FY17-18 Actuals FY18-19 Adjusted Budget FY19-20 Proposed Budget Total Revenue $ 71,722,980 $ 78,486,900 $ 78,771,500 Expenditures Departmental Expenditures (53,637,258)(58,666,062)(60,256,936) Transfers to Debt Services (3,277,833)(3,109,939)(3,125,695) Other Transfer In (Out)(6,408,111)(10,163,883)(8,347,749) Total Expenditures (63,323,202)(71,939,884)(71,730,380) Net Operating Surplus 8,399,778 6,547,016 7,041,120 Transfer to Capital Investment Reserve (5,300,000)(3,000,000)(6,500,000) Change in General Fund Balance 3,099,778$ 3,547,016$ 541,120$ CITY OF BURLINGAME, CA GENERAL FUND OPERATING SUMMARY CITY OF BURLINGAME, CA CHANGES TO GENERAL FUND BALANCE FY 2018-19 Adjusted Budget FY 2019-20 Proposed Budget Beginning Fund Balance (audited)36,372,181$ 39,919,197$ Projected Revenues & Expenditures Projected revenue 78,486,900 78,771,500 Projected departmental expenditures (58,666,062)(60,256,936) Subtotal, Revenues Net of Expenditures 19,820,838 18,514,564 General Fund Long-Term Debt (3,109,939)(3,125,695) Other Transfers In (Out) of General Fund (10,163,883)(8,347,749) Transfer to Capital Investment Reserve (3,000,000)(6,500,000) Ending Fund Balance (Projected)39,919,197$ 40,460,317$ Adoption of FY 2019-20 Budget June 17, 2019 3 The proposed budget for the 2019-20 fiscal year now reflects an increase to the Economic Stability Reserve of $68,000, due to the slightly higher revenues projected for the General Fund. In addition, the amount restricted for pension obligations (in the § 115 Trust with PARS) will increase nearly $3 million. As shown below, the $40.5 million projected fund balance reflects the target amounts prescribed in the City’s General Fund Reserve Policy, plus over $9.1 million in unassigned fund balance, available for appropriation at the City Council’s discretion. Note that budgetary (expenditure) savings are always experienced with each fiscal year-end close, as departmental spending cannot exceed the adjusted budget for each major category of expenditures. Staff vacancies also contribute to “savings” – positive variances in personnel budgets. Budgetary savings, usually 3-4 percent of departmental expenditures in the General Fund, will serve to increase the amount of unassigned fund balance with the closure of the City’s books for the current fiscal year. With retained health in the local economy, it behooves the City to fund infrastructure and post-employment benefits to the extent possible, once General Fund Reserves have been funded per the City’s policy. The revised General Fund balance projected at the end of the 2019-20 fiscal year remains strong, and the unassigned fund balance provides sufficient flexibility to take advantage of any opportunities that may arise to further improve the City’s long-term sustainability. Note too that all Measure I revenues and expenditures are included in the fiscal year 2019-20 General Fund Budget. A sub-fund of the General Fund was established to provide greater transparency in reporting the uses of this funding source. This accounting treatment will also facilitate external audit activities and allow a straight-forward review by the Measure I Oversight Committee. Since the May 8th budget study session, staff similarly reviewed all City funds for any revisions necessary to account for instances of discrepancies and/or the availability of updated information. Other than the changes in the General Fund discussed above, there were no other changes to the proposed budget. After the update was incorporated, the FY 2019-20 budget totals that are now recommended for adoption are as follows: CITY OF BURLINGAME, CA GENERAL FUND BALANCE ASSIGNMENTS FY17-18 Actual Results FY18-19 Adjusted Budget FY19-20 Proposed Budget Economic Stability Reserve 16,913,000$ 18,837,000$ 18,905,000$ Catastrophic Reserve 2,000,000 2,000,000 2,000,000 Contingency Reserve 500,000 500,000 500,000 Subtotal, Assigned Fund Balance 19,413,000 21,337,000 21,405,000 Add: Restricted for Pension Trust Fund (PARS)4,139,920 6,977,920 9,934,920 Add: Unassigned Fund Balance 12,819,261 11,604,277 9,120,397 Total, Ending Fund Balance 36,372,181$ 39,919,197$ 40,460,317$ Adoption of FY 2019-20 Budget June 17, 2019 4 To avoid duplication of appropriations, the budgets shown exclude interfund transfers. The City’s internal service funds have been shown net of the charges to other funds/departments and included as “other funds” in the chart above. The chart also does not include the City’s contributions to the § 115 Pension Trust Fund, as these are not reported as fund expenditures for financial statement purposes. A detailed copy of the 2019-20 fiscal year Budget is on file in the Office of the City Clerk and on the City’s website. Copies of the budget document were submitted earlier as part of this meeting’s Council packet. ARTICLE XIII(B) APPROPRIATION LIMIT (GANN LIMIT) The City’s appropriation limit for this budget cycle has been prepared in accordance with uniform guidelines. The appropriations limit imposed by state regulations creates a restriction on the amount of “proceeds of taxes” that can be appropriated by the City in any fiscal year. The limit is based on actual appropriations during the 1978-79 fiscal year, as increased each year using growth of population and inflation indexes. A correction to the Appropriations Limit for fiscal year 2018- 19 is needed: Measure I revenues were appropriately included as “proceeds of taxes” in the calculation of the appropriations subject to the Gann limit, but were also included as an “other adjustment” to the calculated limit. The correct appropriation limit for the current fiscal year is $80,869,488, as opposed to the previously calculated limit of $82,619,488. For fiscal year 2019-20, the appropriation limit of $84,218,116 is significantly greater than the $54,684,506 of proposed City expenditures that is subject to the limit for this year. Therefore, the City is well within its appropriation limit. CITY OF BURLINGAME, CA BUDGET SUMMARY BY FUND FY18-19 Adjusted Budget FY19-20 Proposed Budget General Fund 58,666,062$ 60,256,936$ Capital Projects 25,537,000 25,845,000 Financing Authority 4,747,600 4,777,302 Building Enterprise 2,137,350 2,274,729 Landfill Fund 258,004 251,813 Parking Enterprise 792,492 760,753 Sewer Enterprise 10,926,726 10,983,975 Solid Waste Enterprise 797,284 793,095 Water Enterprise 14,865,720 14,899,877 Special Revenue Funds 263,800 215,500 Other Funds 1,380,166 58,331 Total 120,372,204$ 121,117,311$ Adoption of FY 2019-20 Budget June 17, 2019 5 STATEMENT NO. 54 OF THE GOVERNMENTAL ACCOUNTING STANDARDS BOARD: FUND BALANCE REPORTING AND GOVERNMENTAL FUND TYPE DEFINITIONS GASB Statement 54 was intended to improve the usefulness of governmental fund balance information by providing the users of financial information with clearly defined categories of fund balance and the constraints placed on the City’s fund balances. Enterprise or business-type funds are not affected. GASB 54 requires governmental fund balances to be reported using five categories that take into consideration the makeup and intended use of the various fund balances. The hierarchy of the five possible classifications of fund balance is: • Non-spendable • Restricted • Committed • Assigned • Unassigned Reserves are obviously a critical element of careful, conservative financial management so that the City is positioned to effectively respond to catastrophic or unanticipated emergencies, including natural catastrophes. In order to establish appropriate reserve levels, the City has adopted a risk- based General Fund Reserve Policy that is reviewed at least annually. Recognizing the City’s various economically sensitive revenues, a very high Economic Stability Reserve (24 percent of General Fund revenues) was established. The reserve strategy for catastrophic events calls for a General Fund Catastrophic Reserve of $2 million. The following assignments of the fund balance of the City’s General Fund are shown here with the estimated amounts to be assigned as of the end of fiscal year 2019-20: Economic Stability Reserve: Available to protect and preserve City services from dramatic drops in General Fund revenues that are highly sensitive to economic conditions, mainly sales taxes and transient occupancy taxes; the recommended reserve level was established at 24 percent of the fund’s budgeted revenues. This equates to approximately $18.9 million for the year ended June 30, 2020. Catastrophic Reserve: Available to initiate funding of repairs and reconstruction of City buildings and facilities that may be damaged by natural disasters or acts of war and terrorism; the reserve level is $2 million – about 2.5 percent of projected revenues in the FY 2019-20 budget. Contingency Reserve: Available to cover unexpected expenses that may arise during the course of the fiscal year that were not considered during budget planning ($500,000). The City Council provides direction on the assignment of fund balance and the amounts to be assigned with the adoption of each fiscal year’s budget. The budget adoption resolution gives the Finance Director the authority to assign these uses to General Fund balance together with the amounts of each assignment in accordance with Council policies and direction. The City’s risk-based reserve policy also describes acceptable uses of reserves, establishes who is authorized to use the reserves, and provides guidance as to replenishing reserves (back to target levels) when necessary. Note that, although the City’s reserves are adequate as a hedge for Unrestricted (Reserves) Adoption of FY 2019-20 Budget June 17, 2019 6 unexpected losses from events such as natural disaster and economic downturns, a separate Capital Investment Reserve was established within the City’s Capital Project Fund to fund both a long list of specifically identified capital needs as well as unknown capital outlays required in the future. To the extent capital projects remain unfunded, they represent a type of long-term liability to the City. The Capital Investment Reserve was first funded with a mid-year transfer of $3 million from the City’s General Fund in fiscal year 2014-15. The City Council approved a policy identifying future sources and uses of this reserve within the Capital Projects Fund in 2017. The reserve balance as of the end of the current fiscal year is anticipated to be $28.8 million. An additional $6.5 million transfer out for the reserve is included in the 2019-20 fiscal year budget. Restriction of Fund Balance for § 115 Pension Trust: As previously indicated, the City Council established a § 115 Pension Trust in order to set aside funds to cover the escalating CalPERS rates anticipated in the next 10-15 years. Contributions to the trust fund (administered by PARS) cannot be recorded as expenditures of the City, as the fund is considered to be a City asset. However, the trust fund balance will be reflected as “restricted” fund balance for financial reporting purposes. The initial budget for the 2019-20 fiscal year called for a $2,157,000 contribution to the § 115 Pension Trust from the General Fund, for a $2.58 million total contribution from all operating funds of the City. However, after adjusting the General Fund budget for an additional $800,000 contribution to support future CCFD pension expenses, the total contribution for the upcoming fiscal year will be nearly $3.38 million as shown below: The restricted fund balance in the General Fund after the contribution to the pension trust for the 2019-20 fiscal year will be over $9.9 million. A separate resolution providing for these contributions is attached to this staff report CITY OF BURLINGAME, CA CONTRIBUTION TO PENSION TRUST (BY FUND) 2019-20 Proposed General Fund 2,957,000$ Admin/IT ISF 3,950 Building Enterprise 57,900 Facilities ISF 39,300 Fleet/Equipment ISF 23,460 Landfill Fund 3,490 Parking Enterprise 13,200 Sewer Enterprise 117,700 Solid Waste Enterprise 20,000 Water Enterprise 143,000 Total 3,379,000$ Adoption of FY 2019-20 Budget June 17, 2019 7 FISCAL IMPACT The General Fund budget for the 2019-20 fiscal year calls for projected revenues of $78,771,500, with expenditures and net transfers out of $78,410,380. The General Fund balance is estimated to be nearly $40.5 million at the end of fiscal year 2019-20. Estimated increases or decreases to other major fund balances are shown on page 47 of the 2019-20 Budget document. Exhibits: • Resolution of the City Council of the City of Burlingame Adopting Operating and Capital Improvement Budgets for the City of Burlingame for Fiscal Year 2019-20 and Giving the Finance Director/Treasurer the Authority to Assign Uses to Fund Balance Amounts • Resolution of the City Council of the City of Burlingame Correcting the Fiscal Year 2018-19 Appropriation Limit and Establishing the Fiscal Year 2019-20 Appropriation Limit for the City of Burlingame Pursuant to Article XIII B of the California Constitution • Resolution of the City Council of the City of Burlingame Approving an Additional Contribution to the Public Agencies Post Employment (Pension) Benefit Trust for Fiscal Year 2019-20 • City of Burlingame Proposed Budget for the 2019-20 Fiscal Year RESOLUTION NO. __________ RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME ADOPTING OPERATING AND CAPITAL IMPROVEMENT BUDGETS FOR THE CITY OF BURLINGAME FOR FISCAL YEAR 2019-20 AND AUTHORIZING THE FINANCE DIRECTOR/TREASURER TO ASSIGN USES TO FUND BALANCE AMOUNTS IN COMPLIANCE WITH STATEMENT 54 OF THE GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB) WHEREAS, each year, the City of Burlingame prepares an annual budget that details the City’s planned expenditures in light of its expected revenues; and WHEREAS, the City Council has received the initial budget from the City Manager, conducted a public study session on May 8, 2019, and conducted a public hearing on June 17, 2019, and the Council has received and considered all testimony and documentation submitted in connection with the proposed budget; and WHEREAS, GASB 54 requires governmental fund balances to be reported using five categories, which take into consideration the makeup and intended use of the various fund balances. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF BURLINGAME RESOLVES AND ORDERS AS FOLLOWS: 1. The City of Burlingame operating and capital improvement budget requirements for the coming year as detailed in the copy of the Budget on file in the Office of the City Clerk, are approved and adopted for the 2019-20 fiscal year. 2. The City of Burlingame budget total is $121,117,311 and consists of the following: a) General Fund: $60,256,936 b) Capital Projects: 25,845,000 c) Water Enterprise: 14,899,877 d) Sewer Enterprise: 10,983,975 e) Parking Enterprise: 760,753 f) Building Enterprise: 2,274,729 g) Solid Waste Enterprise: 793,095 h) Landfill Post Closure 251,813 h) Financing Authority: 4,777,302 i) All other Funds: 273,831 3. The City Council provides the Finance Director/Treasurer the authority to assign uses to fund balance amounts in compliance with Statement 54 of the Governmental Accounting Standards Board (GASB). _____________________________ Donna Colson, Mayor I, Meaghan Hassel-Shearer, City Clerk of the City of Burlingame, certify that the foregoing Resolution was introduced at a regular meeting of the Burlingame City Council held on the 17th day of June, 2019, and was adopted thereafter by the following vote: AYES: Councilmembers: NOES: Councilmembers: ABSENT: Councilmembers: ____________________________ Meaghan Hassel-Shearer, City Clerk RESOLUTION NO. __________ RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME CORRECTING THE FY 2018-19 APPROPRIATION LIMIT AND ESTABLISHING THE FY 2019-20 APPROPRIATION LIMIT FOR THE CITY OF BURLINGAME PURSUANT TO ARTICLE XIII B OF THE CALIFORNIA CONSTITUTION WHEREAS, in November 1979, the voters of the State of California approved Proposition 4, the Gann Appropriation Limit Initiative, which states that beginning July 1, 1980, all state and local government budgets are limited to a formula based upon the 1978-79 budget, plus adjustments for cost of living and population changes, and specific exceptions for service charges, federal and state grants, reserve funds, etc.; and WHEREAS, the State Legislature adopted Government Code Section 7900, implementing Article XIII B of the California Constitution, and Proposition 111, adopted in June 1990, which provided new adjustment formulas; and WHEREAS, the appropriation limit for fiscal year 2018-19 was overstated due to the erroneous inclusion of Measure I revenues as an adjustment/increase to the limit; and WHEREAS, in accordance with State law, the City of Burlingame has prepared documentation correcting the fiscal year 2018-19 appropriation limit, the result of which impacts the calculation of the fiscal year 2019-20 limit; and WHEREAS, in accordance with State law, the City of Burlingame has prepared documentation establishing the 2019-20 appropriation limit, and has made this documentation available to the public in the proposed 2019-20 budget more than fifteen (15) days before this resolution is being considered and adopted, NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF BURLINGAME RESOLVES AS FOLLOWS: 1. For Fiscal Year 2018-19, the City of Burlingame's appropriation limit is $80,869,488. 2. For Fiscal Year 2019-20, the City of Burlingame's appropriation limit is $84,218,116. 3. The Adopted Budget for Fiscal Year 2019-20 includes $54,684,506 in appropriations that are subject to the limit, and proceeds of taxes of $70,888,590. 4. For Fiscal Year 2019-20, the City of Burlingame is within the limits of Article XIII B of the California Constitution. __________________________ Donna Colson, Mayor I, Meaghan Hassel-Shearer, City Clerk of the City of Burlingame, certify that the foregoing Resolution was introduced at a regular meeting of the City Council held on the 17th day of June, 2019, and was adopted thereafter by the following vote: AYES: Councilmembers: NOES: Councilmembers: ABSENT: Councilmembers: __________________________ Meaghan Hassel-Shearer, City Clerk RESOLUTION NO.________ A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME APPROVING A CONTRIBUTION TO THE PUBLIC AGENCIES POST-EMPLOYMENT (PENSION) BENEFIT TRUST ADMINISTERED BY PUBLIC AGENCY RETIREMENT SERVICES (PARS) WHEREAS, effective September 1, 2017, the City Council adopted the PARS Public Agencies Post-Employment Benefits Trust, establishing the City’s participation in the program for the purpose of pre-funding pension obligations; and WHEREAS, the tax-exempt trust performs an essential governmental function within the meaning of Section 115 of the Internal Revenue Code, as amended, and the Regulations issued thereunder, and is a tax-exempt trust under the relevant statutory provisions of the State of California; and WHEREAS, the City has reserved the right to make contributions, if any, to the Program; and WHEREAS, in recognition of the City’s large pension liabilities with the California Public Employees’ Retirement System (CalPERS), deposits to the trust are appropriate to fund future employer’s contributions as required by CalPERS; and WHEREAS, based on the City’s adopted budget for FY 2019-20 for all funds, additional contributions of $2,579,000 are to be made to the trust from all operating funds that report a net pension liability; and WHEREAS, in recognition of similarly large pension liabilities of the Central County Fire Department (CCFD), which serves as the City’s Fire Department through a Joint Powers Agreement between the City of Burlingame and the Town of Hillsborough, deposits to the trust are appropriate to fund its future employer’s contributions as required by CalPERS; and WHEREAS, based on the City’s adopted budget for FY 2019-20, an additional General Fund contribution of $800,000 is to be made to the trust to fund future CCFD employer’s contributions as required by CalPERS. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF BURLINGAME RESOLVES AND ORDERS AS FOLLOWS: APPROVE and AUTHORIZE the Finance Director & Treasurer to transmit an additional $3,379,000 contribution to the PARS Public Agencies Post-Employment Benefits Trust on behalf of the City of Burlingame for the fiscal year ended June 30, 2020. _____________________________ Mayor I, MEAGHAN HASSELL-SHEARER, City Clerk of the City of Burlingame, certify that the foregoing Resolution was adopted at a special meeting of the City Council held on the 17th day of June, 2019 and was adopted thereafter by the following vote: AYES: COUNCILMEMBERS: NOES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: _____________________________ City Clerk . . . . . . . . . FISCAL YEAR 2019 -20 PROPOSED OPERATING AND CAPITAL BUDGET CITY OF BURLINGAME, CALIFORNIA FINANCE DEPARTMENT 501 PRIMROSE ROAD, BURLINGAME, CA 94010 Budget Staff Lisa K. Goldman, City Manager Carol Augustine, Finance Director and Treasurer Syed Murtuza, Public Works Director Karen Huang, Deputy Finance Director Amy Bernardo, Senior Accountant Sabrina Lee, Accountant Renee Halcon, Office Assistant II Capital Planning Committee Art Morimoto, Assistant Public Works Director Amy Bernardo, Senior Accountant Finance Department Andrea Brown Karen Cao Ed Gigliotti Claudia Michaels Margaret Ono Lisa Rancatore Jasmin Sutter Elaine Wong Cover Art Credit: Maryam Refahi, Graphic Artist TABLE OF CONTENTS City Manager’s Transmittal Letter i General Information Organizational Compass 3 About the City of Burlingame 4 City Organization by Critical Service Area 5 Roster of Elected Officials and Appointees 6 Executive Team 7 Citywide Organization Chart 8 Council Priorities 9 Understanding the Budget Guide to City Budget Process 13 Guide to Understanding the Budget 16 Gann Appropriation Limit 18 Budget Summaries, Charts & Graphs Key Budgetary Assumptions 21 Chart – Proposed FY 2019-20 Citywide Revenue by Type 28 Budget Summary – Estimated Revenues and Interfund Transfers 29 Chart – General Fund Revenues from FY 2010 – 2020 37 Chart – Property Tax Revenues from FY 2010 – 2020 38 Chart – Where Do Your Burlingame Property Tax Dollars Go? 39 Chart – Transient Occupancy Tax Revenues from FY 2010 – 2020 40 Chart – Sales and Use Tax Revenues from FY 2010 – 2020 41 Chart – Proposed 2019-20 Expenses by Type 42 Chart – Proposed 2019-20 Appropriations by Major Fund 43 Budget Summary – Expenses by Department and Type 44 Budget Summary – Revenues and Expenses by Fund 46 Budget Summary – Debt Service Obligations 47 Budget Summaries by Department 48 Authorized Full-Time Equivalent Positions 49 Projected Ending Fund Balance – General Fund, Storm Drain Special Revenue and Measure A/Gas Tax Special Revenue 50 Projected Unrestricted Net Position – Water, Sewer and Parking Enterprises 51 Operating Departments – Proposed Budgets & Narratives City Council 55 City Manager 59 City Attorney 63 City Clerk 69 Central County Fire Department Joint Powers Authority 75 Community Development 81 Finance 89 Human Resources 97 Library 103 Parks and Recreation 109 Police 121 Public Works 131 Capital Improvement Program – Five Year Capital Plan Capital Improvement Plan Definitions 153 Citywide Five-Year Summary Plan by Major and Minor Program 155 Facilities Capital Improvement Budget 156 Parking and Garages Capital Improvement Budget 157 Parks and Trees Capital Improvement Budget 158 Sewer Capital Improvement Budget 159 Storm Drain Capital Improvement Budget 160 Streets Capital Improvement Budget 161 Water Capital Improvement Budget 162 Appendix Community Funding Awards 165 CITY OF BURLINGAME | FISCAL YEAR 2019-20 i CITY MANAGER’S TRANSMITTAL LETTER Date: June 17, 2019 To: Mayor Donna Colson & the Burlingame City Council From: Lisa K. Goldman, City Manager Subject: Budget Transmittal Letter for Fiscal Year 2019-20 In accordance with the City of Burlingame Municipal Code, I am pleased to transmit to you the recommended budget for fiscal year 2019-20. The attached document contains the funding recommendations for all City programs and services, including those that utilize funds from the City’s various enterprise and special revenue accounts. The capital improvement projects that are programmed for funding from all City sources are presented as well. In developing the budget for the 2019-20 fiscal year, staff focused on advancing, to the extent possible, the priorities confirmed by the Council and community. The City’s priorities are aimed at increasing environmental sustainability in City operations and the community at large, improving transportation and roadway safety, addressing housing affordability with a focus on socioeconomic diversity, and improving the City’s infrastructure. These priorities serve as guiding principles to help the Council and City leaders determine future initiatives, policies, and strategies. At its annual goal setting session in late January, and in keeping with its long-range rationale, the Council also identified a list of unfunded infrastructure projects, ranging in cost, complexity, sourcing, and duration, on which to focus in the upcoming fiscal year. During the past fiscal year, the City made significant progress on many important initiatives, including the completion of the first comprehensive update of the City’s General Plan, known as Envision Burlingame. The City Council adopted the General Plan and Environmental Impact Report on January 7, 2019. To reflect the policy direction in the General Plan Update and strong interest in developing the northern area of Burlingame, the City Council also adopted interim zoning standards for the North Rollins Road Mixed Use District and North Burlingame Mixed Use District. Consistent with the prioritization of housing, and particularly the shortage of affordable housing in the area, the City approved the development of a 132-unit affordable workforce and senior housing project on a downtown City-owned parking lot. In coordination with the housing, the project also includes construction of a five-story public parking garage on an adjacent parking lot to support the downtown commercial district. The Planning Commission approved the project on December 10, 2018. Construction of the parking garage is anticipated to begin in the fall of 2019, and the housing is scheduled to begin construction in the spring of 2020. CITY OF BURLINGAME | FISCAL YEAR 2019-20 ii To substantially advance the City's interest in providing additional housing affordable to all income levels in the city by providing funds for the development of housing affordable to very low, low, and moderate income households, the City Council adopted the Residential Impact Fee Ordinance. This follows the adoption of commercial linkage fees in 2017 for new office, retail, and hotel developments. Together, these fees are intended to address the impacts new development in the region has placed on the need for affordable housing. Over time, these fees will provide a dedicated source of funding for programs supporting workforce housing in Burlingame. With the opioid epidemic a national public concern, and as recommended by a 2017-2018 San Mateo County Civil Grand Jury report, the Police Department equipped all officers with life- saving intranasal naloxone and trained them in the heightened risk of exposure to fentanyl derivatives. The department recruited and hired an unprecedented 10 new officers and one new police dispatcher during the year and continued to develop its Community Response Team (CRT). With the successful use of an electronic stakeout program to help deter potential auto, bike, and package thefts and arrest the perpetrators, crime stats in this area are trending down. Burlingame’s ¼ cent Measure I transactions tax, approved by voters in November 2017, became effective on April 1, 2018. The 2018-19 fiscal year was the first full year of this new revenue source. Yielding estimated revenues of $2.1 million (included in the General Fund’s sales and use tax revenues), Measure I funded the additional police officer position added in the current fiscal year, with $1 million set aside for debt service for an anticipated bond issuance to finance the new Community Center project, and approximately $575,000 appropriated for streets and sidewalks capital improvement projects. The budget process for the 2019-20 fiscal year started early in the calendar year as Department Directors and their budget staff began their mid-year evaluations of current-year activities and development of their budget requests for the next fiscal year. At the Mid-Year Budget Review for the 2018-19 fiscal year that was presented in March, staff discussed revenue estimates, expenditure projections, and the five-year forecast with the City Council. Preliminary departmental budgets for fiscal year 2019-20 were submitted and compiled for additional evaluation by the City Manager. Once adjusted, staff presented an initial budget to the City Council on May 8, 2019, for a high-level review and further direction. The fiscal year 2019-20 budget proposed herein includes funding for the City’s day-to-day operations and reflects the City’s fiscal priorities, including the funding of long-term liabilities. FISCAL SUMMARY AND ECONOMIC OUTLOOK Data from the Bureau of Economic Analysis (BEA) showed the nation’s economy continued to grow at a fairly moderate rate throughout 2018, with a 2.9 percent growth rate in real gross domestic product (GDP). While U.S. GDP growth continued in the first quarter of 2019 (3.1 percent), other indicators suggest a less robust growth in the near term. Based on a forecast of subdued growth in business investment, growth for the year overall is not expected to match or 2018’s performance. Most economists see the modest bump in GDP as being driven by a surge in government borrowing—via the tax plan and federal budget that were passed in December 2017—rather than any true shift in fundamentals. However, the current economic expansion is CITY OF BURLINGAME | FISCAL YEAR 2019-20 iii forecast to continue, albeit at a moderate pace, in the new fiscal year, barring any unexpected external impacts. Aside from the rapidly growing Federal budget deficit, the U.S. economy is exhibiting healthy private sector debt levels, adequate consumer savings rates, rising wages, and an increased pace of home building and business investment. Unemployment is also low: the headline U.S. unemployment rate was reported to be 3.8 percent after the first quarter of 2019. In April, the U.S. job market strengthened further, and the unemployment rate dipped to 3.6 percent. Average hourly earnings rose by 2.7 percent in April from the previous year. And job growth remains steady. California saw continued economic growth in 2018 and early 2019. The gross state product grew by 3.5 percent through the first three quarters of last year, with significant contributions from technology, real estate, and manufacturing. Health care, construction, transportation, and warehousing made smaller contributions. The state and many of its metro areas continue to be at or near record lows in terms of unemployment rates: increases in California’s labor force have kept the unemployment rate slightly above the 4 percent threshold. Personal income rose by 4.7 percent year-over-year in 2018, as compared to a 4.5 percent growth nationwide. Beacon Economics provides analysis of the economy of the San Francisco Metropolitan Division (MD) in their quarterly “Regional Outlook” report. The MD covers the counties of San Francisco and San Mateo. The San Francisco MD posted another year of steady employment gains, adding nearly 42,600 jobs from January 2018 to January 2019–a 3.8 percent rate of growth, outpacing every major metro area in California. The most growth (9.1 percent) was experienced in the Construction sector. This is a welcome development in the region because a tight construction market has been contributing to rising construction costs in the area. The unemployment rate is forecasted to remain in a narrow range around its current rate through 2019, with nonfarm employment expected to expand by 2.8 percent over the year. On a year-over-year basis, from the fourth quarter of 2017 to the fourth quarter of 2018, single family home prices in the region have continued to reach record levels. The median home price in the San Francisco MD hit $1.42 million in the fourth quarter of 2018, a 5.6 percent increase over the fourth quarter of 2017. Despite a 9.6 percent decline in the number of home sales last year, demand remains high, and median home prices are expected to remain high. Average apartment rents continue to climb (2.6 percent year-over-year), reflecting the gravity of the rental situation in the region. Although housing affordability remains a problem statewide, it is particularly virulent in the Bay Area. California’s Governor and the State Legislature have focused directly on the state’s chronic housing shortage, struggling to forge a comprehensive solution to the state’s deep-rooted housing problem. Because the San Francisco Metropolitan area continues to be one of the United States’ top tourist destinations, Burlingame continues to see strength in hotel tax revenues and consumer spending. With an 87.8 percent occupancy rate in the first eight months of this fiscal year, hotels in the area are among the most occupied in the country. Burlingame’s revenues from TOT (transient occupancy tax) were up 5.9 percent from the same period last year. All indications are that travel and tourism is alive and well in the Bay Area. There are no current indications of any slowdown in this industry. CITY OF BURLINGAME | FISCAL YEAR 2019-20 iv As in other cities in the region, spending on autos, general consumer goods, and restaurants has been healthy for the past five years. Unfortunately, issues surrounding the implementation of the State’s new computerized reporting system created shortfalls in the previous fiscal year, with corrections in the current fiscal year. This, and other one-time aberrations in sales transactions, resulted in Burlingame sales tax receipts in the 4th quarter of 2018 that were 13.0 percent higher than the same quarter of the previous year (compared to an increase of 2.3 percent in the Bay Area as a whole, and 2.8 percent statewide). Generally, the City experienced a solid quarter for auto sales and rentals, building-construction supplies, and some categories of business-related purchases. Auto sales in general levelled off from prior-year activities, but this category of transactions was skewed by a mass delivery on backorders by a single manufacturer in the second half of calendar year 2018. Similar to other agencies dependent on traditional brick-and-mortar retail stores for a major portion of their sales tax, Burlingame will be facing new challenges in the coming year as merchants retrench and downsize to cope with a rapidly changing environment. Generational preferences for experiences over merchandise, plus the growing costs of health care, education, and housing, are reducing discretionary spending for taxable goods, while time-challenged consumers are opting for the convenience of online shopping. In 2000, online activity accounted for 4 percent of general consumer goods taxes; by the end of 2018, this figure had risen to over 16 percent. Internet sellers, many of whom posted record activity in the last year, are poised to gain market share in the future. Heretofore, only sellers who already have a physical presence in the state have collected and remitted the California sales and use tax. Following the implementation of AB 147, which will expand the collection of out-of-state sales taxes via the implementation of the landmark U.S Supreme Court decision in South Dakota v. Wayfair in 2018, state and local agencies in California are expected to see a sales and use tax revenue boost. However, the impact of the provisions of AB 147 on Burlingame’s sales and use tax revenues is not expected to be significant. Even with the positive economic trends of the last few years, the FY 2019-20 budget has been developed with a relatively conservative approach, with an emphasis on long-term fiscal sustainability. Some of the City’s largest sources of revenue are highly volatile and inexorably linked to the health of the general economy and events that cannot be anticipated in the short term. The City’s General Fund Reserve Policy acknowledges and provides for contingencies related to both economic downturns and other potential emergencies. In recognition of the significant unfunded liabilities presented by its retiree medical benefits obligations, the City established an irrevocable trust fund in fiscal year 2013-14; pre-funding of these obligations is now included in the operating budgets of each department. The City’s estimated unfunded pension liabilities are also being addressed. In order to safeguard future budgets from the escalating employer rates anticipated in the next 5-15 years, the City has made contributions to a § 115 Trust, which can be drawn upon when actual required rates exceed a threshold contribution rate. Budgeting for the longer term will continue to be an important focus as the City addresses its unfunded needs and liabilities. Current capital projects are adequately funded through a mix of capital reserves, debt financing, and special revenue funds. General Fund reserves are healthy. The City has an estimated $39.9 million in General Fund balance as of the end of fiscal year 2018-19. The City’s General Fund CITY OF BURLINGAME | FISCAL YEAR 2019-20 v ending balances are anticipated to level off in the near term, as the Council considers options to increase funding of prior year liabilities and/or address currently unfunded capital needs in the future. General Fund reserves are extremely important to the City’s ability to maintain its current level of services through varying economic climates. In the bond markets, the Burlingame name is recognized as a high-credit municipal entity given both the City’s financial strength and solid financial management. Because the City’s bonds are highly sought by investors and are fairly competitive in the marketplace, the City can borrow funds at reasonably attractive rates. BUDGET OVERVIEW—ALL FUNDS The recommended City budget and capital improvements plan for the City of Burlingame for fiscal year 2019-20 totals $121,117,311. A breakdown by major funds is as follows: Overall, the City’s budget increased by $0.7 million, or 0.6 percent, in the new fiscal year, when compared with the prior year adjusted budget. General Fund appropriations are $1.6 million higher than in the prior year, a 2.7 percent increase. Much of the increase (63.1 percent) was the result of higher personnel costs – a combination of wage increases negotiated with labor groups, and increases in the cost of pension and other benefits. The significant decrease in the budget for “Other Funds” reflects spending, largely in the Equipment/Fleet Internal Services Fund (ISF), in excess of the amount funded from departments in the 2018-19 fiscal year. ISF budgets are shown net of departmental charges, as these costs are already included in the expenditures of the other funds. THE GENERAL FUND The General Fund is the City’s chief operating fund. The long-term forecast anticipates a moderate pace of continued economic growth and assumes no enhancement in the level of CITY OF BURLINGAME, CA BUDGET SUMMARY BY FUND FY18-19 Adjusted Budget FY19-20 Proposed Budget General Fund 58,666,062$ 60,256,936$ Capital Projects 25,537,000 25,845,000 Financing Authority 4,747,600 4,777,302 Building Enterprise 2,137,350 2,274,729 Landfill Fund 258,004 251,813 Parking Enterprise 792,492 760,753 Sewer Enterprise 10,926,726 10,983,975 Solid Waste Enterprise 797,284 793,095 Water Enterprise 14,865,720 14,899,877 Special Revenue Funds 263,800 215,500 Other Funds 1,380,166 58,331 Total 120,372,204$ 121,117,311$ CITY OF BURLINGAME | FISCAL YEAR 2019-20 vi services offered by the City beyond that provided with the Measure I revenues effective April 1, 2017. Per the forecast, the General Fund will remain relatively stable for the next several years. Revenue Highlights The following table shows the current forecast of fiscal year 2019-20 General Fund revenue projections in the context of recent-year actual amounts and current-year estimated amounts. The 2018-19 Adjusted Budget column includes the revenue amendments approved with the mid- year report on March 13th. Because of the many one-time revenue occurrences noted in the mid- year review, projections for fiscal year 2019-20 seem to reflect very limited improvement over the current fiscal year’s projections. Property Taxes Burlingame has 8,707 taxable parcels, with a net assessed value in the secured property roll of nearly $11.5 billion. The total assessed value subject to taxes increased by 6.47 percent in fiscal year 2017-18, and then by 6.25 percent in the current fiscal year, per the County Assessor’s Roll Tracker. As of the date of this transmittal, assessed value in Burlingame is now 6.51 percent higher than last year. While this does not equate to a 1-to-1 increase in property tax revenues for Burlingame, it is a good indicator of growth in this area. Staff anticipates secured property tax revenues in fiscal year 2019-20 to be approximately 6.5 percent higher than in the current fiscal year. Although the future of refunds from the County’s Educational Revenue Augmentation Fund (ERAF) has been considered very uncertain in past years, these property tax revenues are also expected to continue as long as the economy remains healthy. All told, property taxes comprise 29.5 percent of General Fund revenues in the FY 2019-20 proposed budget. CITY OF BURLINGAME, CA SUMMARY OF GENERAL FUND REVENUES FY16-17 Actuals FY17-18 Actuals FY18-19 Adjusted Budget FY19-20 Proposed Budget Property Tax 18,932,795$ 20,334,818$ 22,047,000$ 23,270,000$ Sales and Use Tax*12,089,288 12,819,794 15,470,000 14,760,000 Transient Occupancy Tax 26,262,931 27,935,991 28,500,000 28,700,000 Other Taxes Franchise Tax 1,633,303 1,675,891 1,688,000 1,724,000 Business Licenses 976,307 1,053,991 1,040,000 1,020,000 State HOPTR 62,669 61,177 60,000 60,000 Real Property Transfer Tax 352,108 425,143 520,000 420,000 Licenses & Permits 88,069 84,030 81,000 79,500 Fines, Forfeitures and Penalties 898,184 977,121 976,500 978,000 Use of Money & Property 182,216 177,887 165,000 130,000 Charges for Services 6,023,353 5,514,394 5,930,800 5,490,000 Other Revenue 74,712 29,321 30,000 30,000 Federal and State Subventions 281,916 300,709 186,600 140,000 Interest Income 184,900 332,714 1,792,000 1,970,000 Total, General Fund Revenue 68,042,749$ 71,722,980$ 78,486,900$ 78,771,500$ * Sales and Use Tax - includes Measure I revenue of $2.1 million and $2 million, respectively, for the FY18-19 and FY19-20 Budget. CITY OF BURLINGAME | FISCAL YEAR 2019-20 vii Sales and Use Taxes Sales and use tax revenues in Burlingame have rebounded since the 2008-2010 recession, completely surpassing pre-recessionary levels in the 2013-14 fiscal year. Since that time, absent the irregularities of the State’s “triple flip” revenue swapping mechanism (which was concluded at the end of the 2015-16 fiscal year), the voter-approved ¼ percent Measure I transaction tax, and several aberrations reflected as one-time revenues in the 2018-19 fiscal year, this revenue source has achieved an average growth of 3.1 percent per year. In this 2019-20 fiscal year budget, sales taxes are projected to provide nearly $14.8 million in revenues for the City, including $2 million in Measure I revenues. Sales by Business Group Burlingame Calendar Year 2018 Approximately one-third of sales tax revenue in Burlingame comes from automobile sales and other transportation-related sales, largely due to the numerous automobile dealerships located on Burlingame’s Auto Row and near Broadway. Although historically low interest rates have supported substantial car sales gains since the recession, demand tapered off somewhat in recent years. Singular events and adjustments in this business group during the fourth quarter of 2018 caused a one-time bump-up in sales tax revenues for the City in fiscal year 2018-19. CITY OF BURLINGAME | FISCAL YEAR 2019-20 viii As Burlingame is a highly desirable residential community and upscale commercial location with attractive shopping districts, growth in the segment of general consumer goods has come largely from spending on high-end clothing, jewelry, and beauty products. This category of transactions is expected to remain fairly stable in the coming fiscal year, although on-line sales will continue to expand. Such a trend will increase the amount of local sales tax to the county pool, but may hurt the sales of traditional brick-and-mortar stores. Therefore, Burlingame continues to focus on economic development opportunities that will keep its shopping districts strong in the coming years. Taxable sales at restaurants and hotels also contribute significantly to Burlingame’s sales and use tax revenues, and are anticipated to remain healthy in fiscal year 2019-20. Sales and use taxes account for 18.7 percent of General Fund revenue in the forecast for fiscal year 2019-20. Hotel Tax - Transient Occupancy Tax Burlingame’s 12 major hotels continue to provide convenient overnight accommodations for business travelers and tourists using San Francisco International Airport (SFO), with 3,709 hotel rooms available for rental. Burlingame hotel tax revenues have increased every fiscal year since the recession, boosted not only by the recovery of the travel industry, but also by the increase of the tax rate from 10% to 12% beginning in January 2010. Transient occupancy tax (TOT) receipts are usually a good indicator of current economic activity. In fiscal year 2018-19, the City’s TOT revenues are expected to exceed $28.7 million, as compared to the $21.4 million reported just five years ago. With continued growth in Average Daily Room Rates (ADR) and extremely high occupancy rates, it is estimated that this revenue level can be maintained in fiscal year 2019-20. The minimal growth projected for the 2019-20 fiscal year includes a conservative projection for the opening of the on-site 351-room Grand Hyatt hotel at SFO at the beginning of the fiscal year. TOT constitutes 37.3 percent of total General Fund revenue projected for fiscal year 2019-20. Because this revenue is so dependent on a vibrant economy that supports travel and tourism, these estimates are factored into the establishment and maintenance of a significant Economic Stabilization Reserve. Should the economy decline, these revenues would be heavily impacted, thereby increasing the need to draw on this reserve. It is therefore fitting that the General Fund’s Economic Stabilization Reserve be replenished and strengthened in times of economic growth. Expenditure Highlights The $78.8 million in General Fund revenue will finance $71.7 million in expenditures in the 2019- 20 fiscal year. Appropriations include nearly $60.3 million in departmental expenditures, shown in the table below. The budget also includes nearly $8.0 million to fund specific capital projects, $3.1 million in net debt service payments, and a $6.5 million transfer to the City’s Capital Investment Reserve in the Capital Projects Fund. General Fund departmental operating expenditures of $60.3 million in the new fiscal year represent an increase of $1.6 million, or 2.7 percent, from the prior year’s adjusted budget. Note that the departmental budgets have included the full cost of retiree medical benefits, or OPEB CITY OF BURLINGAME | FISCAL YEAR 2019-20 ix (Other Post-Employment Benefits), since fiscal year 2014-15. Since that time, the City has contributed to an irrevocable OPEB Trust Fund and now records the actuarially-determined trust fund contributions as operating expenditures. As explained in the Key Budgetary Changes noted throughout the document, increases in 2019- 20 fiscal year General Fund appropriations are minimal. The largest rise in anticipated costs can be seen in the $1.0 million (7.5 percent) increase in personnel costs. Increases in personnel budgets city-wide reflect contractually-agreed upon increases for most employees, and anticipated increases in the cost of benefits. But because additional staffing proposals were kept to a minimum — an increase of 0.12 FTE is included in the General Fund budget at a cost of less than $16,000 — salaries and wages increased only 0.8 percent. Increases in CalPERS pension costs (based on the required employer contribution rates for both Safety and Miscellaneous Employee Plans) contributed the largest growth in personnel costs, adding $787,000 to General Fund expenditures. Note that contributions to the § 115 Trust for pension obligations are not included in the budget as an expenditure at the time of contribution. Only when the trust fund is drawn upon to pay required CalPERS employer contributions will the expenditures be recorded. The expenditures are partially offset by a net $914,000 of transfers in from other funds to cover the cost of direct and indirect services provided by the General Fund. The (net) operating surplus of $7.0 million will allow for a transfer of $6.5 million to the Capital Investment Reserve, while still providing a General Fund contribution of nearly $3.0 million to the § 115 Trust for unfunded pension obligations. The Economic Stability Reserve will be increased only slightly ($68,000) to maintain a level of 24 percent of projected General Fund revenues, per the City’s Reserve Policy. As a result, the General Fund’s unassigned fund balance is projected to decrease slightly; the City will still have a positive ending fund balance of $40.5 million, which includes $9.1 million in unassigned fund balance. Debt Service The chart below shows only those debt service obligations with General Fund support. CITY OF BURLINGAME, CA SUMMARY OF GENERAL FUND EXPENDITURES FY17-18 Actuals FY18-19 Adjusted Budget FY19-20 Proposed Budget $ Change from Prior Year % Change from Prior Year By General Fund Program General Government 5,132,958$ 5,928,239$ 6,550,069$ 621,830$ 10.5% Public Safety 26,413,818 28,729,864 29,336,507 606,643 2.1% Public Works 5,645,705 6,307,429 6,352,940 45,511 0.7% Community Development 1,799,124 2,041,729 2,019,157 (22,572) -1.1% Leisure & Culture 14,645,653 15,658,801 15,998,263 339,462 2.2% Total Expenditures 53,637,258$ 58,666,062$ 60,256,936$ 1,590,874$ 2.7% CITY OF BURLINGAME | FISCAL YEAR 2019-20 x Note that while the cost of these obligations is shared in whole or in part with other funds, the debt is secured by the General Fund. As no new General Fund debt was issued in fiscal year 2018-19, the only changes in the City’s outflows for debt service in the current fiscal year relate to the various bond payment schedules. The above table does not include anticipated debt financing for the Community Center project, although $1 million in Measure I revenues and $1 million of other General Fund monies are budgeted (as transfers out) for the new debt issuance in fiscal year 2019-20. Central County Fire Burlingame’s cost of fire services provided by the Central County Fire Department (CCFD) increased 5.7 percent ($692,000) as compared to the prior year. CCFD was established through a Joint Powers Agreement between the City of Burlingame and the Town of Hillsborough to promote more efficient administration and effective delivery of fire and emergency medical services to partner cities. Beginning in December 2014, CCFD entered into an agreement with the City of Millbrae to provide fire and emergency medical services to that community. Millbrae is responsible for 30 percent of CCFD’s operational budget; the remaining 70 percent is split between the City of Burlingame and the Town of Hillsborough based on the 60/40 cost allocation formula that was in place prior to the contract with the City of Millbrae. Burlingame’s budget for fire protection services includes the contributions to CCFD, certain retained Workers’ Compensation program costs, and emergency preparedness activities. The City Council also determined that an $800,000 increase of the annual contribution to the § 115 Trust for pension obligations should be made in the 2019-20 fiscal year, in recognition of increasing pension contributions that will be required of CCFD in the coming years. Community Group Funding The budget for fiscal year 2019-20 includes $55,000 to fund the City’s traditional Community Group Funding Program, which is 10 percent higher than last year’s base amount. CITY OF BURLINGAME, CA GENERAL FUND DEBT SERVICE OBLIGATIONS Description Maturity FY18-19 Adopted FY19-20 Proposed $ Change from Prior Year % Change from Prior Year 2006 Pension Obligation Bonds FY2036 $956,648 $976,500 $19,852 2.1% 2010 Corp Yard Lease Refunding Bonds FY2021 1,164,275 1,167,775 3,500 0.3% 2012 Lease Revenue Bond*FY2042 550,888 551,488 600 0.1% Debt Administration Costs 13,000 13,000 0 0.0% Subtotal, Principal and Interest 2,684,811 2,708,763 23,952 0.9% Contributions from Other Funds (1,574,872) (1,583,218) (8,346) 0.5% Net General Fund Debt Service $1,109,939 $1,125,545 $15,606 1.4% *100% reimbursed by the Special Assessment District and Parking Enterprise CITY OF BURLINGAME | FISCAL YEAR 2019-20 xi The City’s annual Community Group Funding Program provides grants to local community groups that carry out a public purpose through the services they offer to San Mateo County and Burlingame residents. Traditionally, these organizations are invited to apply to the program early in the budget process, and the Council decides the amounts to grant to each of the agencies. The Finance Department compiled and tabulated each Councilmember’s preferences for allocation of the $55,000 appropriation, and presented the resulting funding recommendation to the City Council for approval on June 4th. As a result of this process, 23 organizations will be granted funding from this program with the approval of the fiscal year 2019-20 budget. Long-Term General Fund Forecast In preparation for the March Mid-Year Budget Review, the Finance Department updated its long- term forecast of General Fund revenues and expenditures for fiscal year 2018-19 through fiscal year 2023-24. Future revenue growth assumptions were based largely on current trends for each revenue source as well as historic rates of growth. Future expenditure growth assumptions were based on current collective bargaining agreements, indicated increases in CalPERS retirement rates, health insurance contributions, and other needed adjustments. The update in the City’s long-term forecast suggests that the average, annual, historic growth rate for General Fund revenues varied greatly, with different revenues forecast to adjust with the economy at different speeds, even within the same category of revenues. Employee costs as well as non-personnel costs were more broadly projected. It is assumed that the City will continue to control all costs, with no enhancement of services, in order to avoid the disruption of cut-backs when the economy inevitably slows. The overall long-term forecast was based on a “most likely” scenario, with expenditure assumptions of varying certainties for each category of expenditures. Both one-time revenues and expenditures were removed from the forecast in order to provide a clear picture of “on-going” operations, with current standards of service in place. The five-year forecast was developed utilizing the most realistic budgetary projections possible and the most recent data available. As a result, the long-term picture does provide a range of slowly decreasing budgetary “surpluses” in the City’s future, which can be used to fuel the Capital Investment Reserve within the Capital Projects Fund and the § 115 Trust account established for the escalating CalPERS rates for employer contributions. The Capital Investment Reserve, established with the FY 2014-15 mid-year review (initially known as the “Renewal and Replacement Reserve”), recognizes the City’s many unfunded needs (largely in facility projects) that are not reflected in the City’s financial reports. Unlike the remaining Capital Projects Fund balance, which is committed to specific projects, the Capital Investment Reserve is intended to prevent further accumulation of the unfunded liabilities that aging facilities represent as well as to provide funding for new capital projects. As such, funding is not appropriated to a current project but will be appropriated for needed capital projects as determined and authorized by the City Council. The City Council approved a policy identifying future sources and uses of this reserve within the Capital Projects Fund in July 2017. The FY 2019-20 Budget includes nearly $3.4 million to fund the City’s unfunded pension obligations. The need for such funding efforts is the result of current actuarial projections that reveal the impact of a reduced discount rate and other assumptions now in place for CalPERS. CITY OF BURLINGAME | FISCAL YEAR 2019-20 xii While the new assumptions represent a more realistic measurement of pension obligations, they will result in significant increases in employer contributions for the next 10-15 years. The annual contribution to a pension trust or reserve fund was initiated with the FY 2017-18 budget. In October 2017, the City first participated in the Public Agency Retirement Services’ (PARS) Public Agencies Post-Employment Benefits Trust—a § 115 Trust established for the exclusive purpose of funding pension obligations —with an initial contribution of $3.7 million. The plan is designed to protect the City’s fiscal health in future years by setting aside funds for use when the City’s required CalPERS contribution rates rise above pre-established threshold rates. General Fund Reserve Policies In accordance with GASB (Governmental Accounting Standards Board) Statement No. 54 - Fund Balance Reporting and Governmental Fund Type Definitions, the City Council established funding target amounts for each of the General Fund balance assignments (reserves) in fiscal year 2010-11. General Fund assignments and targets are reviewed as the City’s long-term forecast is monitored and updated throughout the year. In fiscal year 2014-15, the City completed a risk-based study of its General Fund Reserve levels, determined the optimal reserve target for the City, and adopted a reserve policy. The policy recognizes the sensitivity of the City’s major General Fund revenue sources to the general economy, as well as the need for adequate reserves to guard against future economic downturns and provide a hedge for catastrophic events. In addition, due to the City’s significant unfunded capital planning/facility needs, and the continued impact of these needs on the City’s financial flexibility, the Council also approved the establishment of the Capital Investment Reserve within the Capital Projects Fund. As of June 30, 2020, a projected fund balance of approximately $40.5 million represents 67.1 percent of the 2019-20 fiscal year’s General Fund operating expenditures of $60.3 million. Although this would normally be considered a very strong level of reserves, the City’s risk-based General Fund Reserve Policy targets reserve levels as a percentage of General Fund budgeted revenues (before transfers). Because the policy is based on an assessment of the City’s revenue volatility, as well as the possibility of extreme events, the City Council’s reserve management strategies reflect best practices in public finance. Note, too, that approximately $9.9 million (24.6 percent) of the General Fund balance is projected to be set aside in the City’s § 115 Pension Trust Fund as of the end of the year. As directed by the City Council at the fiscal year 2018-19 Budget Study Session in May, the fiscal year 2019-20 General Fund’s projected $7.0 operating surplus will be used to fund a $6.5 million transfer to the Capital Investment Reserve. The remaining $541,000 will be used to increase reserve levels to those prescribed by the City’s General Fund Reserve Policy. The policy calls for an Economic Stability Reserve of 24 percent of budgeted revenues, a Catastrophic Reserve of $2 million, and a $500,000 Contingency Reserve. The budget also calls for a General Fund contribution to the § 115 Trust fund for pension obligations of $2.9 million. These funding applications will result in a decrease of unrestricted fund balance of $2.5 million. The General Fund will have approximately $9.1 million in unassigned fund balance as of June 30, 2020. The current assignments (projected as of June 30, 2020) are described below. CITY OF BURLINGAME | FISCAL YEAR 2019-20 xiii Economic Stability Reserve: This reserve is available to protect and preserve City services from dramatic drops in General Fund revenues that are highly sensitive to economic conditions, mainly sales taxes and transient occupancy taxes. This reserve level was established to ensure that funds will be available to prevent future service level reductions during years of economic stagnation (when General Fund revenues diminish). This reserve has been increased to $18.9 million in the FY 2019-20 budget, based on projected revenues for the fiscal year. . Catastrophic Reserve: This reserve is available to make initial repairs and begin reconstruction of City buildings and facilities that may be damaged by natural disasters or acts of war and terrorism. Per the City’s General Fund Reserve Policy, the Catastrophic Reserve is set at a target of $2 million in the FY 2018-19 budget. Contingency Reserve: This reserve is available to cover unexpected expenses that may arise during the course of the fiscal year that were not considered during budget planning. The Contingency Reserve maintains a funding target of $500,000. OTHER FUNDS Although the General Fund is the main operating fund of the City, the City has a variety of other Special Revenue Funds and Enterprise Funds used to account for revenues that support specific activities, programs, or utilities. The budgets for all of the City’s funds have been carefully reviewed and analyzed in the context of long-term fiscal planning. Staff analyzes all funds at least monthly to ensure that they are self-sustaining and carry adequate fund balances for periods of uncertainty. At this time, these funds appear to be self-sustaining, with operations that do not pose a threat to the City’s long-term fiscal health. More detail on each of these funds is provided in the final FY 2019-20 Budget document. CITY OF BURLINGAME, CA GENERAL FUND BALANCE ASSIGNMENTS FY17-18 Actual Results FY18-19 Adjusted Budget FY19-20 Proposed Budget Economic Stability Reserve 16,913,000$ 18,837,000$ 18,905,000$ Catastrophic Reserve 2,000,000 2,000,000 2,000,000 Contingency Reserve 500,000 500,000 500,000 Subtotal, Assigned Fund Balance 19,413,000 21,337,000 21,405,000 Add: Restricted for Pension Trust Fund (PARS)4,139,920 6,977,920 9,934,920 Add: Unassigned Fund Balance 12,819,261 11,604,277 9,120,397 Total, Ending Fund Balance 36,372,181$ 39,919,197$ 40,460,317$ CITY OF BURLINGAME | FISCAL YEAR 2019-20 xiv Water and Sewer Enterprise Funds The City’s Water and Sewer Enterprise Funds remain healthy, despite a challenging climate of environmental change and increasing regulation. The City relies on imported water purchased from the San Francisco Public Utility Commission (SFPUC) for the community’s water supply. The SFPUC supply is received through six metered turnouts and distributed to approximately 8,700 connections. The water distribution system consists of six pumping stations, seven water storage tanks, and approximately 105 miles of buried water pipes. As a result of a comprehensive water rate study in the fall of 2016, the City increased water rates (effective January 1, 2017) to cover increases in the cost of wholesale water and to pay for the ongoing capital improvements needed to bring the City’s aging water system to current standards. The rate increases were equivalent to 9 percent in calendar year 2017, 7.5 percent in 2018, and 7.5 percent in 2019. The City’s sewer collection system consists of approximately 100 miles of predominately gravity sewer mains ranging from 4 inches to 36 inches in diameter. The wastewater flow is collected at seven pump stations and ultimately transported to the City’s wastewater treatment plant, where it is thoroughly treated. The treated wastewater is ultimately pumped to the bay through a jointly owned outfall extending from the South San Francisco/San Bruno Wastewater Treatment Plant. The 2019-20 fiscal year budget reflects $20.4 million in revenues for water sales. As water consumption patterns are linked to sewer revenue, and sewer rates have not been increased since 2012, the revenue estimate for the Sewer Enterprise Fund remains level with the current fiscal year. Both revenue assumptions will be continuously monitored and examined for adequacy throughout the year. The Water Fund budget for the 2019-20 fiscal year will fund $3 million of capital projects, as well as combined debt service payments of nearly $2.5 million. The budget also provides for a transfer ($458,000) to the General Fund to cover the cost of administrative services. The Sewer Fund will contribute nearly $5.1 million to fund capital improvements, and spend over $2.9 million for debt service. A $226,000 transfer out will reimburse the General Fund for the cost of administrative services to the sewer enterprise. Note that Sewer Fund expenses are budgeted in two separate divisions: Sewer Maintenance and Wastewater Treatment. Maintenance work is performed by City crews, and treatment operations are performed by Veolia Water North America. Storm Drainage Fund The Storm Drainage Fund is used to account for the storm drainage fees collected due to an assessment approved by the majority of the parcel owners in the city voting at a special election on May 5, 2009. Funds are dedicated to making capital improvements to the City’s storm drainage system and related debt service. The City adjusted the storm drainage fee by 2% in April 2019. (All annual increases are based on the CPI for the San Francisco-Oakland-San Jose area, but are capped at 2 percent.) The City will collect slightly over $3.0 million in storm drainage CITY OF BURLINGAME | FISCAL YEAR 2019-20 xv fee revenue in FY 2019-20. Expenditures for the year include $2.1 million in debt service. Storm Drain capital improvements will draw on proceeds from the Storm Drainage Revenue Bonds, Series 2016. Internal Service Funds The City has several funds that, through interdepartmental charges, allocate the cost of certain city-wide activities to other funds, departments, or agencies. The centrally-incurred costs are allocated based on estimated usage or other metrics. Several of the City’s internal service funds (ISFs) are projected to experience lower costs in FY 2019-20, which does not always translate into decreased allocations to the various operating department budgets. The chart above shows the expenditure budgets only for each ISF; revenues from departmental expense allocations serve to offset these budgets so that costs are not double- counted in the city-wide budget. The budget for the Fleet and Equipment ISF was increased significantly in the current (2018-19) fiscal year to include the purchase of a large number of vehicles that were due for replacement, including a sewer cleaning truck and two street sweepers. Fewer purchases are planned in fiscal year 2019-20. Similarly, the current year budget for the Administration and Technology Service ISF was relatively high due to some one-time equipment upgrades and software purchases. The budget provides adequately for the contract with Redwood City for the services of their IT department personnel, as well as for routine computer replacement costs and software licenses. Estimated costs for the janitorial contract were increased in the past year due to a rise in prevailing wages. Although most other costs remain relatively level, in the long run, aging facilities will continue to require higher repair and maintenance costs. CITY OF BURLINGAME, CA INTERNAL SERVICE FUNDS FY17-18 Actuals FY18-19 Adjusted Budget FY19-20 Proposed $ Change from Prior Year % Change from Prior Year Admin & Info Technology ISF $981,594 $1,439,387 $1,158,010 ($281,377) -19.5% Facilities Services ISF 1,547,304 1,742,612 1,824,011 81,399 4.7% Fleet & Equipment ISF 1,235,560 2,181,832 1,145,000 (1,036,832) -47.5% OPEB Retiree Medical ISF 4,349,551 5,093,603 4,907,912 (185,691) -3.6% General Liability ISF 653,559 1,510,000 1,510,000 0 0.0% Worker's Comp ISF 808,222 823,612 897,000 73,388 8.9% Total $9,575,788 $12,791,046 $11,441,933 ($1,349,113) -10.5% CITY OF BURLINGAME | FISCAL YEAR 2019-20 xvi Even as the City has met with success in keeping claims and expenses to a minimum, the insurance market for California public agencies is deteriorating. Public agencies throughout the state are seeing a significant increase in plaintiff demands and high dollar liability claims, resulting in much higher insurance premiums. The favorable loss runs for the City’s General Liability Program have managed to keep the costs of this ISF at bay. Similarly, the City’s Workers’ Compensation Program cost allocation to the other departments remains at the prior-year level. Though the budget reflects a considerable increase in excess insurance costs, the number of actual claims incurred has levelled off in recent years. The OPEB (Other Post-Employment Benefits) Internal Service Fund was established in the 2013- 14 fiscal year to account for the funding of accumulated retiree medical benefits. The City makes periodic contributions to the California Employers’ Retiree Benefits Trust Fund (CERBT), an irrevocable trust fund established specifically for this purpose, based on a percentage of payroll. Revenues to the City’s OPEB fund are comprised of these “percentage of payroll” charges to departments, which are projected to be approximately $4.9 million in fiscal year 2019-20. Expenses of the fund include payments of actual retiree medical premiums and costs of the program’s third party administrator (over $3.5 million), with any remainder funds contributed to the CERBT. Funds deposited in the CERBT account established for Burlingame’s OPEB obligations are invested with like funds in order to accelerate the pay-off of the City’s liability. Once pay-as-you-go demands exceed the internal charges to departments (estimated in fiscal year 2025-26), the trust fund will be drawn upon to cover the excess premium payments. The balance in the trust is anticipated to be approximately $19 million as of June 30, 2019; the liability is anticipated to be fully funded in 2037. FY 2019-20 Capital Improvement Program The proposed Capital Projects budget for fiscal year 2019-20 is over $25.8 million, an increase of approximately $3.7 million from the FY 2018-19 Capital Projects budget. The proposed Capital Projects budget assumes a total of nearly $8.0 million in funding from the General Fund, including over $3.3 million for park and playground improvements, $2.0 million for building facility improvements, and nearly $2.7 million for traffic and pedestrian safety improvements. In addition to the General Fund support, the Streets CIP program will also be funded with $0.8 million in Measure A funds, $0.6 million in Gas Tax funds, $0.5 million in SB 1 (California’s Road Repair and Accountability Act of 2017) funds, and nearly $1.2 million in Measure I funds for street resurfacing and sidewalk improvement programs. The remaining general government improvements are being funded from storm drainage fees ($3.2 million). Water projects ($3.0 million) and sewer projects ($5.1 million) are being funded from the respective Water Enterprise and Sewer Enterprise Funds. CITY OF BURLINGAME | FISCAL YEAR 2019-20 xvii A detailed listing of the projects and their funding sources is included in the budget document; major projects are outlined later in this transmittal letter. CITYWIDE BUDGET ISSUES Controlling the Increasing Costs of Employee Benefits In compliance with Governmental Accounting Standards Board Statement No. 68, the City reflected city-wide net pension liabilities of $65.9 million in its Statement of Net Position as of June 30, 2018. As an employer contracting with the California Public Employees’ Retirement System (CalPERS), the City has grappled for many years with rate increases that resulted from poor investment returns on the CalPERS portfolio in 2008. Decreased funding and increasing liabilities since the recession continue to put pressure on employers’ contribution rates. The Public Employees’ Pension Reform Act (PEPRA), which was effective January 1, 2013 and primarily affects new participants by providing lower benefits, was intended to control further growth in pension liabilities. The impact of these reforms on employer rates, however, will not be felt for many years to come. In recent years, CalPERS has responded to these rising liabilities by adopting more realistic actuarial assumptions—including a reduced discount rate and higher (age) mortality rates—and changes to its smoothing and amortization policies. While these changes will hopefully stabilize contribution rates over the long run and ensure the long-term sustainability of the fund, employer contribution rates are expected to escalate in the years to come. Based on an updated actuarial report performed to determine the impact of the anticipated discount rate reductions, the City’s combined contribution rates for both “Classic “and PEPRA employees are projected to rise to 39.2 percent (as a percentage of covered payroll) for miscellaneous members, and 86.3 percent for safety members in the next 10 to 12 years. (Current combined rates are 26.0 percent for miscellaneous employees and 50.4 percent for safety employees.) These projected rate escalations will compound the City’s existing pension funding challenges, as both the miscellaneous and safety plans are currently less than 73 percent funded. CITY OF BURLINGAME CAPITAL IMPROVEMENT PROGRAM General Fund Other Funds/Sources FY19-20 Total Facilities CIP $2,000,000 $0 $2,000,000 Parking & Garages CIP 0 2,650,000 2,650,000 Parks & Trees CIP 3,305,000 0 3,305,000 Sewer CIP 0 5,080,000 5,080,000 Storm Drain CIP 0 4,100,000 4,100,000 Streets CIP 2,660,000 3,050,000 5,710,000 Water CIP 0 3,000,000 3,000,000 All CIP Funding Sources, FY2019-20 $7,965,000 $17,880,000 $25,845,000 CITY OF BURLINGAME | FISCAL YEAR 2019-20 xviii Given the magnitude of the projected increases, the City Council approved setting aside monies in a § 115 Trust Fund for the purpose of prefunding its pension liabilities. Funding amounts are determined through the use of a “threshold” budget rate for the employer’s contributions to CalPERS that is higher than the current required rate. Once the CalPERS rate exceeds the threshold rate, the trust or reserve can be drawn on to supplement CalPERS contributions. Note that approximately 83.7 percent of these contributions are borne by the General Fund. This funding is reflected as “restricted” fund balance in the various operating funds for financial statement purposes. Future contributions to the prefunding trust or reserve will be determined with each subsequent year’s budget, as well as one-time contributions of sums at the discretion of the City Council. The City will no doubt continue to consider other prefunding strategies. In the meanwhile, Burlingame employees hired prior to the implementation of PEPRA continue to contribute a portion of their base salary toward the employer share of the CalPERS retirement contribution. The additional employee contribution for non-sworn employees is 1.5%, while the employee contribution for sworn Police personnel is 4 percent. By law, both sworn and non- sworn PEPRA employees (those hired on or after January 1, 2013) contribute 50% of the “normal” cost of their pensions. The rising cost of employee benefits has been a focus of the City’s for many years. The funding of prior-year liabilities for retiree health insurance was addressed through the establishment of the OPEB trust fund in FY 2013-14. Placing the funds in a qualified trust significantly decreased both the City’s unfunded liability and its ongoing normal (annual) costs by increasing the yield assumption earned with the fund. Although the prefunding of this large liability diminishes the amount of available budget for other long-term needs, it enhances the City’s fiscal standing with credit rating agencies by demonstrating Burlingame’s commitment to recognizing and managing its obligations in a prudent and responsible manner. In addition, the growth of future liabilities has been limited by significant reductions in retiree health benefits for newer employees (hired after 2012, dependent on bargaining unit). Personnel costs are expected to be approximately $40.6 million in the new fiscal year, representing 38.1 of the overall expenditures from all funds. The City’s main operating fund (the General Fund) provides $31.9 million in appropriations for personnel expenditures, approximately 52.9% of the fund’s budget. Therefore, it is prudent for the City to be ever vigilant in controlling personnel costs going forward. Unfunded Infrastructure Replacement Needs The continued existence of critical yet unfunded capital projects also presents a challenge in developing a budget that is sustainable for the long term. Many of the unfunded projects that were identified and prioritized in recent years represent infrastructure (i.e., public facilities, parking lots) replacement needs, largely due to deferred maintenance or the historical lack of set- aside funding for these capital demands. In recognition of these growing demands on the General Fund in the long-term, the City continues to fund the Capital Investment Reserve in the City’s Capital Projects Fund. The FY 2019-20 budget provides funding of $6.5 million for an increase to this reserve. The reserve is anticipated to reach $31.8 million at the end of the 2019-20 fiscal year. CITY OF BURLINGAME | FISCAL YEAR 2019-20 xix The development of potential funding options for each of the projects that the Council wishes to initiate in the near future is a continued priority. Due to the nature of deferred capital maintenance, deferral of the inevitable renewal and replacement needs of the City’s existing assets creates a capital liability that increases at a higher rate than most other liabilities. As such, the funding of these capital needs is key to a truly sustainable budget. The Economy The region’s growing economy has allowed for operating surpluses in recent years. The City’s budget for the 2019-20 fiscal year anticipates a $360,000 surplus, after providing for a $6.5 million transfer to the Capital Investment Reserve. Given the inevitable contraction of business cycles, the ability to save for unfunded capital needs and pension obligations is dependent on a growing economy. As intended in the City’s risk-based General Fund Reserve Policy, reserves will enable the City to meet operational demands during an economic downturn. But the funding of longer- term infrastructure needs and unfunded liabilities will not be easily accommodated. Depending on the duration of the next economic cycle, reduced funding of these long-term demands is apt to be the necessary response, which would further aggravate capital conditions, slow pre-funding of pension obligations, and ultimately impact the City’s fiscal health. To maintain fiscal flexibility through all economic conditions, the City must be vigilant in controlling operating costs, recovering the costs of discretionary municipal services, promoting responsible economic development, finding innovative ways to partner with private interests to achieve infrastructure renewal, continuing a pattern of saving for and leveraging investments in the City’s infrastructure, and pursuing prudent pre-funding of currently unfunded pension obligations. The City is committed to continuing to reflect the community’s priorities in its fiscal planning so that the local quality of life is maintained, irrespective of what happens nationally or with the economy. MAJOR CAPITAL PROJECTS Parks and Recreation Upgrades ($3,305,000) The budget for fiscal year 2019-20 includes a total of $3,305,000 for 11 Park and Recreation projects, excluding the Community Center Project. Since 2012, City staff, in collaboration with Group 4 Architecture, the Citizens’ Advisory Committee, and community members, has been working on developing plans for a new community center in Washington Park. An initial budget in the range of $50 million has been established for construction of the facility, which will replace the aging, 1940s-era Recreation Center. The project is anticipated to be funded in part by a lease revenue bond issuance. In addition, the City established a stand-alone project in the FY 2018-19 budget ($2.7 million) to facilitate the construction of the new community center. The project includes a new playground relocated to the existing basketball court area; a new sports court relocated to an existing large picnic area; and a new small picnic area that will be adjacent to the new playground. Once the project scope and details are finalized, funding for the new community center itself will be included in the CIP program. CITY OF BURLINGAME | FISCAL YEAR 2019-20 xx The inclusion of projects in this year’s Parks and Recreation CIP is based largely on the needs assessment and replacement schedule as identified in the department’s work program. Large projects include field renovations at Ray Park ($1.5 million), completion of the project to reconstruct the pool and deck at the Burlingame Aquatic Center ($700,000), and parking lot improvements at Ray Park ($400,000). In addition, the FY 2019-20 CIP budget includes funding for the future replacement of synthetic turf at Burlingame School District (BSD) facilities. (Staff continues to program $200,000 annually for the full replacement of the synthetic turf at BSD facilities over the next 10-year period.) Funding for a City Parks Master Plan was included in last year’s budget, and that process is now nearing completion. A comprehensive plan that is based upon input from the community will assist in prioritizing and managing maintenance efforts and upgrades, and may also help the City become more competitive when applying for grants. Public/Community Facilities ($2,125,000) The City owns and maintains 20 public or community facilities with over 200,000 square feet of office space. Many of these public facilities and associated components are aging and need upgrades. Timely maintenance will not only be less expensive now than in the future, but will also extend the life of the facilities. The proposed budget includes a total of $2 million for public/community facilities projects, consisting of building maintenance projects and upgrades based on a needs assessment and replacement schedule. The larger project budgets include: $850,000 to complete the Emergency Generators Upgrade Project at three City-owned fire stations; and a limited remodeling of the jail area ($500,000) at the City’s Police Station. Funds are also earmarked ($250,000) for the paving of parking lots at various City facilities. In addition, the CIP program includes funding for Americans with Disabilities Act (ADA) improvements in several buildings as part of the City’s proactive effort to comply with ADA regulations. Bicycle, Pedestrian, and Traffic Safety ($3,360,000) The 2019-20 fiscal year CIP program includes $1.5 million in local matching funds to move the Broadway Grade Separation Project into the PS&E (detailed final engineering design, specifications and plans) phase. The cost estimate for this phase is estimated at $19.8 million; the City plans to request $18.3 million in Measure A Program grant funds from the San Mateo County Transportation Authority to fund this endeavor. In addition, $500,000 in new General Fund and $700,000 from Measure I, for a total of $1,200,000, is being proposed for next fiscal year for the sidewalk program and associated ADA (Americans with Disabilities Act) improvements. Funding is included for traffic signal upgrades ($200,000) as well as pedestrian, traffic calming, and street lighting improvements ($300,000) as identified through studies or investigations that arise throughout the year. CITY OF BURLINGAME | FISCAL YEAR 2019-20 xxi Streets Resurfacing Program - $2,350,000 Based on condition assessments of 84 miles of existing street infrastructure, and the recommendations from the Street Pavement Maintenance Software Program, a total of $2.35 million of CIP funding is included in the CIP for fiscal year 2019-20, a combination of Gas Tax, Measure A, Measure I, Measure M, and SB 1 funds for the year’s street repairs and resurfacing program. The list of 14 streets included in the plan is tentative and subject to change depending on the availability of funds and construction costs. Of the total $2.35 million proposed for next year, $500,000 is from Measure I, and the rest is from a combination of Gas Tax, Measure A, Measure M, and SB 1 funds. Parking Enterprise Projects ($2,650,000) Capital projects to be funded from the Parking Enterprise Fund in the FY 2019-20 plan include the $1.85 million City contribution for the construction of a new public parking garage at the City- owned surface parking Lot N. The project will serve to expand parking supply as part of the Village at Burlingame project. Additionally, funding is provided for replacement of old parking meters in existing parking lots with smart meters, and resurfacing treatments and ancillary improvements in parking lots as needed Water Program ($3,000,000) The City owns and maintains over 100 miles of the drinking water distribution system, with seven storage tanks and six pump stations. Based on a condition assessment of the City’s water distribution system, and prioritization of the Capital Improvements Plan, the budget includes funding for a number of improvements to the City’s drinking water system. The projects primarily consist of replacing aging water pipelines, water meters, valves and other necessary infrastructure. Sewer Program ($5,080,000) The City owns and maintains over 100 miles of sanitary sewer collection system with seven pump stations and the Waste Water Treatment Plant. The proposed work is based on a condition assessment and prioritization of both components of the waste water collection system and the treatment plant. Improvements to the City’s sanitary sewer system funded in the 2019-20 fiscal year budget include continuation of the replacement of aging sanitary sewer mains in the Rollins Road, Broadway, and El Camino Real neighborhoods, and waste water treatment plant upgrades. Storm Drainage Projects ($4,100,000) In 2009, Burlingame property owners approved a ballot measure to upgrade the aging and deteriorated storm drainage system. $26 million of improvements have been completed since the passage of the measure; a $28 million backlog of work still remains. The additional projects proposed for the current fiscal year include projects that will address localized flooding, make CITY OF BURLINGAME | FISCAL YEAR 2019-20 xxii needed repairs to storm drain infrastructure, and construct storm water treatment facilities. Included in the fiscal year 2019-20 plan is a major storm water pump station upgrade; funding for this $1.9 million project is shared with the City of Millbrae. ACKNOWLEDGEMENTS I wish to thank Mayor Colson and the City Council for their leadership and support during the FY 2019-20 budget development process. The City is fortunate to have a City Council that is willing to maintain the long-term outlook necessary to preserve a high level of services through both prosperous and challenging economic times. The budget for the 2019-20 fiscal year represents a spending plan of over $121 million and will necessarily undergo further review and updating as needed throughout the new fiscal year. However, this continuous improvement provides a higher level of transparency and accountability to the Burlingame community and reflects a commitment to advance the Council’s highest priorities. I would also like to offer my appreciation to the Department Directors and their budget staff for their assistance in developing a sound budget plan that strategically allocates resources to optimally address the City Council’s goals. My thanks also go to Finance Director Carol Augustine and Deputy Finance Director Karen Huang for their overall management of the City’s budget, and to Finance staff for their work on the operating and capital budgets. Finally, I commend Public Works Director Syed Murtuza and Assistant Public Works Director Art Morimoto for leading their department’s efforts on the capital budget and long-term capital plan. Please feel free to contact Carol Augustine or me if you need additional information on the budget. Respectfully submitted, Lisa K. Goldman City Manager General Information Organizational Compass About the City of Burlingame City Organization by Critical Service Area Roster of Elected Officials and Appointees Executive Team Citywide Organization Chart FY 2019-20 Priorities 1 2 CITY OF BURLINGAME ORGANIZATIONAL COMPASS The City of Burlingame is an organization that exists to serve and benefit the community. We deliver unsurpassed municipal services that enhance the quality of life for our citizens. As employees of the City of Burlingame, we recognize the leadership role we play in the community and we hold ourselves accountable to those we serve. We value the partnership that exists between the organization and community and strive to foster and maintain that relationship. As such, we are committed to the tenets of the Organizational Compass. COMMUNITY SERVICE THAT IS RESPONSIVE TO AND MEETS THE NEEDS OF THE PUBLIC BY: Being dedicated to the community we serve Involving and understanding our community Anticipating and adapting to the changing needs of our citizens AN ETHICAL ORGANIZATION THAT INTERACTS WITH THE PUBLIC AND EACH OTHER IN AN HONEST AND PROFESSIONAL MANNER BY: Treating people with respect and dignity Taking responsibility for our decisions, statements and actions to the organization and community Dealing with differences and conflicts in a professional, respectful and authentic fashion ONE ORGANIZATION THAT FOSTER POSITIVE RELATIONSHIPS AND TEAMWORK BY: Being part of the solution Creating and maintaining constructive relationships while respecting individual contributions Focusing on the issues and needs of the organization and community Encouraging behavior that builds confidence and self esteem Emphasizing self-initiative, constant improvement and employee involvement POSITIVE LEADERSHIP THAT IS NURTURING AND FORWARD-THINKING BY: Recognizing the leadership role all employees play in the community Encouraging innovation and creativity Leading by example Being supportive, humanistic and compassionate As City employees we embrace the Organizational Compass and will be guided by its points. 3 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 ABOUT THE CITY OF BURLINGAME Burlingame is approximately six square miles and is located in San Mateo County, on the western shore of the San Francisco Bay approximately 10 miles south of San Francisco and close to the San Francisco International Airport. A California general law city incorporated in 1908, Burlingame operates under the Council-Manager form of government. A five-member City Council is elected at large to four-year terms and serves as the board of directors. (Councilmembers elected in 2017 are serving five-year terms so that the City can comply with a new state law requiring Council elections in even-numbered years. Councilmembers elected in 2019 will also serve five-year terms.) The Council annually selects a Mayor and Vice Mayor from its members. The City Council appoints a City Manager, who serves as the chief executive officer and is responsible for all municipal functions. The City Council also appoints a City Attorney to serve as chief legal advisor for the governing body and the administration. The City Manager appoints the City Clerk. Municipal services include: police and fire protection, public works, community development, parks and recreation, library services, water, sewer, parking, solid waste, and storm drainage. General government activities include finance, human resources, legal services, and city administration. An executive team helps the City Manager lead the City organization. It includes seven Department Directors, the City Attorney, the City Clerk, and a Fire Chief, who is shared through the City’s participation in the Central County Fire Department Joint Powers Authority. Burlingame Statistics ____________________________________ Total Population: 30,294 Area: 6.1 square miles on 3,517 acres Persons per Household: 2.33 Median Household Income: $102,443 Housing Units: More than 13,000 Street Miles: 84 centerline miles Sidewalk Miles: 116 miles Sanitary Sewer: Approximately 130 miles; 7 sewer stations Water: Approximately 105 miles; 9,170 connections; 6 pump stations; 7 storage tanks Streetlights: 1,700 total Street Trees: 17,294 Park Trees: 4,640 Different Species of Trees: 303 Number of Parks and Open Spaces: 20 Library Circulation: 688,058 Library Print & Non-Print Volumes: Approx. 291,000 Library Programs: 1,275 Library Attendance: 48,128 Sources: California Dept. of Finance Population and Housing Estimates Department of Finance; City data (2017) 4 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 CITY ORGANIZATION BY CRITICAL SERVICE AREA General Government City Attorney In-house counsel, risk management, and code enforcement City Clerk Elections, City records, public noticing, and maintenance of municipal code City Manager Supervision of departments, implementation of City policy and strategy, management of City communications and sustainability programs Finance Revenue management, disbursements, budget and forecasting, payroll, financial reporting, treasury, purchasing, information technology, telecom and utility billing, business licenses, cashiering and front-desk customer service, and solid waste Human Resources Salary and benefits administration, employment, health and safety, employee training and wellness, and collective bargaining Public Safety Police Community patrol, 911 communications and dispatch, crime prevention, special weapons and tactics (SWAT), K-9 Program, traffic safety, parking enforcement, and community outreach Central County Fire Department (JPA) Fire suppression and prevention, emergency medical services, and disaster preparedness for the City of Burlingame and the Town of Hillsborough; provision of service to the City of Millbrae via contract Public Works Engineering Administration of capital improvement program including major and minor repair and replacement of city infrastructure Water & Sewer Delivery of potable water, treatment and discharge of sanitary flows in accordance with environmental, health, and safety guidelines Streets & Storm Drainage Street sweeping, transportation and regional shuttles, streetlights, and stormwater management and compliance Community Development Building Plan checking, inspection, complaint response, development review and consultation, and building research and development Planning Public outreach, Climate Action Plan, land use, economic development, plan checks, and code and zoning enforcement Leisure and Neighborhood Services Library City literacy advocacy, circulation of written and digital media, special programs, and community education for citizens, children, and teens Parks Operation and maintenance of urban forest, landscaping, City parks, and infrastructure Recreation Recreational, educational, and after-school programs for pre-school children, youth, and seniors 5 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 ROSTER OF ELECTED OFFICIALS AND APPOINTEES Mayor Donna Colson Vice Mayor Emily Beach Council Member Ann Keighran Council Member Ricardo Ortiz Council Member Michael Brownrigg City Manager Lisa K. Goldman City Attorney Kathleen Kane 6 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 EXECUTIVE TEAM City Clerk Meaghan Hassel-Shearer City Librarian Brad McCulley Community Development Director Kevin Gardiner Finance Director and Treasurer Carol Augustine Human Resources Director Sonya Morrison Parks and Recreation Director Margaret Glomstad Police Chief Mike Matteucci Public Works Director Syed Murtuza Central County Fire Chief John Kammeyer 7 Citizens of BurlingameCity CouncilCity AttorneyCity Manager Public Works DirectorPolice ChiefParks & Recreation DirectorCity LibrarianHuman Resources DirectorFinance Director & TreasurerCommunity Development DirectorCity ClerkCity Commissions8 Sustainability Transportation Housing City of Burlingame FY2019-20 Priorities Infrastructure Exceed carbon reduction targets and develop strategies to address changing environmental realities. Address affordability crisis and retain socioeconomic diversity of our community. Improve roadway safety and reduce congestion for all modes of transportation (cars, pedestrians, and cyclists). Develop near-term, fiscally responsible funding strategies to renovate City facilities. These four priorities were developed in recent years with input gathered from the community, staff, and the City Council. These priorities are meant to serve as the guiding principles that will help the Council and staff prioritize future initiatives, policies, and strategies. At the January 2019 goal-setting session, the City Council selected five large infrastructure priority projects for special focus in FY 2019-20 and assigned Council subcommittees to advance the projects: Broadway Grade Separation (Beach, Ortiz); City Hall Modernization and Safety Improvements (Keighran, Ortiz); Specific Plan for Rollins Road (Colson, Keighran) ; Sea Level Rise Shoreline Protection Improvements (Colson, Brownrigg); and Underground Power Lines on El Camino Real (Beach, Brownrigg). 9 10 Understanding the Budget Guide to City Budget Process Guide to Understanding the Budget Gann Appropriation Limit 11 12 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 GUIDE TO CITY BUDGET PROCESS STRATEGIC AND FINANCIAL PLANNING The budget planning process begins in January with a public goal-setting session. During this year’s session, the City Council, community, and staff discussed progress being made on three of the four priorities developed in 2017: housing, transportation, and sustainability. The City Council’s fourth priority, infrastructure, was then discussed in detail. The infrastructure priority refers to the development of a near-term, fiscally responsible funding strategy to renovate City facilities in order to improve service for the Burlingame community. The Finance Department also prepares a multi-year forecast of operating and maintenance expenditures for the General Fund. This long-term forecast of the General Fund includes the ensuing fiscal year and the succeeding five years, for a total of six budget years, along with the Mid-Year Budget Status Report, which projects the year-end balance of the General Fund and other significant funds. Together, the forecast and budget status report are designed to provide clarity on potential and future revenue and expenditure scenarios, offering additional context for the financial decisions made by the City Council, City Manager, and Finance Director. The City Council may review and approve budgetary revenue assumptions and may, at its discretion, make adjustments to City fees for services. Capital needs are also reviewed in preparation for the five-year capital plan. COMMUNITY ENGAGEMENT AND PUB LIC INFORMATION The City Council encourages all Burlingame residents and business community members to participate in the development of the City budget. The Council holds three public meetings to provide guidance on the budget: a goal-setting session in January, and budget study sessions in March and May. The City Council solicits input at each of the meetings. Community members may also submit their ideas directly to City staff and the City Council. The City Council also holds a public hearing on the budget in June prior to adoption of the budget. It gives residents the opportunity to comment on the spending plan. Community members seeking information on City budgets and annual financial reports can find the documents in PDF format on the City website www.burlingame.org under the Finance Department. Prior-year documents are also available for review. BUDGET DEVELOPMENT Under policy directives and guidance, Department Heads prepare their budget requests in support of their programs in January for submission in mid-March. Expenditure assumptions are based on known factors such as collective bargaining agreements, current pay and benefit 13 CITY OF BURLINGAME | FISCAL YEAR 2019-20 policies, consumer price indices, and other information available from expert third-parties or governing authorities. The City also contracts with community based organizations to provide services to local residents. The City issues a Notice of Funding Availability in March of each year. Community organizations submit requests for funding in April, and the City Council determines the allocation of the funding available for this purpose in June. ROLE OF THE FINANCE DEPARTMENT The Finance Department reviews departmental budgets and consolidates and prepares the proposed operating and capital budget for the ensuing year. The Finance Department may include technical adjustments to ensure citywide compliance with City Council directives or eliminate redundant appropriations to deliver a fiscally prudent budget on a citywide basis. The Finance Department is also responsible for the certification of sufficient funds to support the proposed budget, and properly segregating City sources to ensure that both operating and capital expenditures are consistent with legislative and budgetary authority and generally accepted accounting guidelines for government. The Finance Director may also make recommendations regarding deposits to one or more reserves: the Economic Stability Reserve, Contingency Reserve, Catastrophic Reserve, and Capital Investment Reserve in the Capital Project Fund. BUDGET ADOPTION The proposed budget, which is delivered to the City Council in May for consideration for the fiscal year commencing July 1, shows proposed expenditures by program, authorized full-time equivalent positions, and revenue sources. The City Council may make adjustments to the proposed budget, which they formally adopt via City resolution in June. The budget becomes the legal authority for expenditure for the new fiscal year. BUDGET AMENDMENTS Department Heads and the Finance Director approve budget amendments within departments, while the Finance Director and City Manager approve budget amendments between departments. Any mid-year or supplemental appropriations must obtain Council approval by majority vote. CENTRAL COUNTY FIRE DEPARTMENT JOINT POWERS AUTHORITY Effective July 1, 2010, Burlingame Fire Department employees became employees of the Central County Fire Department (CCFD). CCFD is a stand-alone employer recognized by CalPERS. 14 CITY OF BURLINGAME | FISCAL YEAR 2019-20 CCFD is a Joint Powers Authority (JPA) that provides fire, emergency medical, and disaster preparedness services to the City of Burlingame and Town of Hillsborough. It is governed by a Fire Board consisting of two Councilmembers from the Town of Hillsborough and two from the City of Burlingame. One of the two City Managers serves as the Chief Administrative Officer for CCFD, and the position is rotated every two years. On December 29, 2014, CCFD entered into a contract for fire services with the City of Millbrae. As members of the CCFD JPA, Burlingame and Hillsborough fund 70% of the total budget based on a 60/40 cost allocation as outlined in the JPA. The remaining 30% is funded by the City of Millbrae. The Fire Board adopts the CCFD budget. A copy of the Fiscal Year 2019-20 Adopted Budget for the Central County Fire Department may be obtained at: 1399 Rollins Road, Burlinga me, CA 94 010 15 CITY OF BURLINGAME | FISCAL YEAR 2019-20 GUIDE TO UNDERSTANDING THE BUDGET BUDGET PRESENTATION The City of Burlingame employs a formal budget as a management control device during the year. Budgets are adopted on a basis consistent with accounting principles generally accepted in the United States of America. The accounts of the City are organized on the basis of funds, each of which is considered a separate accounting entity. The operations of each fund are accounted for in a separate set of self- balancing accounts that comprise its assets, liabilities, fund equity, revenues, and expenditures or expenses, as appropriate. City resources are allocated to and accounted for in individual funds based upon the purpose for which they are to be spent and the means by which spending activities are controlled. The City budget includes information regarding estimated costs (or outlays) and revenue (or cash inflows) for identified programs, projects, and levels of service to meet the needs of the City. All annual appropriations lapse at the end of the fiscal year, except in the Capital Projects Fund, because capital improvement projects typically span more than one fiscal year. Appropriations for capital projects lapse when projects are completed, placed into service, or accounted for as capital assets or abandoned at the discretion of the City or the City Council. OVERVIEW OF KEY FUNDS The General Fund is the general operating fund of the City. It is used to account for all financial resources and transactions except those required to be accounted for in another fund, such as enterprise funds. General Fund departments include those in General Government, Public Works (Engineering and Streets and Storm Drain), Parks and Recreation, Library, Planning, and Public Safety. The Special Revenue Funds represent funds with a dedicated revenue source set aside for a specific purpose. Special revenue funds include Measure A, Gas Tax, Public TV Access, Shuttle, and Storm Drainage. The Burlingame Financing Authority issues, calls, refunds (defeases), and makes debt service payments on behalf of the City General Fund departments. The City Manager and the Finance Director are authorized to conduct debt financings at the direction of the City Council. The debt service funds of the City are governed by bond indentures, with oversight for compliance and revenue pledge requirements managed by the Finance Department. Debt service payments for certain Special Revenue and Enterprise departments are budgeted as a component of the operating budgets for the related Special Revenue or Enterprise fund, such as Water, Sewer, and Storm Drainage. The Capital Project Fund is used to account for resources used to acquire or develop facilities or major capital equipment. These are usually budgeted and accounted for as discrete, multi-year projects that receive annual appropriations that do not lapse at the end of the fiscal year. Similar 16 CITY OF BURLINGAME | FISCAL YEAR 2019-20 projects are tracked under the umbrella of a capital improvement program. Appropriations that are unspent may be carried forward to the following year, transferred to another project, or de- appropriated to the extent that funds are unspent, at the discretion of the City Council. The Capital Project Fund also retains the Capital Investment Reserve, holding amounts that are not appropriated to specific projects, but may be utilized only for major capital projects for which appropriate funding has not been identified or is not immediately available. Only the City Council may authorize the use of Capital Investment Reserve funds. The Enterprise Funds are used to separately account for services and activities for which a fee or rate is charged to customers in exchange for goods or services provided by the City. These funds are self-sustaining and include Building, Parking, Landfill, Sewer, Solid Waste, and Water. The Internal Service Funds are used to separately account for departments that provide services to other City departments, and, therefore, incur costs that are then allocated to each receiving department. These costs include risk management (Workers’ Comp and General Liability programs), maintenance of fleet and equipment, information technology, administrative support such as postage and copier use, and maintenance of City buildings and facilities. BUDGET BASIS OF ACCOUNTING Budgets are adopted on a basis consistent with generally accepted accounting principles (“GAAP”). Governmental (such as the General Fund) funds utilize the modified accrual basis of accounting under which revenues and related assets are recorded when measurable and available to finance operations during the year. Proprietary funds (such as the Enterprise and Internal Service Funds) utilize the accrual basis of accounting, which recognizes revenues when earned and expenses when incurred. Generally, operating budgets are adopted on an annual basis. The Capital Projects Fund establishes budgetary control on a project-by-project basis when applicable sources become available by fund. All appropriations lapse at year-end, except for the Capital Projects Fund, due to the multi-year nature of the underlying projects. 17 2018-19 Appropriation Limit 80,869,488 State of California Inflation Factor 1.0385000 Percentage Change - City Population -0.0900000 Percentage Change - County Population 0.2800000 State of California Population Factor 1.0028000 Combined Ajustment Factor 1.0414078 2019-20 Appropriation Limit from Growth Factors 84,218,116 Proceeds of Taxes 70,888,590 Exclusions: Qualified Capital Projects and Debt (16,204,084) Appropriation Subject to Limit 54,684,506 2019-20 Appropriation Limit 84,218,116 Appropriation Subject to Limit 54,684,506 Over / (Under) Limit (29,533,610) ARTICLE XIII(B) GANN APPROPRIATION LIMIT CALCULATION OF GANN APPROPRIATION LIMIT Article XIII(B) of the State Constitution limits all state and local government budgets to a formula based upon the 1978-79 budget plus adjustments for cost of living and population changes. In 1990, voters approved modifications to permit use of the percentage change in commercial assessed valuation to increase the limit under certain conditions. In addition, major capital improvements were excluded from the appropriation subject to the limit. Other exceptions are allowed for service charges, federal grants, and mandated programs. In accordance with State implementation legislation (SB1352, Chapter 1205, 1980 Statutes) and the League of California Cities Uniform Guidelines, the following is the City's appropriation limit calculation: 18 Budget Summaries, Charts & Graphs Key Budgetary Assumptions Chart – Proposed FY 2019-20 Citywide Revenue by Type Budget Summary - Estimated Revenues and Interfund Transfers Chart – General Fund Revenues from FY 2010 - 2020 Chart – Property Tax Revenues from FY 2010 - 2020 Chart – Where Do Your Burlingame Property Tax Dollars Go? Chart – Transient Occupancy Tax Revenues from FY 2010 - 2020 Chart – Sales and Use Tax Revenues from FY 2010 –2020 Chart – Proposed FY 2019-20 Expenses by Type Chart – Proposed FY 2019-20 Appropriations by Major Fund Budget Summary – Expenses by Department and Type Budget Summary – Revenues and Expenses by Fund Budget Summary – Debt Service Obligations Budget Summaries by Department Authorized Full-Time Equivalent Positions Projected Ending Fund Balance – General Fund, Storm Drain Special Revenue and Measure A/Gas Tax Special Revenue Projected Unrestricted Net Position – Water, Sewer and Parking Enterprises 19 20 CITY OF BURLINGAME | FISCAL YEAR 201 9 -20 KEY BUDGETARY ASSUMPTIONS The following provides a brief overview of key budgetary assumptions used in the proposed budget: GENERAL ECONOMIC OUTLOOK Fueled by expansion in the state’s industries and increases in incomes and wages, California’s economy grew solidly in 2018, but signs of more moderate growth were evident in the first quarter of 2019. The unemployment rate for California edged up slightly in March, up a tenth of a percentage point over February and back to 4.3 percent on a seasonally adjusted basis and equal to the rate reported in March 2018. Yet, nearly every industry in the state continued to add jobs year-over-year, with the category of Health Care leading the way. Gains were also strong in Professional, Scientific and Technical Services; Leisure and Hospitality; Administrative Services; Government and Construction; and even Manufacturing. In California, there continues to be a marked difference between the coastal counties and the inland counties in employment losses recovered since 2008. With its emphasis on the tech sector, the San Francisco Bay Area economy continued to shine, with the lowest unemployment rate in the state. The region is also atop national rankings in its commercial real estate market, with commercial vacancy rates among the lowest and the cost of rent among the highest in the nation. The unemployment rate in the San Francisco Metropolitan Division (MD) decreased 0.2 percent, from 2.3 percent in December 2017 to 2.1 percent in December 2018. San Mateo County alone had the lowest unemployment rate in the state, with an unemployment rate of 2.0 percent. As the housing shortage dilemma worsens across California, it would be logical for employment in the Construction sector to have picked up more steam than it has. Yet, construction labor in the Bay Area is tight, employment is volatile, and the overall construction costs are among the highest in the state. Median home prices in the Bay Area (including all new and existing homes and condos in the nine Bay Area counties), already amongst the highest in the country, continued to climb. Most economists agree that the well-documented housing affordability issue can only be addressed by increasing supply. Until that happens, growth of the Bay Area economy may be constrained. High local housing costs and changes in shopping habits have contributed to slowing consumer spending growth and greater uncertainty in the outlook for related sales tax revenue. As more and more residents spend a larger portion of their income on housing, less money is left to purchase goods and services. Overall, the local economy is stable, with continued growth expected. However, the current recovery is maturing; the City must continue to be cognizant of the potential for another downturn or recession to emerge, and budget prudently. 21 CITY OF BURLINGAME | FISCAL YEAR 201 9 -20 Economic Indicator Projected 2018-19 Forecast 2019-20 U.S. Real GDP Growth 2.6% 2.2% U.S. CPI Inflation 1.8% 2.0% U.S. Unemployment Rate 3.8% 3.7% California Non-Farm Employment Growth 1.8% 1.6% California Unemployment Rate 4.1% 3.9% California Median Existing Home Price Growth 3.2% 0.1% California Median Existing Home Price $602,920 $608,900 Source: Beacon Economics • The national, state, and local economic outlook is expected to be a continuation of growth throughout the 2019-20 fiscal year. PROPERTY TAX Property tax is applied to the net assessed property value as determined by the San Mateo County Assessor-Recorder. Proposition 13 sets the maximum tax rate at 1% (excluding voter-approved overrides), and limits growth in the assessed property values to the lesser of inflation or 2% per year. The City has adopted the Teeter Plan, which allows the City to receive property tax disbursements based on amounts billed but not yet collected. San Mateo allocates property taxes to all taxing agencies within the county; the City of Burlingame receives approximately 17% of the taxes attributable to properties within its jurisdiction. A vibrant technology sector and strong local job growth should support regional home prices and property tax revenue in the coming year. Within the City’s jurisdiction, the County shows assessed property values have grown at 6.5% since the beginning of the fiscal year, indicating a stable trend in property tax receipts. Adjustments in the County’s ERAF (Educational Revenue Augmentation Fund) distributions add a major complexity to the projection of the City’s property tax revenues. • Property tax receipts are projected to rise over the next fiscal year; a 6.8% increase in the City’s secured property assessed values is anticipated for fiscal year 2019-20. REBATE OF PROPERTY TAX FROM THE EDUCATIONAL REVENUE AUGMENTATION FUND (ERAF) Refunds of property tax from San Mateo County’s ERAF occur when the amounts contributed to the fund by local agencies in a fiscal year exceed withdrawals from the fund. In 2013, the State significantly increased funding distributed to schools under the Local Control Funding Formula, which translates to higher draws from county ERAFs statewide. Uncertainty about the growing demands on ERAF monies dictated that San Mateo County jurisdictions budget ERAF refunds conservatively, as these refunds were projected to decline and could be eliminated in the future. 22 CITY OF BURLINGAME | FISCAL YEAR 201 9 -20 However, San Mateo County’s growing economy and escalating property values have created larger contributions to the fund at a time when property tax revenues are sufficient to more fully fund school district needs. Therefore, ERAF refunds have grown over the years, and this trend is expected to continue, barring any massive changes in education funding or other legislative changes. Changes in the County’s method of allocation (over a two-year, as opposed to three- year, rolling period) resulted in a one-time bump-up in these funds in fiscal year 2018-19. The City received over $2.25 million in excess ERAF in the current fiscal year, and a slightly lower amount has been included in property tax revenues for fiscal year 2019-20. • The proposed budget assumes that the City will continue to receive significant refunds from the County’s Educational Revenue Augmentation Fund. SALES & USE TAX Sales tax is imposed on retailers at the point-of-sale. Use tax is imposed on purchasers who buy goods out-of-state for use within California. Though temporarily raised to 7.50% for four years, the statewide sales tax rate returned to its prior level of 7.25% as of January 1, 2017. In November 2012, San Mateo County voters approved Measure A, which raised the County sales tax rate by 0.50%, from 1.00% to 1.50%, for ten years. Then in November 2017, Burlingame voters approved Measure I, a retail transactions and use tax of ¼ percent, effective April 1, 2018. As a result, the City’s sales tax rate for taxable sales transactions within Burlingame is currently 9.0%. The State’s Department of Tax and Fee Administration (CDTFA) allocates the Bradley Burns (local 1%) sales tax revenue to the jurisdiction in which the taxable sales transactions occur. The CDTFA is also responsible for collection of Measure I revenues, which will be accounted for separately from the City’s regular sales tax receipts. As of July 1, 2019, the sales tax rate of all jurisdictions in San Mateo County will increase by ½ percent due to the successful passage of Measure W to support transportation programs and infrastructure county-wide. The Measure W rate increase will not affect the City’s sales tax revenues. As a result of a number of one-time events that served to inflate sales tax revenues state-wide in fiscal year 2018-19, overall sales tax receipts are expected to show declines in the new fiscal year. A lower level of activity in the Auto and Transportation sector, as well as the Building & Construction sector, is anticipated. The Auto and Transportation sector is still strong, comprising 33 percent of the City’s local sales tax receipts. Sales tax receipts from the Fuel and Service Stations sector are anticipated to increase only slightly in the upcoming fiscal year, as higher gas prices partially offset last year’s one-time adjustments. Most other sectors are anticipated to provide fairly level revenues compared to the current fiscal year. • Due to one-time factors occurring in the 2018-19 fiscal year, sales tax revenues for the City are anticipated to decline approximately 4.6 percent. • The City anticipates revenue from Measure I, included in the 2019-20 fiscal year budget for General Fund Sales Tax revenues, to be $2.0 million. 23 CITY OF BURLINGAME | FISCAL YEAR 201 9 -20 TRANSIENT OCCUPANCY TAX Transient occupancy tax (TOT) is levied when a room in a hotel (or other temporary lodging) is occupied for 30 days or less. In November 2009, voters approved amending the City’s ordinance and increasing the transient occupancy tax rate from 10% to 12% in order to preserve municipal service levels and fund capital infrastructure projects. As the City’s largest and most economically sensitive revenue source, TOT revenues are directly tied to changes in occupancy and average daily room rates (ADR) of the city’s hotels. The City monitors ADR on a monthly basis and makes estimates of ADR and occupancy rates based on transient occupancy tax receipts received for the previous month and industry reports. Because this revenue source is so volatile, funds received during times of strong economic performance can be used to bolster reserves and tapped when conditions turn downward. Fiscal year 2018-19 TOT revenue is projected to be 2.0% higher than anticipated in the adopted budget for the year, reflecting very high occupancy rates. Occupancy is currently averaging a strong 87.0%, higher than the initial estimate of 86.4%. For fiscal year 2019-20, taking into account current strength but also acknowledging the uncertainty of future travel activity, TOT revenue is expected to grow an additional 0.7%. • The proposed budget of over $28.7 million assumes a 0.7% increase in TOT revenues from the current fiscal year anticipated receipts of $28.5 million. WATER & SEWER RATES The severe five-year statewide drought (2012-2016) resulted in an aggressive campaign of water conservation, and subsequent decrease in urban water usage. Burlingame impressively exceeded the mandate to reduce water consumption by conserving approximately 29% of water use compared to the baseline period. As water consumption decreased, revenue to the City from water charges also decreased, an impact partially offset by the reduction in the amount of wholesale water purchased from the San Francisco Public Utilities Commission (SFPUC). During the drought years, the SFPUC more than doubled water rates at the wholesale level in order to fund the $4.6 billion Water System Improvement Project. In December 2016, authorized by Resolution No. 112-2016, the City Council established water rates for the next three calendar years, increasing rates 9% in 2017, 7.5% in 2018, and 7.5% in 2019. The 2017 winter/spring season brought heavy rain and snow, providing substantial relief and supporting sustained reductions in water consumption. While usage has not returned to pre- drought levels, it appears that conservation efforts have been somewhat relaxed. In fiscal year 2019-20, water consumption is projected to match current-year experience. Due to the rate increases, projected revenues are anticipated to be $20.6 million. Funding of capital projects/infrastructure within the Water utility will be maintained at $3 million (as in the current fiscal year). Revenues for the Sewer Fund are projected to decrease slightly in fiscal year 2019-20, as no rate increases have been implemented since 2012, and current year actual revenues are falling slightly below budget. Funding of capital projects/infrastructure within the Sewer 24 CITY OF BURLINGAME | FISCAL YEAR 201 9 -20 utility—both collection system improvements and wastewater treatment plant upkeep—will be fairly level with the current year at just under $5.1 million. • The proposed budget assumes operating revenues of approximately $21.0 million for the Water Enterprise and $16.1 million for the Sewer Enterprise. The assumption is based on currently enacted rates and conservative consumption forecasts. The budget provides for increased capital spending in order to maintain the quality of infrastructure supporting these major utilities. STORM DRAIN FEE In April 2019, the City Council authorized an increase of 2% to the storm drain fee, which is collected as an assessment on the property tax roll. The increase is based on the consumer price index of 3.5% as published by the U.S. Department of Labor’s Bureau of Labor Statistics in February 2018. Pursuant to the authority granted by voters in the May 2009 election, the City Council may increase the storm drain fee each fiscal year by the annual consumer price index, but not to exceed 2%. • The proposed budget of over $3.0 million assumes a 2% increase in the storm drain fee. WAGES AND BENEFITS In recognition of the long-term obligations incurred from employment benefits, growth in the City’s workforce has been kept to a minimum in recent years. Personnel costs represent a large investment in the City’s resources, and requests for increases in full-time equivalent (FTE) positions are carefully monitored to ensure they provide the best ongoing value towards addressing the City’s long-term goals. The 2019-20 fiscal year budget expenditures include a net increase of 0.12 FTE personnel positions (all in the General Fund budget). In general, wages have increased based on the negotiated MOU’s for each bargaining unit, along with the increased cost of certain benefits. • The proposed General Fund budget assumes a $1.23 million (3.1%) increase in the cost of wages and benefits of full time, part-time, and seasonal employees. CALIFORNIA PUBLIC EMPLOYEES’ RETIREMENT SYSTEM (CALPERS) As a result of heavy investment losses during the recession, CalPERS (the California Public Employees’ Retirement System) has raised contribution rates considerably in recent years, with lower earnings forecasted, new actuarial methods, and a projection of longer life spans. In order to fund CalPERS pensions, the blended (Classic and PEPRA combined) employer contribution rates for the City’s employees for the upcoming fiscal year are 56.8% for Safety personnel and 29.1% for Miscellaneous personnel, up from the 50.4 % and 26.0%, respectively, charged in the 2018-19 fiscal year (and compared with 45.2% and 24.6%, respectively, charged in the previous fiscal year). 25 CITY OF BURLINGAME | FISCAL YEAR 201 9 -20 • The proposed General Fund budget assumes that increased employer rates and required lump-sum payments to CalPERS will increase pension costs by 14.9 % (approximately $971,000) in the upcoming fiscal year. PENSION LIABILITY STRATEGY Reductions in the rate of the CalPERS investment return assumption follow several years of lower-than-expected rates of return on its investment portfolio; the resulting shortfalls must be offset by larger employer contributions. More realistic assumptions will add transparency to the true level of funding needed to ensure CalPERS has the resources to meet its obligations to retiring workers in the future. However, these changes result in significant increases in the City’s unfunded pension obligations, and an associated rise in employer contribution rates. The rates provided by CalPERS through FY 2019-20 and the estimated rates derived through a recently completed actuarial study by Bartel & Associates show the City’s contribution rates rising from the current 26.0% for Miscellaneous employees and 50.4% for Safety employees to 39.2% and 86.3%, respectively, over the next 10 to 15 years. These rates reflect blended rates for Classic and PEPRA employees. The City’s total estimated unfunded pension liability is $65.9 million per the June 30, 2017 valuation date. To address the gap between its pension obligations and the assets set aside to fund them, the City plans to continue to pay the required employer contributions to CalPERS, but to additionally contribute to the § 115 Trust Fund for Pensions established with Public Agency Retirement Services (PARS). The City Council also directed an additional $800,000 contribution be made to the trust in fiscal year 2019-20, in recognition of increased pension costs incurred by the Central County Fire Department in the coming years. Funds in the trust, which should grow at higher rates of return than can be obtained in the City’s portfolio, will accumulate and be withdrawn when the CalPERS rates exceed the established threshold rates for each of the pension plans. However, contributions to the trust fund cannot be considered expenditures or included in the budget for each fiscal year. In addition, the contributions must be authorized by the City Council, and they will be reflected as “restricted” fund balance for financial reporting purposes. • The proposed fiscal plan assumes a City-wide contribution of nearly $3.4 million to the City’s § 115 Trust Fund in fiscal year 2019-20 (including $2.96 million from the General Fund). GOVERNMENTAL DEBT SERVICE Debt service on the City’s Pension Obligation Bonds, issued in 2006, decreased nearly $2.9 million in the 2018-19 fiscal year, as the principal maturing on the front-loaded bonds was significantly reduced. Amounts due on governmental debt now total less than $2.5 million annually. However, construction of the new Community Center will require an additional bond issuance in fiscal year 2019-20. The expenditure plan for Measure I proceeds includes an annual set-aside of $1 million for such financing. Along with a $1 million annual commitment of other General 26 CITY OF BURLINGAME | FISCAL YEAR 201 9 -20 Fund monies, a lease revenue bond issuance of approximately $30 million is anticipated to finance this project. • The budget includes $2 million of General Fund monies to finance a new bond issuance of $30 million to finance the new Community Center project. INTERNAL SERVICE FUND CHARGES Funded through charges to City departments, the six Internal Service Funds (ISFs) are used to account for certain programs and services that benefit all departments. Costs are allocated out to the departments based on usage/benefit, or in the case of insurance (General Liability and Workers’ Compensation programs) ISFs, a historical analysis of severity and frequency of claims. The Fleet and Equipment ISF accounts for the costs of operation, maintenance, and repair of the City’s automotive equipment, and provides for future replacement of equipment as well. The appropriations for this fund were increased in the fiscal year 2018-19 budget to fund several large vehicles, including a street sweeper and sewer cleaning truck that were due for replacement. This year’s replacement schedule calls for much smaller purchases. Similarly, the Administrative and Information Technology ISF incurred costs for the new records retention and ERP systems that will not occur in fiscal year 2019-20. However, these changes do not result in a wide annual variation in ISF charges to departments. The cost of planned purchases for the fiscal year have already been accumulated in the fund, and replacement costs are spread to all departments over the useful lives of the assets. • The proposed budget assumes decreases to the internal service funds for the Fleet & Equipment ISF and the Admin & IT ISF in the amounts of $1.04 million and $281,000, respectively. CENTRAL COUNTY FIRE DEPARTMENT BUDGET PRESENTATION The proposed budget includes a General Fund appropriation for the Fire Department and Disaster Preparedness. The largest part of this budget reflects Burlingame’s portion of the Fire Department’s budget as adopted by the Central County Fire Department (CCFD) Board of Directors. Costs associated with the CCFD budget that are NOT reimbursed as part of the agreement include maintenance of City facilities as well as certain assets that were the property of the City prior to the merger with the Town of Hillsborough in June 2010. In addition, the costs of workers’ compensation for coverage of claims incurred prior to the merger are included in the City’s budget. In December 2014, CCFD entered into a contract to provide fire protection and emergency medical services to the City of Millbrae, further reducing the cost of Fire services per capita for participating cities. CCFD’s FY 2019-20 operating budget as approved in April reflects an increase of approximately 5.7% ($619,000) over current year costs. • The CCFD budget accurately reflects the total General Fund costs of providing fire protection and related services for the upcoming fiscal year. 27 17.9%11.3%22.0%2.5%4.2%2.6%4.7%29.5%1.7%2.4%0.8%0.5%Proposed FY 2019‐20 Citywide Revenue by TypeGF ‐ Property taxGF ‐ Sales TaxGF ‐ Transient Occupancy TaxGF ‐ Other TaxesGF ‐ Charges for ServicesGF ‐ Other RevenueSpecial RevenueUtility RatesBuilding Permit FeesParking FeesRevenue ‐ Capital ProjectsOther Revenue CITY OF BURLINGAME, CA PROPOSED BUDGET FISCAL YEAR 2019‐20 ESTIMATED REVENUES AND INTERFUND TRANSFERS 2017‐2018 2018‐19 2018‐19 2019‐20 ACTUAL BUDGET EST. ACTUAL PROPOSED GENERAL FUND Current Secured Property Tax 13,830,419 14,680,000 14,680,000 15,665,000 Secured Supplemental Property Tax (SB 813)445,648 450,000 510,000 545,000 Current Unsecured Property Tax 761,488 710,000 800,000 855,000 Property Tax in‐lieu of VLF 3,272,197 3,490,000 3,490,000 3,725,000 Unitary Tax 304,550 305,000 315,000 340,000 ERAF Refund 1,720,433 1,700,000 2,252,000 2,140,000 Subtotal ‐ Property Taxes 20,334,818 21,335,000 22,047,000 23,270,000 Sales & Use Tax 12,188,551 12,457,000 13,200,000 12,600,000 Prop 172 Public Safety Fund (Sales Tax)156,966 160,000 170,000 160,000 Subtotal ‐ Sales and Use Tax 12,345,517 12,617,000 13,370,000 12,760,000 Transient Occupancy Tax 27,935,991 27,950,000 28,500,000 28,700,000 Subtotal ‐ Transient Occupancy Taxes 27,935,991 27,950,000 28,500,000 28,700,000 Real Property Transfer Tax 425,143 370,000 520,000 420,000 State Homeowner Property Tax Reimbursement 61,177 60,000 60,000 60,000 Business License Tax 590,692 633,000 590,000 590,000 Business License Tax ‐ Parking 451,237 365,000 450,000 430,000 Business License Audit (MAS)12,062 ‐ ‐ ‐ PG&E ‐ Franchise Tax ‐‐ Natural Gas 120,208 120,000 120,000 150,000 PG&E ‐ Franchise Tax ‐‐ Surcharge (SB278)9,743 10,000 10,000 6,000 PG&E ‐ Franchise Tax ‐‐ Electricity 157,682 165,000 165,000 136,000 PG&E ‐ Franchise Tax ‐‐ Surcharge‐Prior Year 111,245 115,000 115,000 142,000 Franchise Tax ‐‐ Solid Waste 743,450 775,000 775,000 812,000 Comcast ‐ Franchise Tax ‐‐ Cable Television (5%)433,554 475,000 410,000 390,000 Astound ‐ Franchise Tax ‐‐ Cable Television (5%)23,979 23,000 23,000 24,000 AT&T Video Service Franchise Tax 76,031 83,000 70,000 64,000 Subtotal ‐ Other Taxes 3,216,202 3,194,000 3,308,000 3,224,000 TOTAL TAXES 63,832,529 65,096,000 67,225,000 67,954,000 Overnight Parking Permits 15,718 15,000 15,000 15,000 Taxi Licenses 2,342 9,000 3,000 2,000 Taxicab Inspections 3,431 4,000 3,000 2,500 Special Event Permit Fee 1,400 ‐ ‐ ‐ Alarm Permit Fees 61,131 60,000 60,000 60,000 TOTAL LICENSES & PERMITS 84,022 88,000 81,000 79,500 Parking Citations 896,989 823,500 899,500 900,000 Vehicle Code Fines 66,732 81,000 67,000 70,000 Code Enforcement Citations 13,400 5,000 10,000 8,000 TOTAL FINES, FORFEITURES AND PENALTIES 977,121 909,500 976,500 978,000 Interest Income 332,714 1,092,000 1,792,000 1,970,000 Lease Payments 116,530 120,000 120,000 120,000 Golf Center Lease Payments 61,357 45,000 45,000 10,000 TOTAL USE OF MONEY AND PROPERTY 510,601 1,257,000 1,957,000 2,100,000 FUND AND DESCRIPTION 29 CITY OF BURLINGAME, CA PROPOSED BUDGET FISCAL YEAR 2019‐20 ESTIMATED REVENUES AND INTERFUND TRANSFERS 2017‐2018 2018‐19 2018‐19 2019‐20 ACTUAL BUDGET EST. ACTUAL PROPOSEDFUND AND DESCRIPTION False Alarm Charges 18,523 18,000 25,000 25,000 Falses Alarm Charges ‐ Collections 1,542 1,000 2,000 2,000 Massage Operator and Practionar 2,657 4,000 ‐ ‐ Massage Practioner 1,300 ‐ ‐ ‐ Special Police Services 9,605 9,500 2,000 2,000 Livescan Fees 4,270 7,000 7,000 7,000 Police Booking Fees ‐ County (3,176) ‐ ‐ 9,000 Police Booking Fees ‐ City ‐ 2,000 2,000 ‐ Vehicle Release Charges 43,296 37,000 42,000 42,000 State Highway Maintenance 25,000 35,000 35,000 25,000 Public Works Fees and Services 539,903 460,000 660,000 570,000 Library Fees and Services 66,926 70,000 55,000 54,000 Passport Intake 33,995 39,000 54,000 54,000 Library Service to Town of Hillsborough 684,064 633,000 633,000 650,000 Recreation Fees and Services 3,008,863 3,192,000 3,192,000 3,000,000 Aquatics Reimbursement 299,017 262,000 4,000 ‐ Parks Special Services 49,641 114,000 114,000 60,000 Arborist Plan Check & Inspections 20,902 19,000 19,000 20,000 Arborist Planning Fees 22,339 23,000 23,000 20,000 Protected Tree Application Fee and Banner Fee 23,316 21,000 21,000 20,000 Filing and Certification Fees 3,540 ‐ ‐ ‐ Zoning & Plan Check Services 157,329 195,700 255,000 200,000 Use Permit Fees 36,500 36,500 36,500 37,000 2nd Unit Amnesty Fee ‐ ‐ ‐ ‐ Planning Fees 361,842 425,000 660,000 600,000 Plan Check Fees ‐ Engineering 93,801 80,000 80,000 84,000 SMCCVB Processing Fee 9,300 9,300 9,300 9,000 Leaf Blower Certification Fee ‐ ‐ ‐ ‐ TOTAL CHARGES FOR SERVICES 5,514,394 5,693,000 5,930,800 5,490,000 Police Officer Standards/Training Reimbursement 6,388 ‐ ‐ ‐ SLESF COPS Grant 139,416 100,000 140,000 140,000 Equitable Sharing Program (Asset Seizure)‐ ‐ 46,600 State Motor Vehicle in Lieu of Tax 15,870 13,000 ‐ ‐ C/CAG Measure M 139,033 ‐ ‐ ‐ TOTAL FEDERAL & STATE SUBVENTIONS 300,707 113,000 186,600 140,000 Utility Reimbursements 1,872 ‐ ‐ ‐ Sale of Property 1,642 ‐ ‐ ‐ Litigation Settlement (400) ‐ ‐ ‐ Miscellaneous Revenue 26,207 30,000 30,000 30,000 TOTAL OTHER REVENUE 29,321 30,000 30,000 30,000 GENERAL FUND, BEFORE TRANSFERS 71,248,695$ 73,186,500$ 76,386,900$ 76,771,500$ 30 CITY OF BURLINGAME, CA PROPOSED BUDGET FISCAL YEAR 2019‐20 ESTIMATED REVENUES AND INTERFUND TRANSFERS 2017‐2018 2018‐19 2018‐19 2019‐20 ACTUAL BUDGET EST. ACTUAL PROPOSEDFUND AND DESCRIPTION Transfer In (Out) from Gas Tax Fund 6,000 6,000 6,000 6,000 Transfer In (Out) from Water Fund 1,293,887 937,822 937,822 970,815 Transfer In (Out) from Sewer Fund 1,085,859 721,279 721,279 738,815 Transfer In (Out) from Traffic Safety Fund ‐ ‐ ‐ ‐ Transfer In (Out) from Solid Waste Fund 58,000 61,000 61,000 58,000 Transfer In (Out) from Storm Drain Fund (29,829) 15,000 15,000 15,000 Transfer In (Out) from Development Impact Fee Fund ‐ ‐ ‐ ‐ Transfer In (Out) from Local Grants & Donations Fund ‐ ‐ ‐ ‐ Transfer In (Out) from Parking Fund 326,927 333,088 333,088 337,189 Transfer In (Out) from Building Fund 99,000 104,300 104,300 108,000 Transfer In (Out) from CIP‐ Investment Reserve (5,300,000) (3,000,000) (3,000,000) (6,500,000) Transfer In (Out) from Capital Projects Fund ‐ ‐ ‐ ‐ Transfer In (Out) from Shuttle Bus Fund (140,000) (143,500) (143,500) (143,500) Transfer In (Out) from Burlingame Finance Authority (5,574,988) (3,684,811) (3,684,811) (3,708,763) Transfer In (Out) from Facilities CIP (2,438,800) (2,810,000) (3,229,000) (2,000,000) Transfer In (Out) from Streets CIP (1,050,000) (1,325,000) (1,325,000) (2,660,000) Transfer In (Out) from Parks & Trees CIP (3,632,000) (3,105,000) (5,805,000) (3,305,000) Transfer In (Out) from Federal & State Grants ‐ ‐ ‐ ‐ Transfer In (Out) from Equipment Services Fund ‐ ‐ ‐ ‐ Transfer In (Out) from Special Assessment District 310,000 310,000 310,000 310,000 Transfer In (Out) from OPEB Trust ‐ CERBT ‐ ‐ ‐ ‐ TOTAL INTERFUND TRANSFERS (14,985,944) (11,579,822) (14,698,822) (15,773,444) Transfer In (Out) Pension Trust Fund ‐ ‐ ‐ ‐ GENERAL FUND REVENUE, NET OF TRANSFERS 56,262,751$ 61,606,678$ 61,688,078$ 60,998,056$ MEASURE I FUND Measure I Revenue 474,277 1,750,000 2,100,000 2,000,000 MEASURE I FUND, BEFORE TRANSFERS 474,277$ 1,750,000$ 2,100,000$ 2,000,000$ Transfer In (Out) from Burlingame Finance Authority ‐ (1,000,000)$ (1,000,000)$ (1,000,000) Transfer In (Out) from Streets CIP ‐ (575,000) (575,000) (1,200,000) MEASURE I REVENUE, NET OF TRANSFERS 474,277$ 175,000$ 525,000$ (200,000)$ SPECIAL REVENUE FUNDS BURLINGAME AVENUE SPECIAL ASSESSMENT DISTRICT Special Assessment Revenue 294,136 310,000 310,000 310,000 Interest Income 1,637 7,000 7,000 8,000 SPECIAL ASSESSMENT, BEFORE TRANSFERS 295,773 317,000 317,000 318,000 Transfer In (Out) to Burlingame Financing Authority ‐ ‐ ‐ ‐ Transfer In (Out) to General Fund (310,000) (310,000) (310,000) (310,000) SPECIAL ASSESSMENT, NET OF TRANSFERS (14,227)$ 7,000$ 7,000$ 8,000$ 31 CITY OF BURLINGAME, CA PROPOSED BUDGET FISCAL YEAR 2019‐20 ESTIMATED REVENUES AND INTERFUND TRANSFERS 2017‐2018 2018‐19 2018‐19 2019‐20 ACTUAL BUDGET EST. ACTUAL PROPOSEDFUND AND DESCRIPTION FEDERAL & STATE GRANTS CA Office of Traffic Safety STEP Grant (DUI)42,672 ‐ ‐ ‐ CA Office of Traffic Safety STEP Grant (Traffic Safety)32,248 ‐ ‐ ‐ CA State Library Grant ‐ Children's books & Libraries Illuminated 11,953 Home for all Engagement Program 12,500 ‐ ‐ ‐ County of San Mateo 4R's Grants Program 5,000 Bullet Proof Vest Partnership Grant 1,159 ‐ ‐ ‐ Sonoma Complex Fire ‐ FEMA # 4344 20,098 ‐ ‐ ‐ FEDERAL & STATE GRANTS 125,629$ ‐$ ‐$ ‐$ Transfer In (Out) from General Fund ‐ ‐ ‐ ‐ FEDERAL & STATE, NET OF TRANSFERS 125,629$ ‐$ ‐$ ‐$ MEASURE A & GAS TAX FUND Measure A Sales Tax 857,925 900,000 900,000 860,000 Interest Income 7,253 53,000 53,000 58,000 Section 2103 ‐‐ Excise Tax 117,404 231,000 107,000 258,000 Section 2106‐‐New Construction 121,424 125,000 125,000 124,000 Section 2107‐‐Maintenance and Construction 212,920 215,000 222,000 221,000 Section 2107.5 ‐ Administration 6,000 6,000 6,000 6,000 Section 2105‐‐Proposition 111 Gas Tax 163,603 174,000 170,000 170,000 ROAD & MAINTENANCE REHAB (RMRA SB1)138,972 500,000 480,000 501,000 LOAN REPAYMENT SB1 34,273 34,000 34,000 34,000 MEASURE A & GAS TAX, BEFORE TRANSFERS 1,659,774 2,238,000 2,097,000 2,232,000 Transfer In (Out) from General Fund (6,000) (6,000) (6,000) (6,000) Transfer In (Out) from Capital Projects Fund (3,654,000) (1,735,000) (1,735,000) (1,850,000) TOTAL INTERFUND TRANSFERS (3,660,000) (1,741,000) (1,741,000) (1,856,000) MEASURE A & GAS REVENUE, NET OF TRANSFERS (2,000,226)$ 497,000$ 356,000$ 376,000$ PUBLIC TV ACCESS FUND PEG Access Fees 106,496 112,000 112,000 105,000 Interest Income 2,057 8,000 8,000 9,000 PUBLIC TV REVENUE 108,553 120,000 120,000 114,000 Transfer In (Out) from Capital Projects Fund ‐ ‐ ‐ ‐ TOTAL INTERFUND TRANSFERS ‐ ‐ ‐ ‐ PUBLIC TV ACCESS, NET OF TRANSFERS 108,553$ 120,000$ 120,000$ 114,000$ DEVELOPMENT FEES FUND Public Facilities Impact Fee 123,367 ‐ ‐ ‐ Burlingame Ave Parking in lieu Fees 23,286 ‐ ‐ ‐ Interest Income 24,509 78,000 78,000 86,000 DEVELOPMENT FEES, BEFORE TRANSFERS 171,162 78,000 78,000 86,000 Transfer In (Out) from General Fund ‐ ‐ ‐ Transfer In (Out) from Streets CIP ‐ ‐ ‐ ‐ TOTAL INTERFUND TRANSFERS ‐ ‐ ‐ ‐ DEVELOPMENT FEES, NET OF TRANSFERS 171,162$ 78,000$ 78,000$ 86,000$ 32 CITY OF BURLINGAME, CA PROPOSED BUDGET FISCAL YEAR 2019‐20 ESTIMATED REVENUES AND INTERFUND TRANSFERS 2017‐2018 2018‐19 2018‐19 2019‐20 ACTUAL BUDGET EST. ACTUAL PROPOSEDFUND AND DESCRIPTION STORM DRAIN FUND Storm Drainage Fees 2,959,633 2,958,000 2,958,000 3,017,000 Interest Income 53,331 283,000 283,000 311,000 STORM DRAIN REVENUE, BEFORE TRANSFERS 3,012,964 3,241,000 3,241,000 3,328,000 Transfer In (Out) from General Fund 29,829 (15,000) (15,000) (15,000) Transfer In (Out) from Capital Projects Fund ‐ ‐ ‐ ‐ Transfer In (Out) from Burlingame Financing Authority (2,059,239) (2,063,089) (2,063,089) (2,068,139) TOTAL INTRAFUND TRANSFERS (2,029,410) (2,078,089) (2,078,089) (2,083,139) STORM DRAIN, NET OF TRANSFERS 983,554$ 1,162,911$ 1,162,911$ 1,244,861$ ENTERPRISE FUNDS WATER ENTERPRISE FUND Sales 18,405,535 18,400,000 18,400,000 20,400,000 Penalties 30,185 30,000 30,000 30,500 Flows and Turn‐ons 435 ‐ ‐ 350 Fire Flow Inspections 12,369 10,000 10,000 10,000 Fire Services 31,560 30,000 30,000 32,000 Taps for New Meters 143,341 120,000 120,000 130,000 Sale of Recyclable 515 ‐ ‐ ‐ Interest Income 67,316 288,000 398,000 438,000 Miscellaneous Revenue 11,352 8,000 8,000 8,000 WATER FUND REVENUE, BEFORE TRANSFERS 18,702,607 18,886,000 18,996,000 21,048,850 Transfer In (Out) to Water Capital Projects Fund (2,750,000) (3,000,000) (3,000,000) (3,000,000) Transfer In (Out) from Water Capital Projects Fund 2,750,000 ‐ 3,000,000 3,000,000 3,000,000 Transfer In (Out) from General Fund (1,293,887) (937,822) (937,822) (970,815) TOTAL INTERFUND TRANSFERS (1,293,887) (937,822) (937,822) (970,815) Transfer In (Out) Pension Trust Fund ‐ ‐ ‐ ‐ WATER FUND, NET OF TRANSFERS 17,408,720$ 17,948,178$ 18,058,178$ 20,078,035$ SEWER ENTERPRISE FUND Service Charges 14,397,997 15,100,000 14,895,000 14,200,000 Charges to Other Agencies 1,320,766 1,300,000 1,400,000 1,350,000 Discharge Permits 95,860 95,000 95,000 95,000 Connection Fees 21,167 10,000 115,000 10,000 Interest Income 70,666 288,000 423,000 465,000 Miscellaneous Revenue 31,000 ‐ ‐ ‐ SEWER FUND REVENUE, BEFORE TRANSFERS 15,937,457 16,793,000 16,928,000 16,120,000 Transfer In (Out) to Sewer Capital Projects Fund (4,700,000) (5,200,000) (5,200,000) (5,080,000) Transfer In (Out) from Sewer Capital Projects Fund 4,700,000 ‐ 5,200,000 5,200,000 5,080,000 Transfer In (Out) from General Fund (1,085,859) (721,279) (721,279) (738,815) TOTAL INTERFUND TRANSFERS (1,085,859) (721,279) (721,279) (738,815) Transfer In (Out) Pension Trust Fund ‐ ‐ ‐ ‐ SEWER FUND, NET OF TRANSFERS 14,851,598$ 16,071,721$ 16,206,721$ 15,381,185$ 33 CITY OF BURLINGAME, CA PROPOSED BUDGET FISCAL YEAR 2019‐20 ESTIMATED REVENUES AND INTERFUND TRANSFERS 2017‐2018 2018‐19 2018‐19 2019‐20 ACTUAL BUDGET EST. ACTUAL PROPOSEDFUND AND DESCRIPTION SOLID WASTE MANAGEMENT FUND AB939 Administration 139,586 100,000 100,000 100,000 Management Fee 58,000 61,000 61,000 58,000 Household Hazardous Waste Fee ‐ ‐ ‐ ‐ Rate Stabilization Fee 46,655 ‐ ‐ ‐ Steam Cleaning Downtown 160,450 171,000 171,000 163,000 Street Sweeping Fee 295,800 315,000 315,000 300,000 Landfill Closure ‐ ‐ ‐ ‐ Interest Income 19,022 75,000 75,000 64,000 Miscellaneous Revenue 81,729 32,000 32,000 40,000 SOLID WASTE, BEFORE TRANSFERS 801,243 754,000 754,000 725,000 Transfer In (Out) from Building Fund ‐ ‐ ‐ ‐ Transfer In (Out) from General Fund (58,000) (61,000) (61,000) (58,000) TOTAL INTERFUND TRANSFERS (58,000) (61,000) (61,000) (58,000) Transfer In (Out) Pension Trust Fund ‐ ‐ ‐ ‐ SOLID WASTE, NET OF TRANSFERS 743,243$ 693,000$ 693,000$ 667,000$ LANDFILL FUND Landfill Closure 464,656 485,000 485,000 505,000 Interest Income 5,300 22,000 22,000 24,000 LANDFILL FUND, BEFORE TRANSFERS 469,957 507,000 507,000 529,000 Transfer In (Out) from Solid Waste Fund ‐ ‐ ‐ ‐ TOTAL INTERFUND TRANSFERS ‐ ‐ ‐ ‐ Transfer In (Out) Pension Trust Fund ‐ ‐ ‐ ‐ LANDFILL FUND, NET OF TRANSFERS 469,957$ 507,000$ 507,000$ 529,000$ BUILDING INSPECTION FUND Construction Permits 3,645,248 1,180,000 1,180,000 1,180,000 Building Plan Check Fees 614,822 1,010,000 620,000 800,000 Imaging Fees 153,304 40,000 40,000 40,000 Interest Income 38,499 124,000 224,000 246,000 Miscellaneous Income 58,459 36,000 36,000 ‐ BUILDING INSPECTION, BEFORE TRANSFERS 4,510,332 2,390,000 2,100,000 2,266,000 Transfer In (Out) from Solid Waste Fund ‐ ‐ ‐ ‐ Transfer In (Out) from General Fund (99,000) (104,300) (104,300) (108,000) TOTAL INTERFUND TRANSFERS (99,000) (104,300) (104,300) (108,000) Transfer In (Out) Pension Trust Fund ‐ ‐ ‐ ‐ BUILDING, NET OF TRANSFERS 4,411,332$ 2,285,700$ 1,995,700$ 2,158,000$ 34 CITY OF BURLINGAME, CA PROPOSED BUDGET FISCAL YEAR 2019‐20 ESTIMATED REVENUES AND INTERFUND TRANSFERS 2017‐2018 2018‐19 2018‐19 2019‐20 ACTUAL BUDGET EST. ACTUAL PROPOSEDFUND AND DESCRIPTION PARKING ENTERPRISE FUND Parking Fees 2,461,257 2,475,000 2,487,000 2,450,000 Monthly Parking Permits 343,680 356,000 344,000 370,000 Electric Vehicle Charging Station 15,449 15,000 15,000 15,000 Interest Income 33,846 128,000 208,000 229,000 Miscellaneous Revenue 1,624 ‐ ‐ ‐ PARKING REVENUE, BEFORE TRANSFERS 2,855,856 2,974,000 3,054,000 3,064,000 Transfer In (Out) from Parking Capital Projects Fund 4,941 ‐ (318,000) (2,650,000) Transfer In (Out) from Parking Capital Projects Fund (4,941) ‐ 318,000 2,650,000 Transfer In (Out) to General Fund (326,927) (333,088) (333,088) (337,189) Transfer In (Out) from Burlingame Financing Authority ‐ ‐ ‐ ‐ TOTAL INTRAFUND TRANSFERS (326,927) (333,088) (333,088) (337,189) Transfer In (Out) Pension Trust Fund ‐ ‐ ‐ ‐ PARKING REVENUE, NET OF TRANSFERS 2,528,929$ 2,640,912$ 2,720,912$ 2,726,811$ INTERNAL SERVICE FUNDS Miscellaneous Revenue (Non‐City)63,539 55,000 55,000 15,000 Interest Income 76,521 318,000 318,000 349,000 ISF REVENUE, BEFORE TRANSFERS 140,060 373,000 373,000 364,000 Transfer In (Out) from General Fund ‐ ‐ ‐ ‐ TOTAL INTERFUND TRANSFERS ‐ ‐ ‐ ‐ Transfer In (Out) from Pension Trust Fund ‐ ‐ ‐ Transfer In (Out) Pension Trust Fund ‐ ‐ ‐ ‐ ISF REVENUE, NET OF TRANSFERS 140,060$ 373,000$ 373,000$ 364,000$ CAPITAL PROJECT FUNDS (ALL FUNDS, PROGRAMS & SUB‐PROGRAMS) Federal, State or Local Grants ‐ ‐ ‐ ‐ Reimbursement Share ‐ City of Millbrae ‐ ‐ ‐ 900,000 50/50 Sidewalk Assessment 274,016 ‐ ‐ ‐ Strategic Growth Grant ‐ GP Update 280,434 89,000 89,000 ‐ OBAG BPIP ‐ Carolan Complete Streets 938,059 ‐ ‐ ‐ Miscellaneous Revenue ‐ 200,000 200,000 ‐ C/CAG Measure M ‐ 130,000 130,000 140,000 CAPITAL PROJ REVENUE, BEFORE TRANSFERS 1,492,509 419,000 419,000 1,040,000 Transfer In (Out) from General Fund (CIP Projects)7,120,800 7,240,000 10,359,000 7,965,000 Transfer In (Out) from General Fund (CIP Investment Reserve)5,300,000 3,000,000 3,000,000 6,500,000 Transfer In (Out) from Gas Tax & Measure A Fund 3,654,000 1,735,000 1,735,000 1,850,000 Transfer In (Out) from Measure I ‐ 575,000 575,000 1,200,000 Transfer In (Out) from Burlingame Financing Authority 2,516,215 4,020,000 4,020,000 3,200,000 TOTAL INTERFUND TRANSFERS 18,591,015 16,570,000 19,689,000 20,715,000 CAP PROJ REVENUE, NET OF TRANSFERS 20,083,524$ 16,989,000$ 20,108,000$ 21,755,000$ 35 CITY OF BURLINGAME, CA PROPOSED BUDGET FISCAL YEAR 2019‐20 ESTIMATED REVENUES AND INTERFUND TRANSFERS 2017‐2018 2018‐19 2018‐19 2019‐20 ACTUAL BUDGET EST. ACTUAL PROPOSEDFUND AND DESCRIPTION OTHER FUNDS SHUTTLE BUS PROGRAM FUND Grants & Contributions 95,750 72,000 72,000 72,000 SHUTTLE REVENUE, BEFORE TRANSFERS 95,750 72,000 72,000 72,000 Transfer In (Out) from General Fund 140,000 143,500 143,500 143,500 TOTAL INTERFUND TRANSFERS 140,000 143,500 143,500 143,500 SHUTTLE REVENUE, NET OF TRANSFERS 235,750$ 215,500$ 215,500$ 215,500$ OTHER LOCAL GRANTS & DONATIONS Youth Scholarship Donation ‐ ‐ ‐ ‐ Grant Revenue 323,378 ‐ ‐ ‐ Interest Income (4,310) 4,000 4,000 4,000 DONATIONS, BEFORE TRANSFERS 319,068 4,000 4,000 4,000 Transfer In (Out) from Capital Projects Fund ‐ ‐ ‐ ‐ Transfer In (Out) from General Fund ‐ ‐ ‐ ‐ TOTAL INTERFUND TRANSFERS ‐ ‐ ‐ ‐ DONATIONS, NET OF TRANSFERS 319,068$ 4,000$ 4,000$ 4,000$ DEBT SERVICE FUND BURLINGAME FINANCING AUTHORITY Other Financing Source‐2016 Storm Drain ‐ ‐ ‐ ‐ IRS Refund (BAB's)155,108 155,000 155,000 156,000 Interest Income 125,832 95,000 95,000 104,000 Miscellaneous Revenue ‐ ‐ ‐ ‐ DEBT SERVICE FUND REVENUE, BEFORE TRANSFERS 280,941 250,000 250,000 260,000 Transfer In (Out) from Measure I Fund ‐ 1,000,000 1,000,000 1,000,000 Transfer In (Out) from Storm Drain Fund 2,059,239 2,063,089 2,063,089 2,068,139 Transfer In (Out) from General Fund 5,574,988 3,684,811 3,684,811 3,708,763 Transfer In (Out) to Capital Project Fund (Storm Drain CIP)(2,516,215) (4,020,000) (4,020,000) (3,200,000) TOTAL INTERFUND TRANSFERS 5,118,012 2,727,900 2,727,900 3,576,902 FINANCING AUTH, NET OF TRANSFERS 5,398,953$ 2,977,900$ 2,977,900$ 3,836,902$ GRAND TOTAL (ALL FUNDS), GROSS REVENUE 122,702,608 124,352,500 127,796,900 130,342,350 GRAND TOTAL (ALL FUNDS), NET OF TRANSFERS 122,702,608$ 124,352,500$ 127,796,900$ 130,342,350$ 36 $36.7$43.3$46.3$52.3$55.6$61.9$66.3$68.0$71.7$78.5$78.6 $‐ $10 $20 $30 $40 $50 $60 $70 $80 $90FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20Projected ProposedMillionsCity of Burlingame, CAGeneral Fund Revenues37 $12.2$13.3$13.5$15.4$15.5$16.7$17.6$18.9$20.3$22.0$23.1$4$6$8$10$12$14$16$18$20$22$24$26$28FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20Projected ProposedMillionsCity of Burlingame, CAProperty Taxes38 Where do your Burlingame property tax dollars go? Burlingame property owners pay approximately 1.1% of the assessed value of their property in taxes each year. This includes the maximum of 1.0% percent allowed under California Proposition 13 plus an additional 0.1% agreed to by voters to support educational districts, including the San Mateo County Community College District, the High School District, and the Elementary School District. Of the 1.0% collected as allowed under Proposition 13, the County of San Mateo receives 29 cents of every dollar, and educational districts receive 47 cents. The City of Burlingame General Fund, which provides critical public services including public safety, infrastructure maintenance and improvement, operation and maintenance of parks and urban forestry, recreational programming for youth, seniors and families, literacy programs through the City’s public libraries, and community development, receives 17 cents. The remaining 7 cents of the property tax dollar support a variety of programs and special districts, such as the Bay Area Air Quality Management District and the Peninsula Health Care District. 39 $10.3$13.4$16.2$18.2$21.4$23.7$26.1$26.3$27.9$28.5$28.7 $‐ $5 $10 $15 $20 $25 $30 $35FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20Projected ProposedMillionsCity of Burlingame, CATransient Occupancy Taxes40 $6.3$8.0$8.5$9.2$10.2$11.1$12.8$12.1$12.8$15.5$14.8$6.3$8.0$8.5$9.2$10.2$11.1$12.8$12.1$12.3$13.4$12.8 $‐ $2 $4 $6 $8 $10 $12 $14 $16 $18FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20Projected ProposedMillionsCity of Burlingame, CASales and Use Taxes41 31.07%37.82%7.09%4.24%20.03%Proposed FY 2019‐20 Expenses by TypeEmployee ServicesOperating ExpensesDebt ServiceInternal Service FundsCapital Outlays 49.76%21.34%12.30%9.07%3.94%1.88%0.63%0.65%0.43%Proposed FY 2019‐20 Appropriations by Major FundGeneral FundCapital ProjectsWater EnterpriseSewer EnterpriseFinancing AuthorityBuilding EnterpriseParking EnterpriseSolid Waste EnterpriseOther Funds CITY OF BURLINGAMEPROPOSED BUDGET FISCAL YEAR 2019‐20 EXPENSES BY DEPARTMENT & TYPE EMPLOYEE OPERATINGDEBTCAPITALINTERNALTOTALDEPARTMENTSERVICESEXPENSESSERVICEOUTLAYSERVICES RECOVERIES BUDGET GENERAL FUNDCentral County Fire Department‐$ 11,782,359$ ‐$ ‐$ ‐$ ‐$ 11,782,359$ City Attorney799,352 276,636 ‐ ‐ 48,176 ‐ 1,124,164 City Clerk268,674 122,033 ‐ ‐ 30,222 ‐ 420,929 City Council158,081 275,706 174 ‐ 433,961 City Manager648,210 197,663 ‐ ‐ 50,899 ‐ 896,772 Community Development ‐ Planning1,450,823 463,436 ‐ ‐ 104,898 ‐ 2,019,157 Elections‐ 150,000 ‐ ‐ ‐ ‐ 150,000 Finance1,797,272 626,433 ‐ ‐ 161,522 ‐ 2,585,227 Human Resources 588,190 290,226 ‐ ‐ 60,600 ‐ 939,016 Library 3,927,342 1,239,914 ‐ ‐ 573,695 ‐ 5,740,951 Parks 3,255,428 1,534,898 ‐ 81,000 371,756 ‐ 5,243,082 Police 11,633,101 2,478,683 ‐ 120,000 921,207 ‐ 15,152,991 Police ‐ Communications 1,409,648 260,451 ‐ ‐ 16,256 ‐ 1,686,355 Police ‐ Parking Enforcement 583,229 118,900 ‐ ‐ 12,673 ‐ 714,802 Public Works ‐ Engineering 2,639,339 806,925 ‐ ‐ 243,712 ‐ 3,689,976 Public Works ‐ Street & Storm Drains 1,419,778 1,036,081 ‐ 17,500 1,069,605 ‐ 3,542,964 Recreation 2,156,977 2,043,396 ‐ ‐ 504,857 ‐ 4,705,230 Recreation ‐ Aquatic Center ‐ 309,000 ‐ ‐ ‐ ‐ 309,000 Public Works Allocation to CIP‐ ‐ ‐ ‐ ‐ (880,000) (880,000) Total General Fund32,735,444 24,012,740 ‐ 218,500 4,170,252 (880,000) 60,256,936 BURLINGAME FINANCING AUTHORITY‐ 33,300 4,744,002 ‐ ‐ ‐ 4,777,302 SPECIAL REVENUE FUNDSBurlingame Ave. Special Assessment‐ ‐ ‐ ‐ ‐ ‐ ‐ Development Fees‐ ‐ ‐ ‐ ‐ ‐ ‐ Federal & State Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ Gas Tax‐ ‐ ‐ ‐ ‐ ‐ ‐ Public TV Access ‐ ‐ ‐ ‐ ‐ ‐ ‐ Storm Drain‐ ‐ ‐ ‐ ‐ ‐ ‐ Traffic Safety‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Special Revenue Funds‐ ‐ ‐ ‐ ‐ ‐ ‐ 44 CITY OF BURLINGAMEPROPOSED BUDGET FISCAL YEAR 2019‐20 EXPENSES BY DEPARTMENT & TYPE EMPLOYEE OPERATINGDEBTCAPITALINTERNALTOTALDEPARTMENTSERVICESEXPENSESSERVICEOUTLAYSERVICES RECOVERIES BUDGETINTERNAL SERVICE FUNDS*Administrative & Information Technology101,429 1,056,581 ‐ ‐ ‐ (1,158,000) 10 Facilities Services837,052 921,239 ‐ 15,000 50,720 (1,809,010) 15,001 Fleet & Equipment Maintenance469,359 325,476 ‐ 289,000 61,165 (1,175,257) (30,257) OPEB Retiree Medical‐ 4,907,912 ‐ ‐ ‐ (4,882,712) 25,200 Risk Management ‐ General Liability‐ 1,510,000 ‐ ‐ ‐ (1,510,000) ‐ Risk Management ‐ Worker's Comp‐ 897,000 ‐ ‐ ‐ (848,623) 48,377 Total Internal Service Funds1,407,840 9,618,208 ‐ 304,000 111,885 (11,383,602) 58,331 *Budgets are allocated to operating departments or funded via reserves.ENTERPRISE FUNDSSolid Waste Enterprise430,410 221,534 ‐ ‐ 141,151 ‐ 793,095 Landfill Enterprise64,602 186,506 ‐ ‐ 705 ‐ 251,813 Parking Enterprise234,918 398,980 ‐ 29,645 97,210 ‐ 760,753 Building Enterprise1,140,062 1,015,190 ‐ ‐ 119,477 ‐ 2,274,729 Water Enterprise2,955,988 9,434,532 1,941,600 87,841 479,916 ‐ 14,899,877 Sewer Enterprise2,478,899 5,314,150 2,431,155 228,000 531,771 ‐ 10,983,975 Total Enterprise Fund7,304,879 16,570,892 4,372,755 345,486 1,370,230 ‐ 29,964,242 CAPITAL PROJECT FUNDSFacilities CIP‐ ‐ ‐ 2,000,000 ‐ ‐ 2,000,000 Parking & Garages CIP‐ ‐ ‐ 2,650,000 ‐ ‐ 2,650,000 Parks & Trees CIP‐ ‐ ‐ 3,305,000 ‐ ‐ 3,305,000 Sewer CIP‐ ‐ ‐ 5,080,000 ‐ ‐ 5,080,000 Storm Drain CIP‐ ‐ ‐ 4,100,000 ‐ ‐ 4,100,000 Streets CIP‐ ‐ ‐ 5,710,000 ‐ ‐ 5,710,000 Water CIP‐ ‐ ‐ 3,000,000 ‐ ‐ 3,000,000 Total Capital Project Funds‐ ‐ ‐ 25,845,000 ‐ ‐ 25,845,000 OTHER FUNDSShuttle Bus ‐ 215,500 ‐ ‐ ‐ ‐ 215,500 Total Other Funds‐ 215,500 ‐ ‐ ‐ ‐ 215,500 TOTAL BUDGET ‐ ALL FUNDS41,448,163$ 50,450,640$ 9,116,757$ 26,712,986$ 5,652,367$ (12,263,602)$ 121,117,311$ 45 CITY OF BURLINGAMEPROPOSED BUDGET FISCAL YEAR 2019‐20 BUDGET SUMMARY ‐ SUMMARY OF REVENUES & EXPENSES BY FUNDESTIMATEDTRANSFER NET OPERATINGDEBT CAPITALTOTAL BUDGET YEARREVENUESIN (OUT)REVENUESEXPENSESSERVICEOUTLAY APPROPRIATION SURPLUS / (DEFICIT)GENERAL FUND78,771,500$ (17,973,444)$ 60,798,056$ (60,038,436)$ ‐$ (218,500)$ (60,256,936)$ 541,120$ SPECIAL REVENUE FUNDSTraffic Safety Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Burlingame Ave. Special Assessment318,000 (310,000) 8,000 ‐ ‐ ‐ ‐ 8,000 Federal & State Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Measure A & Gas Tax Fund2,232,000 (1,856,000) 376,000 ‐ ‐ ‐ ‐ 376,000 Public TV Access Fund114,000 ‐ 114,000 ‐ ‐ ‐ ‐ 114,000 Development Fees Fund86,000 ‐ 86,000 ‐ ‐ ‐ ‐ 86,000 Storm Drain Fund3,328,000 (2,083,139) 1,244,861 ‐ ‐ ‐ ‐ 1,244,861 Total, Special Revenue Funds6,078,000 (4,249,139) 1,828,861 ‐ ‐ ‐ ‐ 1,828,861 BURLINGAME FINANCING AUTHORITY260,000 3,576,902 3,836,902 (33,300) (4,744,002) ‐ (4,777,302) (940,400) ENTERPRISE FUNDSWater Enterprise Fund21,048,850 (970,815) 20,078,035 (12,870,436) (1,941,600) (87,841) (14,899,877) 5,178,158 Sewer Enterprise Fund16,120,000 (738,815) 15,381,185 (8,324,820) (2,431,155) (228,000) (10,983,975) 4,397,210 Solid Waste Fund725,000 (58,000) 667,000 (793,095) ‐ ‐ (793,095) (126,095) Landfill Fund529,000 ‐ 529,000 (251,813) ‐ ‐ (251,813) 277,187 Building Inspection Fund2,266,000 (108,000) 2,158,000 (2,274,729) ‐ ‐ (2,274,729) (116,729) Parking Enterprise Fund3,064,000 (337,189) 2,726,811 (731,108) ‐ (29,645) (760,753) 1,966,058 Total, Enterprise Funds43,752,850 (2,212,819) 41,540,031 (25,246,001) (4,372,755) (345,486) (29,964,242) 11,575,789 INTERNAL SERVICE FUNDSAdministrative & Information Technology ISF13,000 ‐ 13,000 (10) ‐ ‐ (10) 12,990 Facilities Maintenance ISF7,000 ‐ 7,000 (1) ‐ (15,000) (15,001) (8,001) Fleet & Equipment Maintenance ISF139,000 ‐ 139,000 319,257 ‐ (289,000) 30,257 169,257 OPEB Retiree Medical ISF‐ ‐ ‐ (25,200) ‐ ‐ (25,200) (25,200) Risk Management ‐ General Liability ISF79,000 ‐ 79,000 ‐ ‐ ‐ ‐ 79,000 Risk Management ‐ Worker's Comp ISF126,000 ‐ 126,000 (48,377) ‐ ‐ (48,377) 77,623 Pension Trust Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ Total, Internal Service Funds364,000 ‐ 364,000 245,669 ‐ (304,000) (58,331) 305,669 CAPITAL PROJECT FUNDSFacilities CIP‐ 2,000,000 2,000,000 ‐ ‐ (2,000,000) (2,000,000) ‐ Parking & Garages CIP‐ ‐ ‐ ‐ ‐ (2,650,000) (2,650,000) (2,650,000) Parks & Trees CIP‐ 3,305,000 3,305,000 ‐ ‐ (3,305,000) (3,305,000) ‐ Sewer CIP‐ ‐ ‐ ‐ ‐ (5,080,000) (5,080,000) (5,080,000) Storm Drain CIP900,000 3,200,000 4,100,000 ‐ ‐ (4,100,000) (4,100,000) ‐ Streets CIP140,000 5,710,000 5,850,000 ‐ ‐ (5,710,000) (5,710,000) 140,000 Water CIP‐ ‐ ‐ ‐ ‐ (3,000,000) (3,000,000) (3,000,000) CIP Renewal & Replacement Reserve6,500,000 6,500,000 ‐ ‐ ‐ ‐ 6,500,000 Total, Capital Project Funds1,040,000 20,715,000 21,755,000 ‐ ‐ (25,845,000) (25,845,000) (4,090,000) OTHER FUNDSOther Local Grants & Donations4,000 ‐ 4,000 ‐ ‐ ‐ ‐ 4,000 Shuttle Bus Fund72,000 143,500 215,500 (215,500) ‐ ‐ (215,500) ‐ Total, Other Funds76,000 143,500 219,500 (215,500) ‐ ‐ (215,500) 4,000 TOTAL, ALL FUNDS CITY‐WIDE130,342,350$ ‐$ 130,342,350$ (85,287,568)$ (9,116,757)$ (26,712,986)$ (121,117,311)$ 9,225,039$ FUND AND DESCRIPTION46 CITY OF BURLINGAME PROPOSED BUDGET FISCAL YEAR 2019‐20 DEBT SERVICE OBLIGATIONS General Fund Storm Drain Water Enterprise Sewer Enterprise Parking Enterprise Burlingame Avenue District FUNDING SOURCE FOR DEBT SERVICE General Fund 99,915 0 0 0 0 0 Storm Drain Fees 0 2,068,139 0 0 0 0 Burlingame Avenue Special Assessment District 0 0 0 0 0 310,000 Water Rates 513,015 0 2,461,276 0 0 0 Sewer Rates 513,015 0 0 2,948,611 0 0 Parking Rates ‐ Meters & Permits 0 0 0 0 247,189 0 Total Revenue for Debt Service 1,125,945 2,068,139 2,461,276 2,948,611 247,189 310,000 APPROPRIATION FOR DEBT SERVICE Principal 2006 Pension Obligation Bonds 505,000 0 0 0 0 0 2010 Corp Yard Lease Refunding Bonds 1,085,000 0 0 0 0 0 2010 Storm Drain Revenue Bonds 0 275,000 0 0 0 0 2012 Burlingame Streetscape Lease Revenue Bonds 245,000 0 0 0 0 0 2012 Storm Drain Revenue Bonds 0 325,000 0 0 0 0 2016 Storm Drain Revenue Bonds 0 295,000 0 0 0 0 2011 Water & Wastewater Refunding Bonds 0 0 210,000 120,000 0 0 2003 State Water Resources Control Board 0 0 0 586,075 0 0 2010 State Water Resources Control Board 0 0 0 254,966 0 0 2013 Water & Wastewater Refunding Bonds 0 0 540,000 275,000 0 0 2016 Water & Wastewater Refunding Bonds 0 0 495,000 455,000 0 0 Total Principal 1,835,000 895,000 1,245,000 1,691,041 0 0 Transfer (In) Out ‐ 2010 Corp Yard Lease Refunding (723,261) 0 361,631 361,631 0 0 Transfer (In) Out ‐ 2006 Pension Obligation Bonds (126,250)0 63,125 63,125 0 0 Transfer (In) Out ‐ 2012 Streetscape Lease Bonds (245,000)0 0 0 108,691 136,309 Subtotal, Transfer (In) / Out (1,094,511) 0 424,756 424,756 108,691 136,309 Total Adjusted Principal 740,489 895,000 1,669,756 2,115,797 108,691 136,309 Interest 2006 Pension Obligation Bonds 471,500 0 0 0 0 0 2010 Corp Yard Lease Refunding Bonds 82,775 0 0 0 0 0 2010 Storm Drain Revenue Bonds 0 496,220 0 0 0 0 2012 Burlingame Streetscape Lease Bonds 306,488 0 0 0 0 0 2012 Storm Drain Revenue Bonds 0 299,144 0 0 0 0 2016 Storm Drain Revenue Bonds 0 357,875 0 0 0 0 2011 Water & Wastewater Refunding Bonds 0 0 109,813 62,438 0 0 2003 State Water Resources Control Board 0 0 0 128,001 0 0 2010 State Water Resources Control Board 0 0 0 118,063 0 0 2013 Water & Wastewater Refunding Bonds 0 0 257,838 130,463 0 0 2016 Water & Wastewater Refunding Bonds (2007) 0 0 328,950 301,150 0 0 Total Interest 860,763 1,153,239 696,601 740,115 0 0 Transfer (In) Out ‐ 2010 Corp Yard Lease Refunding (55,178) 0 27,589 27,589 0 0 Transfer (In) Out ‐ 2006 Pension Obligation Bonds (117,875) 0 58,938 58,938 0 0 Transfer (In) Out ‐ 2012 Streetscape Lease Bonds (306,488) 0 0 0 135,969 170,519 Subtotal, Transfer (In) / Out (479,541)0 86,526 86,526 135,969 170,519 Total Adjusted Interest 381,222 1,153,239 783,127 826,641 135,969 170,519 Debt Administration General Long‐Term Debt 13,400 0 0 0 0 0 Storm Drain Long‐Term Debt 0 19,900 0 0 0 0 Enterprise Long‐Term Debt 0 0 6,660 4,440 0 0 Total Debt Administration 13,400 19,900 6,660 4,440 0 0 Transfer (In) Out ‐ 2010 Corp Yard Lease Refunding (2,466)0 1,233 1,233 0 0 Transfer (In) Out ‐ 2006 Pension Obligation Bonds (1,000)0 500 500 00 Transfer (In) Out ‐ 2012 Streetscape Lease Bonds (5,700)0 0 0 2,529 3,171 Subtotal, Transfer (In) / Out (9,166)0 1,733 1,733 2,529 3,171 Total Adjusted Debt Administration 4,234 19,900 8,393 6,173 2,529 3,171 Total Expenditures for Debt Service 1,125,945 2,068,139 2,461,276 2,948,611 247,189 310,000 Recap of Debt Service‐Related Expenditure Direct Debt Service 2,695,763 2,048,239 1,941,601 2,431,156 0 0 Debt Administration 13,400 19,900 6,660 4,440 0 0 Contributions / Reimbursements via Transfers (In) Out (1,583,218)0 513,015 513,015 247,189 310,000 Total Debt Service‐Related Expenditure 1,125,945 2,068,139 2,461,276 2,948,611 247,189 310,000 47 CITY OF BURLINGAME, CA PROPOSED BUDGET FISCAL YEAR 2019‐20 BUDGET SUMMARIES BY DEPARTMENT FY 2018‐19 FY 2019‐20 % Percent Chg Chg DEPARTMENT Adopted Proposed of Total Since PY ($) Since PY (%) General Fund City Council 385,071$ 433,961$ 0%48,890 13% City Manager 849,583 896,772 1%47,189 6% City Attorney 948,990 1,124,164 1%175,174 18% City Clerk 392,391 420,929 0%28,538 7% Elections ‐ 150,000 0%150,000 ‐ Finance 2,369,665 2,585,227 2%215,562 9% Human Resources 921,539 939,016 1%17,477 2% Community Development ‐ Planning 1,941,729 2,019,157 2%77,428 4% Library 5,554,025 5,740,951 5%186,926 3% Police 14,952,892 15,152,991 13%200,099 1% Police ‐ Communications 1,632,903 1,686,355 1%53,452 3% Police ‐ Parking Enforcement 682,090 714,802 1%32,712 5% Fire ‐ Central County Fire Dept (CCFD)11,106,979 11,782,359 10%675,380 6% Public Works ‐ Engineering 3,581,576 3,689,976 3%108,400 3% Public Works ‐ Streets & Storm Drainage 3,413,853 3,542,964 3%129,111 4% Recreation 4,771,800 4,705,230 4%(66,570) ‐1% Parks 5,016,926 5,243,082 4%226,156 5% Aquatics Center 602,800 309,000 0%(293,800) ‐49% Public Works Allocation to CIP (850,000) (880,000) ‐1%(30,000) 4% Subtotal, Operating Budget 58,274,812 60,256,936 50% 1,982,124 3% Burlingame Financing Authority 4,747,600 4,777,302 4%29,702 1% Enterprise Funds Building Inspection 2,137,350 2,274,729 2%137,379 6% Landfill Fund 258,004 251,813 0%(6,191) ‐ Parking Enterprise 792,492 760,753 1%(31,739) ‐4% Sewer Enterprise (Maintenance & Treatment)10,915,726 10,983,975 9%68,249 1% Solid Waste Enterprise 797,284 793,095 1%(4,189) ‐1% Water Enterprise 14,865,720 14,899,877 12%34,157 0% Total Operating Budget 29,766,576 29,964,242 25%197,666 1% Special Revenue Funds Traffic Safety ‐ ‐ 0%‐ ‐ Burlingame Ave. Special Assessment ‐ ‐ 0%‐ ‐ Federal & State Grants ‐ ‐ 0%‐ ‐ Gas Tax ‐ ‐ 0%‐ ‐ Development Fees ‐ ‐ 0%‐ ‐ Storm Drain ‐ ‐ 0%‐ ‐ Public TV Access ‐ ‐ 0%‐ ‐ Total Operating Budget ‐ ‐ 0%‐ 0% Other Funds Internal Service Funds*946,666 58,331 0%(888,335) ‐94% Shuttle Bus 215,500 215,500 0%‐ 0% Total Operating Budget 1,162,166 273,831 0% (888,335) ‐76% * includes recoveries Subtotal, Operating Expenditures 93,951,154 95,272,311 79% 1,321,157 1% Capital Improvement Programs 22,100,000 25,845,000 21% 3,745,000 17% TOTAL OPERATING & CAPITAL BUDGET 116,051,154$ 121,117,311$ 100% 5,066,157$ 4% 48 Department 2018‐19 Budget 2019‐20 Proposed Change Since Prior Year GENERAL FUND City Attorney 3.40 3.40 0.00 City Clerk 1.50 1.50 0.00 City Manager 2.13 2.13 0.00 Community Development ‐ Planning 6.75 6.75 0.00 Finance 10.25 10.25 0.00 Human Resources 3.00 3.00 0.00 Library 22.88 23.00 0.12 Parks 21.50 21.50 0.00 Police 47.00 47.00 0.00 Police ‐ Communications 7.00 7.00 0.00 Police ‐ Parking Enforcement 4.00 4.00 0.00 Public Works ‐ Engineering 12.75 12.75 0.00 Public Works ‐ Streets & Storm Drain 8.03 8.03 0.00 Recreation 11.25 11.25 0.00 Total General Fund 161.44 161.56 0.12 ENTERPRISE & INTERNAL SERVICE FUNDS Sewer Enterprise 15.48 15.48 0.00 Solid Waste Enterprise 3.00 3.00 0.00 Landfill Enterprise 0.25 0.25 0.00 Parking Enterprise 2.00 2.00 0.00 Community Development ‐ Building 6.00 6.00 0.00 Facilities Services ISF 5.00 5.00 0.00 Admin & Information Technology ISF 0.50 0.50 0.00 Fleet & Equipment Maintenance ISF 3.00 3.00 0.00 Water Enterprise 17.48 17.48 0.00 Total Enterprise & Int Svc Funds 52.71 52.71 ‐ Grand Totals, City‐Wide 214.15 214.27 0.12 CITY OF BURLINGAME, CA PROPOSED BUDGET FISCAL YEAR 2019‐20 AUTHORIZED FULL‐TIME EQUIVALENT POSITIONS 49 CITY OF BURLINGAME, CA PROPOSED BUDGET FISCAL YEAR 2019‐20PROJECTED ENDING BALANCE ‐ GENERAL FUND, STORM DRAIN, AND MEASURE A & GAS TAX2018‐192019‐202018‐192019‐202018‐192019‐20EST. ACTUALSPROJECTEDEST. ACTUALSPROJECTEDEST. ACTUALSPROJECTEDFUND BALANCE (SPENDABLE)Beginning of the year36,372,181$ 39,919,197$ 4,195,033$ 5,357,944$ 964,997$ 1,320,997$ REVENUESRevenues78,486,900 78,771,500 3,241,000 3,328,000 2,097,000 2,232,000 EXPENSESOperating Expenses(58,666,062) (60,256,936) ‐ ‐ ‐ ‐ NET AVAILABLE REVENUES19,820,838 18,514,564 3,241,000 3,328,000 2,097,000 2,232,000 TRANSFERS IN (OUT)Transfers ‐ Capital Investment Reserve (3,000,000) (6,500,000) ‐ ‐ ‐ ‐ Transfers ‐ Capital Projects Fund (10,934,000) (9,165,000) ‐ ‐ (1,735,000) (1,850,000) Transfers ‐ Burlingame Financing Authority (3,109,939) (3,125,945) (2,063,089) (2,068,139) ‐ ‐ Other Transfers In (Out) 770,117 817,501 (15,000) (15,000) (6,000) (6,000) Subtotal, Transfers Out (16,273,822) (17,973,444) (2,078,089) (2,083,139) (1,741,000) (1,856,000) CHANGE IN NET POSITION 3,547,016 541,120 1,162,911 1,244,861 356,000376,000FUND BALANCE (SPENDABLE)End of year39,919,197$ 40,460,317$ 5,357,944$ 6,602,805$ 1,320,997$ 1,696,997$ ASSIGNED FUND BALANCE 2018‐192019‐202018‐192019‐202018‐192019‐20City Council Reserves (Assignments)Economic Stabilization Reserve 18,837,000 18,905,000 ‐ ‐ ‐ ‐ Catastrophic Reserve 2,000,000 2,000,000 ‐ ‐ ‐ ‐ Contingency Reserve 500,000 500,000 ‐ ‐ ‐ ‐ Operating Reserve ‐ ‐ 810,250 832,000 ‐ ‐ Storm Drain Rate Stabilization Reserve ‐ ‐ 324,100 332,800 ‐ ‐ Debt Service Reserve‐ ‐ 2,063,089 2,068,139 ‐ ‐ Capital Improvements Reserve ‐ ‐ ‐ ‐ ‐ ‐ Subtotal, Assigned Fund Balance 21,337,000 21,405,000 3,197,439 3,232,939 ‐ ‐ Restricted for Pension Trust Fund (PARS)6,977,920 9,934,920 ‐ ‐ ‐ ‐ UNASSIGNED FUND BALANCE (DEFICIT)11,604,277 9,120,3972,160,505 3,369,8661,320,997 1,696,997TOTAL FUND BALANCE (DEFICIT)39,919,197$ 40,460,317$ 5,357,944$ 6,602,805$ 1,320,997$ 1,696,997$ General Fund Storm Drain (Special Revenue) Measure A/Gas Tax50 CITY OF BURLINGAME, CAPROPOSED BUDGET FISCAL YEAR 2019‐20PROJECTED ENDING BALANCE ‐ WATER, SEWER & PARKING ENTERPRISES2018‐19 2019‐20 2018‐19 2019‐20 2018‐19 2019‐20EST. ACTUALS PROJECTED EST. ACTUALS PROJECTED EST. ACTUALS PROJECTEDUNRESTRICTED NET POSITIONBeginning of the year7,451,491$ 8,643,949$ $7,762,365 $10,042,360 $7,271,936 $9,050,356OPERATING REVENUESRevenues18,598,000 20,610,850 16,505,000 15,655,000 2,846,000 2,835,000 OPERATING EXPENSESOperating Expenses (including Depreciation) (8,244,569) (8,319,276) (13,140,081) (13,243,860) (942,492) (910,753) Purchased Water (7,884,000) (7,884,000) ‐ ‐ ‐ ‐ Total Operating Expenses (16,128,569) (16,203,276) (13,140,081) (13,243,860) (942,492) (910,753) NET AVAILABLE REVENUES2,469,431 4,407,574 3,364,919 2,411,140 1,903,508 1,924,247 INTEREST REVENUES (EXPENSES)(339,151) (258,601) (363,645) (275,115) 208,000 229,000 TRANSFERS IN (OUT)Transfers ‐ General Fund(428,580) (457,800) (212,037) (225,800) (86,700) (90,000) Transfers ‐ General Fund ‐ Contributions for Debt Service(509,242) (513,015) (509,242) (513,015) (246,388) (247,189) Transfers ‐ Pension Trust Fund‐ ‐ ‐ ‐ ‐ ‐ Subtotal, Transfers Out(937,822) (970,815) (721,279) (738,815) (333,088) (337,189) CHANGE IN NET POSITION1,192,4583,178,1582,279,9951,397,2101,778,4201,816,058RESTRICTED FOR PENSION TRUST FUND (PARS)‐ ‐ ‐ ‐ ‐ ‐ End of year8,643,949$ 11,822,107$ $10,042,360$11,439,570$9,050,35610,866,414$ Water EnterpriseSewer EnterpriseParking Enterprise51 52 Operating Departments Budgets and Narratives by Department 53 54 CITY OF BURLINGAME | FISCAL YEAR 2019-20 CITY COUNCIL DEPARTMENT MISSION The City Council of the City of Burlingame is committed to delivering unsurpassed municipal services that enhance the quality of life for Burlingame’s residents and business community. DEPARTMENT OVERVIEW The City Council is the City’s governing body. It provides political leadership, enacts laws, adopts resolutions, and establishes policies for the City government. The City Council adopts an annual budget and conducts an annual audit of the City’s finances. It is composed of five members who are elected at-large on a non-partisan basis for four-year staggered terms. The Mayor is appointed annually by Councilmembers. The Mayor appoints Councilmembers to working committees and subcommittees. The City Council meets the first and third Monday of each month in formal, public session and holds periodic study sessions. City Council agendas and minutes of the meetings are posted on the City of Burlingame website for community members to review. Burlingame residents who subscribe to cable television can view the Council meetings on Comcast Channel 27, Wave Channel 26, and AT&T Channel 99. The City also provides a live video stream of the meetings over the Internet. The Mayor and the City Council represent the City of Burlingame on local, regional, and state policy committees and commissions. The City Council also reviews proposed State of California legislation and provides formal input into the legislative process. The City Council selected the following five large infrastructure priority projects for special focus in FY 2019-20 and appointed Council subcommittees for each project: 1. Broadway Grade Separation (Beach, Ortiz) 2. City Hall Modernization and Safety Improvements (Keighran, Ortiz) 3. Specific Plan for Rollins Road (Colson, Keighran) 4. Sea Level Rise Shoreline Protection Improvements (Brownrigg, Colson) 5. Underground Power Lines on El Camino Real (Beach, Brownrigg) KEY BUDGET CHANGES Personnel costs for the City Council are largely the same as the prior year, with a small decrease in the estimated cost of health benefits. Non-personnel costs have increased $53,000, or 19%, mainly due to a $40,000 appropriation to support the creation of a new county-wide agency to address the challenges of flooding, sea level rise, and coastal erosion. This additional funding is in alignment with the City Council’s FY 2019-20 priorities. The City Council also approved a $5,000 increase in Community Group funding, for a total of $55,000 for fiscal year 2019-20. 55 CITY O F BURLINGAME | FISCAL YEAR 2019 -20 DEPARTMENT BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 162,528 158,081 (4,447) -2.8% Non-Personnel Costs 222,356 275,706 53,350 19.4% Internal Services 187 174 (13)-7.5% Capital Outlay 0 0 0 0.0% Total Appropriation 385,071 433,961 48,890 11.3% Sources of Funds General Fund 385,071 433,961 (48,890) -11.3% Total Funding 385,071 433,961 (48,890) -11.3% DEPARTMENT STAFF FY2019 Actual FTE FY2020 Budget Request + / - Change in FTE Full-Time Equivalents (FTE) Council Members 5.00 5.00 0.00 Total FTE 5.00 5.00 0.00 56 FISCAL YEAR 2019-20 OFFICE OF THE CITY MANAGER CITY OF BURLINGAME, CALIFORNIA 57 Citizens of BurlingameCity CouncilCity AttorneyCity ManagerDirector of Public WorksParks & Recreation DirectorPolice ChiefCity LibrarianHuman Resources DirectorFinance Director & TreasurerCommunity Development DirectorCity ClerkExecutive Assistant (0.50)Assistant to City Manager (0.63)City CommissionsCITY MANAGER58 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 OFFICE OF THE CITY MANAGER DEPARTMENT MISSION The mission of the City Manager's Office is to provide professional leadership in the management and execution of policies and objectives formulated by the City Council; to develop and recommend alternative solutions to community problems for City Council consideration; and to provide comprehensive coordination and direction for City activities, finances, and personnel to deliver effective, efficient, and economical municipal services. DEPARTMENT OVERVIEW The City Manager is appointed by the City Council and serves as the Chief Executive Officer of the City of Burlingame. The City Manager is responsible for the daily administration of the City and appoints and supervises all Department Directors. The City Manager also directs the administration of personnel relations, participates in intergovernmental relations that affect the City of Burlingame and its constituents, and authorizes investigations of citizen complaints. The Executive Assistant to the City Manager provides cross-collaborative support for both the City Manager and the City Attorney and assists the City Clerk in providing staff support services to the City Council. The City Manager’s Office also includes a part-time Assistant to the City Manager, who oversees the City’s communications initiatives and special projects, and a part- time Sustainability Coordinator, who manages the City’s green initiatives. KEY BUDGET CHANGES There are no significant changes in the City Manager’s Office budget for fiscal year 2019-20. Personnel costs have increased $45,000, or 6.9%, primarily due to scheduled salary increases and associated benefit costs. 59 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 DEPARTMENT BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 603,411 648,210 44,799 6.9% Non-Personnel Costs 195,001 197,663 2,662 1.3% Internal Services 51,171 50,899 (272)-0.5% Capital Outlay 0 0 0 0.0% Total Appropriation 849,583 896,772 47,189 5.3% Sources of Funds General Fund 849,583 896,772 (47,189) -5.3% Total Funding 849,583 896,772 (47,189) -5.3% DEPARTMENT STAFF FY2019 Actual FTE FY2020 Budget Request + / - Change in FTE Full-Time Equivalents (FTE) City Manager 1.00 1.00 0.00 Executive Assistant 0.50 0.50 0.00 Assistant to City Manager 0.63 0.63 0.00 Total FTE 2.13 2.13 0.00 60 FISCAL YEAR 2019-20 OFFICE OF THE CITY ATTORNEY CITY OF BURLINGAME, CALIFORNIA 61 CITY ATTORNEY62 CITY OF BURLINGAME | FISCAL YEAR 201 9 -20 OFFICE OF THE CITY ATTORNEY DEPARTMENT MISSION The City Attorney’s Office strives to provide clear, effective, and cost-efficient legal advice to the City Council and all City functions; identify and mitigate potential legal risks while supporting the objectives of the City Council and City staff; and ensure transparent and fair administration of the City’s municipal code. DEPARTMENT OVERVIEW The City Attorney provides ongoing legal advice to the Mayor, City Council, Boards, Commissions, and City staff. The City Attorney manages all City litigation and handles all claims filed against the City of Burlingame under the California Government Claims Act, which is typically 85 claims per year. The City Attorney also drafts ordinances and resolutions, negotiates settlements and contracts, and advises on personnel matters, public records, ethics and open meetings law issues, development approvals, and environmental matters for the City. The City Attorney also runs the risk management program, which includes general risk mitigation for City operations as well as property, general liability, and excess insurance under the Pooled Liability Assurance Network Joint Powers Authority. The City Attorney assists the Human Resources Department with the administration of the City’s workers’ compensation plan. The City Attorney also directs the City’s code enforcement program, working with the Senior Risk Analyst/Code Compliance Officer and coordinating enforcement of the Burlingame Municipal Code with various City departments. The City Council appoints the City Attorney. The Office of the City Attorney also includes a Senior Risk Analyst/Code Compliance Officer and a Deputy/Assistant City Attorney position; the office shares an Executive Assistant position with the City Manager. DEPARTMENT BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 670,863 799,352 128,489 19.2% Non-Personnel costs 1,741,815 1,786,636 44,821 2.6% Internal Services 46,312 48,176 1,864 4.0% Capital Outlay 0 0 0 0.0% Total Appropriation 2,458,990 2,634,164 175,174 7.1% 63 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Sources of Funds Charges for Services - ISF 1,510,000 1,510,000 -0.0% Interest Income 72,000 79,000 7,000 9.7% General Fund 948,990 1,124,164 175,174 18.5% Total Funding 2,530,990 2,713,164 182,174 7.2% DEPARTMENT STAFF FY2019 Actual FTE FY2020 Budget Request + / - Change in FTE Full-Time Equivalents (FTE) City Attorney 1.00 1.00 0.00 Deputy/Assistant City Attorney 1.00 1.00 0.00 Senior Risk Analyst/Code Compliance Officer 0.90 0.90 0.00 Executive Secretary 0.50 0.50 0.00 Total FTE 3.40 3.40 0.00 CITY ATTORNEY DIVISION KEY CITY ATTORNEY BUDGET CHANGES In March 2019, the City Council approved adding a new full-time Deputy/Assistant City Attorney position to provide additional legal services to enhance City operations. With salary savings from eliminating the part-time Assistant City Attorney position, the net fiscal impact for adding this new position is anticipated to be approximately $108,000. Other personnel cost increases are due to scheduled salary increases and associated benefit costs. Non-personnel budgets were adjusted to reflect an anticipated increase ($40,000) in specialized contract litigation services. A provision was also made ($5,000), for furnishings needed once the City Attorney’s Office has been reconfigured to allow a workspace for the new full-time position. CITY ATTORNEY DIVISION BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 670,863 799,352 128,489 19.2% Non-Personnel Costs 231,815 276,636 44,821 19.3% Internal Services 46,312 48,176 1,864 4.0% Total Appropriation 948,990 1,124,164 175,174 18.5% 64 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Sources of Funds General Fund 948,990 1,124,164 175,174 18.5% Total Funding 948,990 1,124,164 175,174 18.5% CITY ATTORNEY – RISK MANAGEMENT The Risk Management fund covers general liability and risk mitigation (exclusive of workers’ compensation) activities for the City. The fund is administered by the City Attorney and covers insurance premiums, property losses, claims, settlements or verdicts, and related outside counsel or expert fees. Certain prospective risk mitigation and loss avoidance activities are also covered by the fund. KEY RISK MANAGEMENT BUDGET CHANGES General liability insurance premiums are expected to increase significantly in FY 2019-20. The insurance market for California public agencies is deteriorating as high dollar liability claims in recent years make excess coverage increasingly difficult to obtain. However, favorable loss runs for the City’s General Liability Program and decreases in the number and severity of claims are expected to offset these increases. Therefore, the overall budget for this program (and the charges to City departments for general liability coverage) remains the same as in the prior year. If the cost of insurance continues to rise, the charges to City departments from the General Liability Internal Service Fund will need to increase in future fiscal years. RISK MANAGEMENT BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Non-Personnel Costs 1,510,000 1,510,000 0 0.0% Total Appropriation 1,510,000 1,510,000 0 0.0% Sources of Funds Charges for Services - ISF 1,510,000 1,510,000 0 0.0% Interest Income 72,000 79,000 7,000 9.7% Total Funding 1,582,000 1,589,000 7,000 0.4% 65 66 FISCAL YEAR 2019-20 OFFICE OF THE CITY CLERK CITY OF BURLINGAME, CALIFORNIA 67 Citizens of BurlingameCity CouncilCity AttorneyCity ManagerDirector of Public WorksPolice ChiefParks & Recreation DirectorCity LibrarianHuman Resources DirectorFinance Director & TreasurerCommunity Development DirectorCity ClerkOffice Assistant II (.50)City CommissionsCITY CLERK68 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 OFFICE OF THE CITY CLERK DEPARTMENT MISSION The City Clerk provides timely information regarding City business and the City Council’s actions; accurately records, maintains, and preserves City records; provides quality customer service and inspires community involvement; fulfills and upholds legal obligations with integrity; supports City Departments by providing high quality and timely information processing; researches and disseminates information to facilitate decision-making; demonstrates professionalism; and continually strives for excellence. DEPARTMENT OVERVIEW The City Clerk is responsible for maintaining custody of City records and serves as clerk for the City Council. The City Clerk records and maintains proceedings of the City Council, maintains custody of the City Seal, administers and files Oaths of Office, notarizes and records specific documents for the City, receives petitions concerning initiatives and referenda, gives notice of public hearings, maintains the Municipal Code Book, accepts subpoenas, and attends bid openings. The City Clerk also administers City elections and maintains files for all documents related to elections, including but not limited to campaign statements and committee terminations. The City Clerk assists elected officials and designated employees in complying with the requirements of the Fair Political Practices Commission. D EPARTMENT BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 249,520 268,674 19,154 7.7% Non-Personnel Costs 111,840 272,033 160,193 143.2% Internal Services 31,031 30,222 (809)-2.6% Capital Outlay 0 0 0 0.0% Total Appropriation 392,391 570,929 178,538 45.5% Sources of Funds Charges for Svc - General Fund 500 0 (500)-100.0% General Fund 391,891 570,929 179,038 45.7% Total Funding 392,391 570,929 178,538 45.5% 69 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 DEPARTMENT STAFF FY2019 Actual FTE FY2020 Budget Request + / - Change in FTE Full-Time Equivalents (FTE) City Clerk 1.00 1.00 0.00 Office Assistant I/II 0.50 0.50 0.00 Total FTE 1.50 1.50 0.00 DEPARTMENT STATISTICS FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated City Council meetings held (regular and special) 39 31 38 34 35 Staff reports processed 230 230 245 280 260 Resolutions processed 110 108 112 155 140 Ordinances published 9 11 15 3 7 Elections managed 0 1 1 1 0 Residency certifications 10 10 10 7 7 DEPARTMENT PERFORMANCE MEASURES FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated Council meeting agendas posted 72 hours before meeting 100% 100% 100% 100% 100% Council special meeting agendas posted 24 hours before meeting 100% 100% 100% 100% 100% eNews subscriptions expanded Yes Yes Yes Yes Yes CITY CLERK DIVISION KEY CITY CLERK DIVISION BUDGET CHANGES Personnel costs have increased by $19,000, or 7.7%, mainly due to scheduled salary increases and associated benefit costs. Non-personnel costs have increased $10,000, or 9%, due to an increase in costs pertaining to contractual services. 70 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 CITY CLERK DIVISION BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 249,520 268,674 19,154 7.7% Non-Personnel Costs 111,840 122,033 10,193 9.1% Internal Services 31,031 30,222 (809)-2.6% Capital Outlay 0 0 0 0.0% Total Appropriation 392,391 420,929 28,538 7.3% Sources of Funds Charges for Svc - General Fund 500 0 (500)-100.0% General Fund 391,891 420,929 29,038 7.4% Total Funding 392,391 392,391 28,538 7.3% CITY CLERK – ELECTION DIVISION KEY ELECTIONS DIVISION BUDGET CHANGES A $150,000 appropriation has been provided for the November 2019 local election. ELECTIONS DIVISION BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Non-Personnel Costs 0 150,000 150,000 100.0% Total Appropriation 0 150,000 150,000 100.0% Sources of Funds General Fund 0 150,000 150,000 100.0% Total Funding 0 150,000 150,000 100.0% 71 72 FISCAL YEAR 2019-20 CENTRAL COUNTY FIRE DEPARTMENT CITY OF BURLINGAME, CALIFORNIA 73 74 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 CENTRAL COUNTY FIRE DEPARTMENT DEPARTMENT MISSION The Central County Fire Department is dedicated to enhancing the quality of life for residents and business community members of participating cities by protecting their lives, property, and the environment. The Department accomplishes this mission through emergency mitigation, fire prevention, community outreach, and public education. DEPARTMENT OVERVIEW The Central County Fire Department (CCFD) was established on April 20, 2004, through a Joint Powers Agreement (JPA) between the City of Burlingame and the Town of Hillsborough, with essential support services provided by the two cities. This partnership and JPA structure promotes more efficient administration and effective delivery of services without the additional overhead of a completely independent JPA agency. In December 2014, CCFD entered into an agreement with the City of Millbrae to provide fire protection services to the Millbrae community; 19 fire personnel and two fire stations were added to CCFD’s existing organizational structure. The Department is governed by a Board of Directors consisting of two City Council members each from the City of Burlingame and the Town of Hillsborough, with each representing their respective city in determining the level of fire, emergency medical, and disaster preparedness services to be provided by the Department. All major decisions by the Board require ratification by the respective City Councils. The model, together with the joint budget, provides an effective tool for maximizing the delivery of fire services, controlling costs, and maintaining local control in determining service levels. The Burlingame and Hillsborough City Managers alternate serving as the Chief Administrative Officer of the department. The Central County Fire Department is an all-risk emergency response and community service organization. The Department seeks to minimize risk to people, property, and the environment by responding to all fire, medical, rescue, and hazardous materials incidents. Administrative and non-emergency safety services include fire prevention and hazardous materials regulations, emergency medical services system management, and emergency preparedness and training. CCFD’s personnel (87 FTEs) serve the communities with six engine companies and one truck company strategically located in six fire stations, and administrative offices that include fire prevention, public education, training, and emergency preparedness. The total service area is 14.93 square miles, with a population of 61,344. The value of property protected is in excess of $16 billion. The General Fund for the Central County Fire Department (CCFD) is funded by contributions from the cities of Burlingame and Millbrae and the Town of Hillsborough. As members of the 75 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 CCFD JPA, Burlingame and Hillsborough contribute approximately 70% based on a 60/40 cost allocation as outlined in the JPA. The remaining 30% is funded by the City of Millbrae. KEY BUDGET CHANGES Burlingame’s budget for fire protection services includes the contributions to CCFD, certain retained workers’ compensation program costs, and emergency preparedness activities. Overall, the City’s FY 2019-20 proposed budget for Fire Services has increased by 6.1%, primarily due to increases of CCFD contributions. The Central County Fire Department’s (CCFD) FY 2019-20 adopted budget shows an increase of 5.7% as a whole, driven by an increase in CalPERS pension costs, contractual increases in salaries and benefits, and required workers’ compensation funding. Burlingame’s contributions to CCFD increased by 6.4%, to $11,482,359, constituting approximately 43% of CCFD’s total funding from member agencies. Other operating expenditures are anticipated to stay flat or show a slight decrease. DEPARTMENT BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Contributions to CCFD 10,789,979 11,482,359 692,380 6.4% Non-Personnel Costs (Burlingame) 307,000 300,000 (7,000) -2.3% Internal Services (Burlingame) 10,000 0 (10,000) -100.0% Capital Outlay (Burlingame) 0 0 0 0.0% Total Appropriation 11,106,979 11,782,359 675,380 6.1% DEPARTMENT STATISTICS FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated Total calls for service 5,296 7,322 7,668 7,424 7,424 Medical responses 3,220 4,329 4,473 4,380 4,380 Fire suppression responses 160 193 180 149 149 76 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated Hazardous conditions responses 442 436 217 186 186 Other responses 2,010 2,364 2,787 2,709 2,709 Special Events - Fund raising events conducted by off-duty firefighters 3 3 3 3 3 Plans checked 310 197 230 266 266 Plans reviewed 475 332 334 403 403 Public education activities 32 21 24 13 13 Fire origin and cause investigations 6 11 10 5 5 Special events inspections 67 57 63 45 45 Engine Company inspections 1,010 1,459 1,454 563 563 Construction inspections 440 404 407 325 325 Fire and life safety inspections 62 234 61 55 55 Junior Fire Marshal Picnic (number of children) 270 234 500 500 500 Car seat inspections 110 107 94 84 84 General public trained for disaster response (CERT) 44 47 23 71 71 General public trained for disaster response (GET READY) 0 56 8 55 55 City employees trained in city-wide disaster drills or other classes 72 63 100 0 70 CPR training (number of adults) 120 193 141 121 121 Training hours completed 36,600 2,989 5,820 7,168 7,168 EMS training hours 4,170 1,845 2,301 1,852 1,852 Driver training hours 2,010 1,322 1,717 2,122 2,122 77 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated Percent of time a first in fire engine arrives on a structure fire scene within six minutes of dispatch 100% 100% 100% 100% 100% Average response time for Priority 1 calls (emergency) <6:59 <6:59 <6:59 <6:59 <6:59 Average response time for Priority 3 calls (non-emergency) <6:59 <6:59 <6:59 <6:59 <6:59 Average response time for all calls <6:59 <6:59 <6:59 <6:59 <6:59 Percentage of residents rating Emergency Response services as good or excellent based on courtesy and service 100% 100% 100% 100% 100% Plan checks completed within 10 working days 100% 100% 100% 100% 100% Plan reviews completed within target 100% 100% 100% 100% 100% Citizen inquiries responded to within 1 working day 100% 100% 100% 100% 100% Complete required annual continuing education training for all paramedics and Emergency Medical Technicians (EMTs) 100% 100% 100% 100% 100% 78 FISCAL YEAR 2019-20 COMMUNITY DEVELOPMENT DEPARTMENT CITY OF BURLINGAME, CALIFORNIA 79 Citizens of BurlingameCity CouncilCity AttorneyCity ManagerDirector of Public WorksPolice ChiefParks & Recreation DirectorCity LibrarianHuman Resources DirectorFinance Director & TreasurerCommunity Development DirectorChief Building Official (1)Senior Building Inspector (1)Building Inspector (2)Permit Technician/Green Building Specialist (1)Permit Technician (1)Economic Development Specialist (.75)Planning Manager (1)Administrative Assistant II (1)Senior Planner (2)Assistant Planner (1)City ClerkCity CommissionsCOMMUNITY DEVELOPMENT80 CITY OF BURLINGAME | FISCAL YEAR 2019-20 COMMUNITY DEVELOPMENT DEPARTMENT DEPARTMENT MISSION The Community Development Department’s mission is to serve as a one-stop source of information and guidance to residents and business owners desiring to engage in development or business activities within the community. The Department’s goal is to provide exceptional customer service and to seek creative solutions that will ensure a positive, streamlined customer experience. DEPARTMENT OVERVIEW The Community Development Department consists of the Planning Division (which includes Economic Development) and the Building Division. The Department is responsible for long-range and current planning activities, plan checking, building permit issuance, and field inspections of all buildings and structures in Burlingame. The Department also serves as a resource to assist local businesses and to attract new businesses to the community. DEPARTMENT BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 2,531,919 2,590,885 58,966 2.3% Non-Personnel Costs 1,311,914 1,478,626 166,712 12.7% Internal Services 235,246 224,375 (10,871) -4.6% Capital Outlay 0 0 0 0.0% Total Appropriation 4,079,079 4,293,886 214,807 5.3% Sources of Funds General Fund 1,284,529 1,182,157 (102,372) -8.0% Charges for Svc - General Fund 657,200 837,000 179,800 27.4% Charges for Svc - Building 2,230,000 2,020,000 (210,000) -9.4% Other Revenue 160,000 246,000 86,000 53.8% Total Funding 4,331,729 4,285,157 (46,572) -1.1% 81 CITY OF BURLINGAME | FISCAL YEAR 2019-20 DEPARTMENT STAFF FY2019 Actual FTE FY2020 Budget Request + / - Change in FTE Full-Time Equivalents (FTE) Administrative Assistant II 1.00 1.00 0.00 Assistant Planner 1.00 1.00 0.00 Building Inspector 2.00 2.00 0.00 Chief Building Official 1.00 1.00 0.00 Community Development Director 1.00 1.00 0.00 Economic Development Specialist 0.75 0.75 0.00 Permit Technician 1.00 1.00 0.00 Permit Technician/Green Building Specialist 1.00 1.00 0.00 Planning Manager 1.00 1.00 0.00 Senior Building Inspector 1.00 1.00 0.00 Senior Planner 2.00 2.00 0.00 Total FTE 12.75 12.75 0.00 DEPARTMENT STATISTICS FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated Planning Division Commission Hearings Conditional use permits 25 11 18 30 14 Variances 20 14 7 15 8 Special permits 20 16 13 19 18 Hillside area construction permits 10 5 6 4 7 Design review 50 64 65 62 65 Design Review Amendments 10 6 7 5 8 Other agenda items 15 6 8 11 8 Applications reviewed 120 125 105 96 85 General plan/zoning code amendments 4 3 2 1 3 82 CITY OF BURLINGAME | FISCAL YEAR 2019-20 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated Council agenda items considered 4 6 14 10 10 Administrative permits issued 25 35 10 28 35 Sign permits issued 50 54 34 38 36 Negative declarations and EIRs prepared 5 8 10 1 3 Home occupation permits reviewed 75 44 54 75 57 Construction plan checks performed 500 463 378 444 475 Code enforcement cases processed 15 n/a n/a n/a n/a Final inspections completed 45 38 39 51 50 Net single-family dwellings approved 15 16 16 15 19 New affordable dwellings units approved 32* 0 1 0 145 New apt/condo units approved 350* 11 48 17 286 Major projects in process 3 ** 8 9 11 14 Building Division Building permits issued 1,230 1,285 1,300 1,278 1,190 Building plan checks performed 675 708 715 663 655 Building inspections conducted 5,600 6,135 6,250 7,433 7,022 *Applications that do not require Planning Commission Review, such as Hillside Area Construction permits, Minor Modifications, Minor Design Review, Second Units, Wireless Facilities, Reasonable Accommodation for Disabled Accessibility ** Major Projects require a Negative Declaration or Environmental Impact Report (EIR) 83 CITY OF BURLINGAME | FISCAL YEAR 2019-20 DEPARTMENT PERFORMANCE MEASURES FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated Planning Division Percentage of planning application reviews completed within 30 days 85% 76% 80% 57% 60% Percentage of plan checks (for new building permits) completed within 10 business days 85% 91% 91% 88% 80% Building Division Percentage of plan checks completed within 15 working days 96% 93% 94% 94% 95% Percentage of permits issued over-the- counter 70% 73% 75% 76% 71% Percentage of "good" or "excellent" customer service ratings (per annual survey) 92% 99% 92% 91% 92% COMMUNITY DEVELOPMENT DEPARTMENT - PLANNING DIVISION The Planning Division is responsible for maintaining the City's General Plan and various specific plans and for maintaining, updating, and administering the City's zoning regulations and sign regulations. The zoning regulations contain the specific regulations that inform the design and construction of new developments and additions to existing structures, including height limits, floor area ratio, parking requirements, lot coverage, and property line setbacks. The zoning regulations also outline design review processes for various types of projects (when design review is required). The City's Economic Development Division is focused on creating a positive business climate in Burlingame. The Division works to address the needs of Burlingame businesses, help retain and expand existing businesses, and promote new development in the city. KEY PLANNING DIVISION BUDGET CHANGES For FY 2019-20, the Planning Division’s non-personnel costs are estimated to increase $90,000 due to an increase in contractual services. The need for consultant services is anticipated in both the implementation of affordable housing programs and the preparation of a sea level rise assessment for the City’s shoreline areas. 84 CITY OF BURLINGAME | FISCAL YEAR 2019-20 PLANNING DIVISION BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 1,458,831 1,450,823 (8,008) -0.5% Non-Personnel Costs 373,154 463,436 90,282 24.2% Internal Services 109,744 104,898 (4,846) -4.4% Capital Outlay 0 0 0 0.0% Total Appropriation 1,941,729 2,019,157 77,428 4.0% Sources of Funds General Fund 1,031,879 1,190,886 159,007 15.4% Charges for Svc - General Fund 657,200 837,000 179,800 27.4% Building Enterprise 252,650 (8,729) (261,379) -103.5% Total Funding 1,941,729 2,019,157 77,428 4.0% C OMMUNITY DEVELOPMENT DEPARTMENT - BUILDING DIVISION The Building Division is in charge of plan checking, permit issuance, and field inspections of all buildings and structures in Burlingame. The Division enforces the minimum requirements of the State Building Codes, State and Federal laws, and local ordinances. The Building Division also acts as a central clearinghouse, distributing plans to other departments to ensure that a project complies with all of the City’s requirements. Once plans are approved and building begins, the Division inspects the work in progress, assuring that minimum code compliance is achieved. KEY BUILDING ENTERPRISE BUDGET CHANGES Personnel costs have increased by $67,000, or 6.2%, mainly due to scheduled salary increases and associated benefit costs. The increase in the Division’s non-personnel budget is due largely to a high volume of construction and large development projects. The Building Division anticipates additional needs for building inspection and plan check services. Increases of approximately $76,000 are essentially pass-through expenditures that are paid by the building permit applicants. 85 CITY OF BURLINGAME | FISCAL YEAR 2019-20 BUILDING DIVISION BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 1,073,088 1,140,062 66,974 6.2% Non-Personnel Costs 938,760 1,015,190 76,430 8.1% Internal Services 125,502 119,477 (6,025) -4.8% Capital Outlay 0 0 0 0.0% Total Appropriation 2,137,350 2,274,729 137,379 6.4% Sources of Funds Charges for Svc - Building 2,230,000 2,020,000 (210,000) -9.4% Other Revenue 160,000 246,000 86,000 53.8% Total Funding 2,390,000 2,266,000 (124,000) -5.2% 86 FISCAL YEAR 2019-20 FINANCE DEPARTMENT CITY OF BURLINGAME, CALIFORNIA 87 FINANCE88 CITY OF BURLINGAME | FISCAL YEAR 2019-20 FINANCE DEPARTMENT MISSION The Finance Department ensures that the City's assets are safeguarded, preserved, maximized, and maintained through effective financial management in order to provide a sound financial base to deliver City services. This mission is supported through the maintenance of an efficient and effective set of information tools that provide accurate and timely information access. The Administrative Services and Information Technology Division provides advice on applications of new technology and strives to provide responsive service and support to City staff in the fulfillment of their varied missions. DEPARTMENT OVERVIEW The Finance Department manages the financial affairs of the City. The Department is responsible for oversight of the annual budget and financial statement audit and reports, debt management, oversight of the City’s investment portfolio, financial stewardship, information technology, utility billing and collections, business license administration, payroll, disbursements, and administrative support for the City’s three business improvement districts: Downtown Burlingame Avenue, Broadway, and the San Mateo County/Silicon Valley Convention and Visitors Bureau. The Finance Director and Treasurer serves as the City’s Chief Financial Officer. The Finance Director also administers the City’s various franchise agreements and represents the City on the South Bayside Waste Management Joint Powers Authority Technical Advisory Committee and the San Mateo County Telecommunications Authority. DEPARTMENT BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 1,777,340 1,898,701 219,358 13.1% Non-Personnel Costs 1,715,928 1,683,014 (32,914) -1.9% Internal Services 170,784 161,522 (9,262) -5.4% Capital Outlay 40,000 0 (40,000) -100.0% Total Appropriation 3,704,052 3,743,237 137,182 3.8% 89 CITY OF BURLINGAME | FISCAL YEAR 2019-20 FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Sources of Funds Charges for Svc - General Fund 9,300 9,000 (300)-3.2% Charges for Services - ISF 1,334,387 1,158,000 (176,387) -13.2% General Fund 1,666,248 1,861,327 195,079 11.7% Interest Income - Admin Svc 12,000 13,000 1,000 8.3% Water Enterprise 428,580 457,800 29,220 6.8% Sewer Enterprise 212,037 225,800 13,763 6.5% Solid Waste Fund 30,500 29,000 (1,500) -4.9% Measure I 23,000 2,300 (20,700) -90.0% Total Funding 3,716,052 3,756,227 40,175 1.1% DEPARTMENT STAFF FY2019 Actual FTE FY2020 Budget Request + / - Change in FTE Full-Time Equivalents (FTE) Accountant 1.00 1.00 0.00 Accounting Assistant I/II 2.00 2.00 0.00 Accounting Technician 3.00 3.00 0.00 Finance Director & Treasurer 1.00 1.00 0.00 Deputy Finance Director 1.00 1.00 0.00 Management Analyst 0.25 0.25 0.00 Office Assistant I/II 0.50 0.50 0.00 Payroll Administrator 1.00 1.00 0.00 Senior Accountant 1.00 1.00 0.00 Total FTE 10.75 10.75 0.00 DEPARTMENT STATISTICS FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated Total computers citywide 315 317 317 304 312 Number of utility accounts billed (annually) 10,600 10,595 10,380 10,301 10,307 90 CITY OF BURLINGAME | FISCAL YEAR 2019-20 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated Number of business license accounts (annually) 6,500 6,740 6,902 7,493 7,463 Over the counter inquiries (annually) 10,736 11,810 11,768 10,978 11,005 Utility service phone calls received (annually) 18,250 18,207 18,389 18,355 17,532 General main line phone inquiries received (annually) 9,500 10,450 10,555 10,337 9,520 DEPARTMENT PERFORMANCE MEASURES FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated Prepare a 5 year forecast for use by decision- makers Yes Yes Yes Yes Yes Prepare a comprehensive budget summary for the City's webpage and general public Yes Yes Yes Yes Yes Forecast annual General Fund revenues within 5% Yes Yes Yes Yes Yes Provide monthly financial reports to internal departments by the 10th business day of the following month Yes Yes Yes Yes Yes Prepare a clear and comprehensive annual Financial Results Summary for the City's webpage and general public Yes Yes Yes Yes Yes Receive an unqualified opinion on all financial audits Yes Yes Yes Yes Yes Achieve greater than the 12 month average of 2 year T-bill rate on investments Yes Yes Yes Yes Yes Post 95% of water account payments received by mail within 24 hours Yes Yes Yes Yes Yes Deposit all customer payments received within 1 business day Yes Yes Yes Yes Yes Identify and issue 30 new business licenses annually Yes Yes Yes Yes Yes Provide accurate and timely debt service payments Yes Yes Yes Yes Yes Maintain the City's AA+ bond rating Yes Yes Yes Yes Yes 91 CITY OF BURLINGAME | FISCAL YEAR 2019-20 FINANCE - ADMINISTRATIVE SERVICES DIVISION Administrative Services is a division of the Finance Department. It is operated as an internal service fund and provides services solely to City departments. Accordingly, its costs are allocated to City departments. The Division manages and maintains an information technology network for all departments, including computer hardware and software for running mission-critical business applications, technology disaster recovery, telecommunications systems, financial information management systems, utility billing systems, email, and connectivity to the Internet and Intranet. The Division also provides administrative support to City Hall by maintaining a staff reception desk and front-line customer service, clerical and document management, and intra-City mailroom service. The City of Burlingame contracts with Redwood City for its information technology services. The City of Burlingame owns its software and hardware but monitors and directs Redwood City in-house staff to maintain defined levels of service. Periodic meetings with representatives from all departments allow for discussion of data and voice network issues and the development of long-term technology plans and strategies. KEY ADMINISTRATIVE SERVICES DIVISION BUDGET CHANGES The key budgetary changes for the Administrative Services Division are largely reflected within the non-personnel budget. The significant reduction is due largely to the inclusion of the implementation of a new records management system ($180,000) in last year’s budget. The project was later established as a CIP project and received separate funding. Offsetting this reduction somewhat is an increase in IT-related contractual services of $40,000. Overall, the budget for non- personnel costs has decreased by $140,000 or 12%. The City is currently implementing a new Enterprise Resource Planning (ERP) System. This project is a major capital initiative of the Finance Department. Phase I (Financial Modules) is sheduled to go live in October; Phase II (HR & Payroll) is scheduled to go live in calendar year 2020; and Phase III (Utility Billing) will be implemented toward the end of the fiscal year. The new system will not only improve the efficiency of the department, but it should serve as a vital tool in the fiscal management of programs and services city-wide. ADMINISTRATIVE SERVICES DIVISION BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 97,997 101,429 3,432 3.5% Non-Personnel Costs 1,196,390 1,056,581 (139,809) -11.7% Capital Outlay 40,000 0 (40,000) -100.0% Total Appropriation 1,334,387 1,158,010 (176,377) -13.2% 92 CITY OF BURLINGAME | FISCAL YEAR 2019-20 Sources of Funds Charges for Services - ISF 1,334,387 1,158,000 (176,387) -13.2% Interest Income - Admin Svc 12,000 13,000 1,000 8.3% Total Funding 1,346,387 1,171,000 (175,387) -13.0% FINANCE DEPARTMENT - FINANCE DIVISION The Finance Department manages the financial affairs of the City and invests idle cash. The Finance Director/Treasurer serves as the Chief Financial Officer. The Department follows sound financial recording and reporting practices in accordance with applicable laws and generally accepted accounting principles as approved by the Governmental Accounting Standards Board. KEY FINANCE DIVISION BUDGET CHANGES The Finance Department personnel budget has increased $118,000, or 7%, due to scheduled salary increases and associated benefit costs. The increases in non-personnel costs were mainly due to increases in contractual services, including a one-time $60,000 budget for adding temporary help to assist in managing the Department’s workload during the implementation of the City’s new ERP. The contractual cost for sales tax auditing and monitoring services has increased in past years ($25,000); the costs of asset management services are also anticipated to be higher ($15,000) as the City’s investment portfolio has grown. FINANCE DIVISION BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 1,679,343 1,797,272 117,929 7.0% Non-Personnel Costs 519,538 626,433 106,895 20.6% Internal Services 170,784 161,522 (9,262) -5.4% Capital Outlay 0 0 0 0.0% Total Appropriation 2,369,665 2,585,227 215,562 9.1% Sources of Funds Charges for Svc - General Fund 9,300 9,000 (300) -3.3% General Fund 1,666,248 1,861,327 195,079 10.5% Water Enterprise 428,580 457,800 29,220 6.4% Sewer Enterprise 212,037 225,800 13,763 6.1% Solid Waste Fund 30,500 29,000 (1,500) -5.2% Measure I 23,000 2,300 (20,700) -900.0% Total Funding 2,369,665 2,585,227 215,562 8.3% 93 94 FISCAL YEAR 2019-20 HUMAN RESOURCES DEPARTMENT CITY OF BURLINGAME, CALIFORNIA 95 Citizens of BurlingameCity CouncilCity AttorneyCity ManagerDirector of Public WorksPolice ChiefParks & Recreation DirectorCity LibrarianHuman Resources DirectorHuman Resources Analyst II (1)Human Resources Technician (1)Finance Director & TreasurerCommunity Development DirectorCity ClerkCity Commissions96 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 HUMAN RESOURCES DEPARTMENT MISSION The Human Resources Department’s mission is to provide a timely and efficient service experience to applicants, employees, retirees, and the public, as well as to collaborate with departments to recruit, develop, support, and retain diverse and talented employees who are the key to the City of Burlingame’s reputation and success. DEPARTMENT OVERVIEW The Human Resources Department provides a full array of employment services in support of the needs of the City and community at large. The Department is responsible for recruitment and retention, classification and compensation systems, workers’ compensation and employee safety, labor and employee relations, employment policies and procedures, benefit administration for active and retired employees, employee development and training, employee engagement initiatives, employee recognition activities, and maintaining positive working relationships with labor groups, staff (active and retired), and the public. The Human Resources Department also ensures compliance with federal, state, and local laws and administers programs within the City’s Memoranda of Understanding, the Personnel Rules and Regulations, and Administrative Procedures. DEPARTMENT BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 562,673 588,190 25,517 4.3% Non-Personnel Costs 1,120,219 1,187,226 67,007 5.6% Internal Services 62,259 60,600 (1,659) -2.7% Capital Outlay 0 0 0 0.0% Total Appropriation 1,745,151 1,836,016 90,865 4.9% Sources of Funds Interest Income - Workers' Comp 115,000 126,000 11,000 8.7% Charges for Services - ISF 848,623 897,000 48,377 5.4% General Fund 921,539 939,016 17,477 1.9% Total Funding 1,885,162 1,962,016 76,854 3.9% 97 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 DEPARTMENT STAFF FY2019 Actual FTE FY2020 Budget Request + / - Change in FTE Full-Time Equivalents (FTE) Human Resources Director 1.00 1.00 0.00 Human Resources Analyst II 1.00 1.00 0.00 Human Resources Technician 1.00 1.00 0.00 Total FTE 3.00 3.00 0.00 DEPARTMENT STATISTICS FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated Human Resources Division Average number of business days for a recruitment process to establish an eligible list 21 25 42 25 34 Number of employee participants in City training 150 150 241 137 215 Number of regular recruitments completed 40 52 44 18 20 Number of regular new hires 42 52 20 17 32 Number of labor associations 6 6 6 7 7 Number of labor agreements (MOU’s) negotiated and approved 1 3 3 4 3 Workers' Compensation Division Number of workers’ compensation claims filed 25 26 24 36 27 Number of lost work days due to workers’ compensation injures 800 700 450 303 290 98 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 KEY HUMAN RESOURCES DIVISION BUDGET CHANGES There are no significant changes in the Human Resources Department’s budget for fiscal year 2019-20. Personnel costs have increased due to scheduled salary increases and associated benefit costs. Other budgetary items mainly stay flat or reflect a slight decrease from last year’s budget. HUMAN RESOURCES DIVISION BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 562,673 588,190 25,517 4.5% Non-Personnel Costs 296,607 290,226 (6,381) -2.2% Internal Services 62,259 60,600 (1,659) -2.7% Capital Outlay 0 0 0 0.0% Total Appropriation 921,539 939,016 17,477 1.9% Sources of Funds General Fund 921,539 939,016 17,477 1.9% Total Funding 921,539 939,016 17,477 1.9% HUMAN RESOURCES – WORKERS’ COMPENSATION The Human Resources Department administers a workers’ compensation program that complies with federal and state law. Workers’ compensation programs provide benefits in the event an employee is injured at work and other conditions are met. Workers’ compensation benefits cover medical care and treatment, temporary disability benefits, permanent disability benefits, vocational rehabilitation benefits, and death benefits for sustained work-related injuries and illnesses. Benefits are administered through a process of self-administration, with a right of appeal to the Workers’ Compensation Appeals Board, the California Appellate Courts, and the California Supreme Court. The law also provides for preventive measures in the form of safety laws and administrative rules. The Human Resources Department oversees both the benefit administration and the preventive measure components of workers’ compensation law. The preventive measures are found in the City’s Injury and Illness Prevention Program (IIPP). The IIPP includes a system for ensuring that employees comply with safe and healthy work practices, for communicating with employees the policies on safe work practices, for maintaining forms for reporting unsafe conditions, for emergency action plan procedures, and for establishing labor/management safety committee meetings. The Human Resources Department ensures safety training programs are conducted, workplace inspections are performed annually, unsafe work conditions and potential hazards are corrected, and the safety committee meets regularly. 99 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 The City’s Workers’ Compensation Program is operated as an internal service fund and provides for the cost of services and claims associated with all City programs and services. Accordingly, its costs are allocated to all departments based on historical frequency and severity of claims incurred. KEY WORKERS’ COMPENSATION DIVISION BUDGET CHANGES Non-personnel costs of the Workers’ Compensation Internal Service Fund have increased by $73,000, or 8%, due to rising costs in both existing workers’ compensation claims and the cost of excess insurance premiums. However, the fund’s charges to departments remain stable and should be able to cover the costs of the Workers’ Compensation program as well as provide appropriate case reserves. WORKERS’ COMPENSATION DIVISION BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Non-Personnel Costs 823,612 897,000 73,388 8.2% Total Appropriation 823,612 897,000 73,388 8.2% Sources of Funds Interest Income - Workers' Comp 115,000 126,000 11,000 8.7% Charges for Services - ISF 848,623 848,623 0 0.0% Total Funding 963,623 974,623 11,000 1.1% 100 FISCAL YEAR 2019-20 LIBRARY CITY OF BURLINGAME, CALIFORNIA 101 Citizens of BurlingameCity CouncilCity AttorneyCity ManagerDirector of Public WorksPolice ChiefParks & Recreation DirectorCity Librarian Librarian III (1)Librarian I/II (3.5)Librarian III –Children Services (1)Librarian I/II (3)Library Assistant I/II (.63)Library Assistant III (1)Circulation Supervisor (1)Library Assistant III (1)Library Assistant I/II (1)Librarian III (1)Librarian I/II (.75)Library Assistant I/II (1)Library Assistant III (1)Library Assistant I/II (1)Administrative Assistant (1)Building Maintenance Worker (1)Graphic Artist (1)Library Assistant I/II (1)Human Resources DirectorFinance Director & TreasurerCommunity Development DirectorCity ClerkCity CommissionsLIBRARY102 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 LIBRARY DEPARTMENT MISSION Burlingame Public Library. Awaken your curiosity. Spark your creativity. Strengthen your connections. The Burlingame Public Library is a place where all are welcome to enjoy, learn, create, gather, support, and just relax. The Library encourages inclusion and welcomes diversity; fosters literacy and life- long learning; facilitates free and easy access to information; builds community and nurtures innovation; and protects privacy and preserves intellectual freedom. DEPARTMENT OVERVIEW The Library has four major program areas: Adult Services; Circulation; Children, Teen, and Easton Branch; and Technical Services and IT. Staff members in all four program areas have been working to create lasting partnerships and better working relationships with other City departments such as Fire, Police, and Parks and Recreation to better serve the Burlingame community. The Adult Services Division provides professional guidance and access to information via library collections, electronic resources, and instruction. This Division selects print, media, and electronic resources to meet library user needs and offers technical education, including basic computer education and instruction on library databases, library e-services, and the online catalog. Adult Services staff members also provide a variety of programming, including author talks, small business and career planning, historical discussions, book clubs, computer and technology assistance, and art collaborations and docent lectures. Additional services include outreach to the homebound, volunteer programs, and inter-library loans. Circulation Services provides first-class customer service in the circulation of library materials; maintains circulation by creating and editing library accounts, billing records, and inventory control; shelves books and pulls hold-transfers; and provides training and managing of Library Aides and Library Assistants. This Division manages the Automated Materials Handling (AMH) system, which was installed to streamline the return of materials, increase patron satisfaction with instantaneous updating of their accounts, and reduce staff injuries. 103 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 The Children, Teen, and Easton Branch Services Division provides recommendations to readers and facilitates access to information. The Division also promotes effective use of the Library through a wide variety of programs, including Baby, Toddler, Pre-School, and special language-specific story-times; author events; special programs; college preparation programs for teens; and a Teen Advisory Board. Children Division staff put a great deal of effort into the yearly Summer Reading program to promote literacy and help slow “summer slide”. Staff members promote the Library’s services through local school outreach, community groups, and material selection. Additional services include supporting local schools by providing both in the Library and in the school class visits and by providing special privilege teacher cards. The Technical Services Division maintains the Library’s print (including magazines and newspapers) and AV collections with three main areas of focus: acquisitions (purchasing materials), cataloging (description of materials), and processing (labeling of materials). This Division ensures that the nearly 1500 items that staff orders each month are properly classified, labeled, and on the shelf in a timely manner. The IT staff provides support for all of the Library’s hardware, software, and network-related issues. In addition, IT staff coordinates with Peninsula Library Area Network (PLAN, the PLS consortium’s IT department) as well as City IT contractors to implement new technology and train staff in new protocols. The Library developed a Strategic Plan for 2017-2019. The Strategic Plan gives the Library focus and direction towards achieving the goals and objectives expressed through community and staff feedback. In an effort to listen to the needs of the entire community, the Library has created an Equity Committee to ensure that the Library proactively works to change the policies, practices, and systems that create barriers to prosperity and well-being for all ages, genders, abilities, and people of color. The committee is using the Government Alliance on Race and Equity framework to guide them in reducing disparities in the Library’s collections, services, and programs as well as its workforce. KEY BUDGET CHANGES Personnel costs increased by $196,000, or 5%, due to contractual salary and wage increases and associated benefit costs for both full- and par-time employees. The Library’s budget includes a proposal to increase the Cataloging Librarian position from 0.75 FTE to 1.00 FTE to support the Library’s operations. The Library Strategic Plan outlines the need to evaluate the collection against current best-practice cataloguing standards, to increase the collection of materials in languages other than English, and for greater data-driven capabilities and utilization of the database. The proposed position change will support the Library’s operations and enhance its services to the public. In addition, the position cost increase will be partially offset by a reduction in the Library Assistant II position (from 0.63 FTE to 0.50 FTE) through attrition. The net 104 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 budgetary impact for these position changes is approximately $9,000. Other budget items remain flat, and some reflect a slight decrease in FY 2019-20. DEPARTMENT BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 3,731,479 3,927,342 195,863 5.2% Non-Personnel Costs 1,241,844 1,239,914 (1,930) -0.2% Internal Services 573,554 573,695 141 0.0% Capital Outlay 7,148 0 (7,148) -100.0% Total Appropriation 5,554,025 5,740,951 186,926 3.4% Sources of Funds General Fund 4,812,025 4,982,951 170,926 3.6% Charges for Svc - Hillsborough 633,000 650,000 17,000 2.7% Charges for Svc - General Fund 109,000 108,000 (1,000) -0.9% Total Funding 5,554,025 5,740,951 186,926 3.4% DEPARTMENT STAFF FY2019 Actual FTE FY2020 Budget Request + / - Change in FTE Full-Time Equivalents (FTE) Administrative Assistant II 1.00 1.00 0.00 Building Maintenance Worker 1.00 1.00 0.00 Circulation Supervisor 1.00 1.00 0.00 City Librarian 1.00 1.00 0.00 Graphic Artist 1.00 1.00 0.00 Librarian I/II 7.25 7.50 0.25 Librarian III 3.00 3.00 0.00 Library Assistant I/II 4.63 4.50 (0.13) Library Assistant III 3.00 3.00 0.00 Total FTE 22.88 23.00 0.12 105 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 DEPARTMENT STATISTICS FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated Population served 37,503 37,515 37,983 37,989 38,000 Registered borrowers 27,240 24,805* 27,237 29,248 29,000 Population registered 73% 66% 72% 77% 77% Items circulated 632,550 704,166 677,229 650,002 683,000 Children’s items 306,891 339,850 329,481 311,696 327,000 Teen Items 26,698 27,494 26,147 24,303 25,500 E-books 25,910 29,730 36,121 46,638 55,000 Circulation per capita 17 19 18 17 18 Circulation per child/teen patron 47 56 47 43 45 Library visits 361,396 335,511 360,182 345,445 350,000 Visits to library website 105,233 99,270 89,126 88,291 95,000 Programs offered 798 987 1,275 1,121 1,100 Program attendance 30,328 37,706 48,128 49,246 50,000 Total collection size 260,581 281,223 287,523 301,286 305,000 *Reduction due to change in normal record purge from fiscal to calendar year DEPARTMENT PERFORMANCE MEASURES FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated Kindergarten card drive 245 195 251 216 204 Story time attendance 13,293 16,080 17,350 15,393 16,000 Children's summer reading club 1,239 1,057 1,097 1,242 1,250 Librarian visits at schools 188 204 202 228 210 Class visits at library 29 79 78 79 50 Passports issued N/A N/A N/A 1,051 1,191 106 FISCAL YEAR 2019-20 PARKS & RECREATION DEPARTMENT CITY OF BURLINGAME, CALIFORNIA 107 Citizens of BurlingameCity CouncilCity AttorneyCity ManagerDirector of Public WorksPolice ChiefParks & Recreation DirectorManagement Analyst (.75)Recreation Coordinator (1)Outreach Program Specialist (.8)Recreation Supervisor (2)Recreation Coordinator (3)Program Coordinator (.75)Administrative Assistant II (2)Office Assistant I/II (2)Parks Superintendent/City Arborist (1)Parks Supervisor (1)Parks Maintenance Leadworker (3)Parks Maintenance Worker I/II (9)Irrigation Repair Specialist (1)Ground Equipment Repair Worker (1)Tree Worker (2)Tree Maintenance Worker (1)City LibrarianHuman Resources DirectorFinance Director & TreasurerCommunity Development DirectorCity ClerkCity CommissionsPARKS & RECREATION 108 CITY OF BURLINGAME | FISCAL YEAR 2019-20 PARKS AND RECREATION DEPARTMENT DEPARTMENT MISSION The Burlingame Parks and Recreation Department is creating a better community in which to live and play through quality recreational environments, enriching opportunities, and empowering people. DEPARTMENT OVERVIEW The Parks and Recreation Department includes the Parks, Recreation, and Aquatics Divisions. The Department is responsible for offering a wide variety of programs, classes, and events and maintaining open spaces, parks, athletic fields, playgrounds, and the landscape of City facilities and the City’s urban forest, which includes City park trees and City street trees. Through the hard work of Department staff and support from the City Council and community, the City has retained the distinction of being named a Tree City USA for 40 consecutive years by the Arbor Day Foundation. The Department manages the contracts for the Golf Center, Burlingame Aquatics Club, Lions Club, the Depot, and the Carriage House and supports the Beautification Commission, the Parks and Recreation Commission, the Youth Advisory Committee, the Parks and Recreation Foundation, and the Senior Activities Committee. In FY 2019-2020, the Department will begin the construction of a new Community Center. During that time, programming that currently occurs at the Recreation Center will be held in temporary portable buildings and at other off-site locations. It is anticipated that the new Community Center will open in early 2022. DEPARTMENT BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 5,105,583 5,412,405 306,822 6.0% Non-Personnel Costs 4,324,395 3,887,294 (437,101) -10.1% Internal Services 861,048 876,613 15,565 1.8% Capital Outlay 100,500 81,000 (19,500) -19.4% Total Appropriation 10,391,526 10,257,312 (134,214) -1.3% 109 CITY OF BURLINGAME | FISCAL YEAR 2019-20 FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Sources of Funds General Fund 6,746,926 7,123,312 376,386 5.6% Charges for Svcs - General Fund 3,631,000 3,120,000 (511,000) -14.1% Parking Fund 13,600 14,000 400 2.9% Total Funding 10,391,526 10,257,312 (134,214) -1.3% DEPARTMENT STAFF FY2019 Actual FTE FY2020 Budget Request + / - Change in FTE Full-Time Equivalents (FTE) Administrative Assistant II 2.00 2.00 0.00 Automotive Mechanic 0.00 1.00 1.00 Grounds Equipment Repair Worker 1.00 0.00 (1.00) Irrigation Repair Specialist 1.00 1.00 0.00 Management Analyst 0.75 0.75 0.00 Office Assistant I/II 2.00 2.00 0.00 Parks Maintenance Worker I/II 10.00 10.00 0.00 Parks Superintendent / City Arborist 1.00 1.00 0.00 Parks Supervisor 1.00 1.00 0.00 Parks & Recreation Director 1.00 1.00 0.00 Parks Maintenance Leadworker 3.00 3.00 0.00 Program Coordinator 1.00 1.00 0.00 Recreation Coordinator 4.00 4.00 0.00 Recreation Supervisor 2.00 2.00 0.00 Tree Maintenance Worker 1.00 1.00 0.00 Tree Worker 2.00 2.00 0.00 Total FTE 32.75 32.75 0.00 110 CITY OF BURLINGAME | FISCAL YEAR 2019-20 DEPARTMENT STATISTICS FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated Recreation Program Participants Preschool 2,234 2,079 2,182 2,079 2,326 Youth/Teen Enrichment 4,760 4,974 5,541 5,834 6,187 Youth/Teen Sports 3,726 3,858 3,501 4,218 4,092 Adult Enrichment/Sports 2,145 2,956 2,841 3,169 3,320 Mature Adult (includes weekly drop-in programming) 3,537 4,478 4,725 4,983 5,300 Recreation Rentals Picnic 240 225 233 232 233 Building 329 325 345 375 344 Tennis Courts 100 105 108 208 250 Community Garden Beds 22 22 22 22 22 Bocce Ball Courts 96 86 91 128 100 Parks Services Tree Plantings 198 271 240 257 244 Tree Removals 212 281 184 224 189 Tree Trimmings 2,866 1,520 1,830 2,114 1,751 Permit Applications 87 130 105 94 65 Emergency Call Outs 187 34 30 24 30 111 CITY OF BURLINGAME | FISCAL YEAR 2019-20 PARKS AND RECREATION DEPARTMENT - PARKS DIVISION The Parks Division’s responsibilities are broken down into four areas: Administration, Facilities and Equipment Maintenance, Landscape Maintenance, and Tree Maintenance. The Parks Division works with the Public Works Department on the sidewalk replacement program and the Community Development Department on planning and building projects; updates and maintains the street tree inventory management system; coordinates the issuance and inspection of private tree removals; represents the City on tree-related issues with Caltrain and Caltrans; and meets and works with the City Council, the Parks and Recreation Commission, the Beautification Commission, other public agencies, City departments, and the general public. The Parks Division’s Maintenance Crew installs, inspects, and maintains playground equipment, hardscape, and site furnishings; installs and repairs irrigation systems and maintains the City’s computerized central irrigation system; prepares City athletic fields for use by numerous softball, baseball, soccer, and lacrosse leagues; and performs routine and emergency maintenance on the Department’s small engine equipment. The Landscape Crew maintains turf and landscaping in all parks, medians, parking lots, Burlingame Avenue, Broadway, and other City-owned facilities; provides seasonal landscaping in selected locations; maintains plant materials in the nursery; services restrooms, trash receptacles, and pathways in City parks; prepares and maintains athletic fields for user groups; and provides weed and exterior pest control at all City facilities. The Maintenance Crew and the Landscape Crew maintain the following areas and equipment: •62 acres of landscape maintenance •20 City parking lot landscapes •48 street median islands •6 City building landscapes •6 large parks with athletic fields •7 neighborhood parks and tot lots •Mills Canyon Wildlife Area •Bayside Community Garden •Bayside Dog Park •Burlingame Ave. landscaping & trees •Broadway trees and landscape •Bayfront Bird Sanctuary •Sanchez Creek •3 bocce ball courts •8 tennis courts •6 basketball courts •11 baseball and softball fields •16 miscellaneous game courts •125 + pieces of playground equipment •8 double restrooms •13 grandstands and bleachers •21+ pieces of rolling equipment •50+ pieces of power tools/equipment •15+ miscellaneous areas The Tree Crew ensures the protection of people and property through the maintenance or removal of hazardous trees; promotes the health and vigor of City-owned trees through a program of inspection, grid pruning, and tree health maintenance; and plants trees where others have been removed and in areas where the need for a new tree exists. The crew maintains 17,146 City street trees and 4,640 open space/City park trees with over 294 distinct tree species. The City tree canopy covers approximately 274 acres, or 7.8% of the total land area and 71% of the total streets and sidewalk area in the city. 112 CITY OF BURLINGAME | FISCAL YEAR 2019-20 KEY PARKS DIVISION BUDGET CHANGES The proposed FY 2019-20 budget includes an additional full-time Parks Maintenance Worker approved by the City Council in October 2018. The position was added to the Parks Division to support the Division’s increasing workload. The personnel budget also includes the reclassification of one staff member from Grounds Equipment Repair Worker to Automotive Mechanic. The reclassification reflects the current employee’s actual daily responsibilities. The budgetary impact of the reclassification is approximately $6,000 for fiscal year 2019-20. The remaining increase in the Division’s personnel budget is due to salary and wage increases for both full-and part-time employees, and benefit cost increases. The Division’s budget stays flat for most of the other budgetary items. Capital outlay is higher than last year because the Division requested to purchase a scissor lift ($16,000) to maintain streetscaping for the Downtown Burlingame Avenue area. PARKS DIVISION BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 3,035,539 3,255,428 219,889 7.2% Non-Personnel Costs 1,553,486 1,534,898 (18,588) -1.2% Internal Services 364,901 371,756 6,855 1.9% Capital Outlay 63,000 81,000 18,000 28.6% Total Appropriation 5,016,926 5,243,082 226,156 4.5% Sources of Funds General Fund 4,826,326 5,109,082 282,756 5.9% Charges for Svcs - General Fund 177,000 120,000 (57,000) -32.2% Parking Fund 13,600 14,000 400 2.9% Total Funding 5,016,926 5,243,082 226,156 4.5% 113 CITY OF BURLINGAME | FISCAL YEAR 2019-20 PARKS AND RECREATION DEPARTMENT - RECREATION DIVISION The Recreation Division provides a variety of recreation and leisure opportunities to Burlingame and surrounding communities. The Division offers programs for all sectors of the population, from pre-school children to senior citizens, as well as families, schools, and local non-profit agencies. The Recreation Division‘s programs provide individuals with opportunities to improve their health and fitness; pursue life-long learning; enjoy outdoor areas within the city; and socialize with other members of the community. The Recreation Division’s responsibilities are broken down into eight areas: Administration, Pre- school, School-age/Teen Enrichment, School-age/Teen Sports, Adult Enrichment and Sports, Mature Adults, Facilities, and Special Programs/Events. In addition to City General Fund support, the Department relies on user fees, volunteers, donations, and the support of other community groups to provide facilities, activities, and programs that make Burlingame a special place to live, work, and play. The Division works closely with both school districts and local community organizations in order to provide excellent programs and facilities in an effort to “create a better community in which to live and play through quality recreational environments, enriching opportunities and empowering people.” These organizations include the American Youth Soccer Organization, Burlingame Girls Softball, Burlingame Soccer Club, Burlingame Youth Baseball Association, Coyotes Youth Lacrosse, Burlingame School District, Our Lady of Angels School, Adult Education, Burlingame High School, Mercy High School, St. Catherine of Siena School, the Chamber of Commerce, the San Mateo County/Silicon Valley Convention and Visitors Bureau, the Lions Club, and the AARP. The Recreation Division offers a very popular array of pre-school age activities, including the Village Park Pre-school program, camps, music, art, foreign language, sports, theater, fitness, ballet, and gymnastics. With the ability to use Burlingame School District and Mercy High School facilities in addition to City facilities, the Recreation Division is also able to offer a wide range of programming for school-age students and teens, including camps, sports programs, and classes. In addition, the Recreation Division supports the Youth Advisory Committee (YAC), which advises the Parks and Recreation Commission on matters pertaining to the youth and teen populations in Burlingame. Programming for adults comprises a smaller but essential programming area with many diverse offerings for the community. Programs are offered in the following areas: softball, basketball, golf, tennis, first aid/CPR, music, art, performing arts, foreign languages, ping pong, Pickleball, fitness programs, bridge, and specialty workshops. In addition, the Division offers weekly free bingo and bag lunches on Tuesdays, free drop-in movies on Fridays, a variety of tours and trips, free blood pressure screenings, computer classes, a driver safety program, and free tax preparation. The Recreation Division also organizes and manages several special events, such as the Annual Holiday Tree Lighting, Movies in the Park, Music in the Park, Family Campout, middle school events, Streets Alive, the Royal Dance, the Muddy Mile, and the Volunteer Appreciation Lunch. 114 CITY OF BURLINGAME | FISCAL YEAR 2019-20 In addition, the Recreation Division has supported the annual Pet Parade on Broadway and the Fall Fest on Howard Ave. The Recreation Center staff administers the Lobby Gallery, which displays the work of local artists. Finally, while much of the regular Recreation Division programming occurs at locations other than the Recreation Center, the Division is anticipating a slight reduction in Recreation Center program offerings and participation due to the construction of the new Community Center and the use of temporary facilities. KEY RECREATION DIVISION BUDGET CHANGES As the new Burlingame Community Center is scheduled to break ground in December 2019, the Recreation Division’s program revenues are anticipated to decrease during demolition of the existing Recreation Center and construction of the project. As a result, program revenues and operating budget were adjusted to reflect this key budgetary change. Increases in personnel costs are mainly due to scheduled salary increases and associated benefit costs. RECREATION DIVISION BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 2,070,044 2,156,977 86,933 4.2% Non-Personnel Costs 2,198,109 2,043,396 (154,713) -7.0% Internal Services 496,147 504,857 8,710 1.8% Capital Outlay 7,500 0 (7,500) -100.0% Total Appropriation 4,771,800 4,705,230 (66,570) -1.4% Sources of Funds General Fund 1,317,800 1,705,230 387,430 29.4% Charges for Svc - General Fund 3,454,000 3,000,000 (454,000) -13.1% Total Funding 4,771,800 4,705,230 (66,570) -1.4% 115 CITY OF BURLINGAME | FISCAL YEAR 2019-20 PARKS AND RECREATION DEPARTMENT - AQUATICS DIVISION The Aquatics Division contracts with the Burlingame Aquatics Club (BAC) to provide a full range of aquatic programming opportunities to the Burlingame community, including swimming lessons, swim teams, water polo, water safety classes, arthritis classes, fitness classes, lap and recreational swimming, and community events, at the Burlingame High School (BHS) pool. The City supports community aquatics programming by providing BAC with an annual subsidy; the subsidy estimate for FY 2019-20 is between $50,000 and $150,000. The Aquatics Division also works with the San Mateo Union High School District (SMUHSD) via a joint use agreement for the maintenance, operation, and use of the BHS pool. Since 2016, the City has been supporting the facility by paying for 78% of the annual maintenance and operating expenses and 50% of capital expenses, with a portion of the annual operating costs paid by the BAC. In July 2018, SMUHSD undertook a renovation of the Aquatic Center that included removal and replacement of the deck, removal and replacement of the pool finish, and the replacement of the interior lights with LED fixtures. Shortly thereafter, SMUHSD’s contractor discovered a variety of problems with the pool, including corrosion of the rebar at various locations and improper concrete coverage. The District Board subsequently voted to rebuild the pool, rather than repair it, and work restarted in May 2019 after the District received its necessary State approvals to proceed. The City and the District have negotiated and approved a term sheet that provides the basis for an amended and restated joint use agreement expected to be approved by both governing bodies prior to the end of summer. Under the term sheet, the City will contribute $2.7 million to the Aquatic Center reconstruction. Of this amount, $1.27 million will be paid in 2019, and the remainder will be paid after the City completes its new Community Center, but no later than June 2023. The City’s share of maintenance and operations expenses will be 50% for the first year, then adjusted based on a formula using the hours the City (via BAC) uses the pool, the hours of shared use, and the hours of unused time. KEY AQUATICS DIVISION BUDGET CHANGES The Burlingame High School Swimming Pool is undergoing major renovation and is closed to the public. As a result, staff reduced the Aquatic Center budget by nearly 50% for fiscal year 2019- 20. 116 CITY OF BURLINGAME | FISCAL YEAR 2019-20 AQUATICS DIVISION BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Non-Personnel Costs 572,800 309,000 (263,800) -46.1% Capital Outlay 30,000 0 (30,000) -100.0% Total Appropriation 602,800 309,000 (293,800) -48.7% Sources of Funds General Fund 602,800 309,000 (293,800) -48.7% Total Funding 602,800 309,000 (293,800) -48.7% 117 118 FISCAL YEAR 2019-20 POLICE DEPARTMENT CITY OF BURLINGAME, CALIFORNIA 119 Citizens of BurlingameCity CouncilCity AttorneyCity ManagerDirector of Public WorksPolice ChiefPolice Captain (1)Police Services Manager (1)Communications Dispatcher II (7)Police Clerk II (4)Police Lieutenant (2)Police Sergeant (6)Police Officer (29)Parking Enforcement Officer (4)Parking System Technician (2)Police Services Coordinator (1) Administrative Assistant II (1)City LibrarianHuman Resources DirectorFinance Director & TreasurerCommunity Development DirectorCity ClerkCity CommissionsPOLICE120 CITY OF BURLINGAME | FISCAL YEAR 2019-20 POLICE DEPARTMENT DEPARTMENT MISSION The members of the Burlingame Police Department are dedicated to serving the community by providing safety, security, and confidence through excellence in policing. DEPARTMENT OVERVIEW The Police Department has 40 sworn officers and 20 professional full-time staff positions within three divisions and several bureaus and units, including Patrol, Investigations, and Administrative Services. The Department is responsible for protecting the City’s residents, property owners, and businesses by patrolling roughly five square miles using cars, bicycles, motorcycles, and foot patrols. The Department fosters a problem-solving, community policing philosophy and works collaboratively with the City Council, the City Manager’s Office, other City departments, and the community to address problems of crime and property damage. DEPARTMENT BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 13,395,319 13,860,896 465,577 3.5% Non-Personnel Costs 3,552,175 3,257,014 (295,161) -8.3% Internal Services 1,043,238 1,047,346 4,108 0.4% Capital Outlay 69,645 149,645 80,000 114.9% Total Appropriation 18,060,377 18,314,901 254,524 1.4% Sources of Funds General Fund 16,916,545 17,200,648 284,103 1.7% Measure I 172,840 166,500 (6,340) -3.7% Charges for Svc - General Fund 78,500 87,000 8,500 10.8% Electric Vehicle Charging Station 15,000 15,000 0 0.0% State Grants 100,000 100,000 0 0.0% 121 CITY OF BURLINGAME | FISCAL YEAR 2019-20 FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Monthly Parking Permits 356,000 370,000 14,000 3.9% Other Revenue 128,000 229,000 101,000 78.9% Parking Fees 2,475,000 2,450,000 (25,000) -1.0% Total Funding 20,241,885 20,618,148 376,263 1.9% DEPARTMENT STAFF FY2019 Actual FTE FY2020 Budget Request + / - Change in FTE Full-Time Equivalents (FTE) Administrative Assistant II 1.00 1.00 0.00 Police Services Manager 1.00 1.00 0.00 Communications Dispatcher I 0.00 0.00 0.00 Communications Dispatcher II 7.00 7.00 0.00 Parking Enforcement Officers 4.00 4.00 0.00 Parking System Technician 2.00 2.00 0.00 Police Captain 1.00 1.00 0.00 Police Chief 1.00 1.00 0.00 Police Clerk II 4.00 4.00 0.00 Police Lieutenant 2.00 2.00 0.00 Police Officer 30.00 30.00 0.00 Police Sergeant 6.00 6.00 0.00 Training Coordinator 1.00 1.00 0.00 Total FTE 60.00 60.00 0.00 DEPARTMENT STATISTICS *Calendar Year 2014 2015 2016 2017 2018 Calls for service 40,773 40,854 41,553 41,673 41,172 Total crimes reported 1,787 1,878 2,222 1,885 1,994 Total arrests 634 586 770 768 696 Total vehicle accidents 339 333 342 317 324 Moving citations issued 5,824 3,372 3,341 2,615 2,448 122 CITY OF BURLINGAME | FISCAL YEAR 2019-20 *Calendar Year 2014 2015 2016 2017 2018 Average calls per officer 1,101 1,104 1,065 1,069 1,029 Average calls per dispatcher 5,825 5,836 5,936 5,953 5,882 Five year average calls for service 36,427 38,773 40,911 40,300 41,205 Five year average annual calls per officer 984 1,047 1,094 1,092 1,074 Five year average annual calls per dispatcher 5,204 5,539 5,844 5,900 5,886 Traffic stops 9,455 6,506 4,812 5,003 4,620 Incident reports 3,690 3,949 4,198 4,072 3,852 POLICE DEPARTMENT - POLICE DIVISION The Police Division includes Patrol, Traffic, Investigations, Records, and Property and Evidence. The Patrol Division provides core law enforcement functions, including uniform patrol, crime prevention, traffic enforcement, preliminary criminal investigations, special weapons and tactics, and overall public safety, through enforcement of state laws and local ordinances. Officers respond to calls for service, provide self-initiated activity, and interact with citizens on respective beats. The Traffic Bureau is part of the Patrol Division and is responsible for traffic enforcement, investigations of traffic collisions, Driving Under the Influence (DUI) enforcement, parking enforcement, vehicle abatement, and supervision of the crossing guard program. The Traffic program promotes the safe and orderly flow of traffic throughout Burlingame and ensures compliance with the City's posted speed limits, truck routes, and traffic safety signs. The Traffic Bureau also oversees grants from the Office of Traffic Safety. The Investigations Division works with other divisions and bureaus in the Police Department to provide quality service to Burlingame’s residents and business community by conducting follow- up investigations designed to identify responsible persons involved in committing crimes. The Investigations Division also spearheads the Department’s efforts against human trafficking. The Records Bureau is responsible for maintaining custody of official police records and reports, including making the appropriate entries into the Records databases. The bureau provides public access to police records according to State law and administers the clerical functions relative to updating arrest warrant status and recording and responding to civil and criminal subpoenas and Subpoena Duces Tecum (production of evidence). The bureau also provides crime analysis and telephone operator functions for the Department. 123 CITY OF BURLINGAME | FISCAL YEAR 2019-20 The Property and Evidence Unit is responsible for all items the Department holds as evidence or seized property. This unit ensures that property and evidence is returned to its rightful owner or is auctioned as required by law. KEY POLICE DIVISION BUDGET CHANGES Police personnel costs have increased $408,000, or 3.6%, due to scheduled salary increases and associated benefit costs. Non-personnel costs have decreased $280,000, or 10%, due primarily to a decrease in OPEB (prior retiree medical obligations) amortization costs. Funding of the Department’s OPEB liability as a percent of payroll could be decreased based on the latest OPEB actuarial study. In the area of capital outlay, the Police Department will be in the third year of a three-year replacement plan for Police in-car computers for $40,000. In addition, the Department requested a one-time $80,000 appropriation to replace the office furniture and workstations at the Police Station as the old items come to the end of their useful lives. POLICE DIVISION BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 11,224,729 11,633,101 408,372 3.6% Non-Personnel Costs 2,757,646 2,478,683 (278,963) -10.1% Internal Services 930,517 921,207 (9,310) -1.0% Capital Outlay 40,000 120,000 80,000 200.0% Total Appropriation 14,952,892 15,152,991 200,099 1.3% Sources of Funds General Fund 14,601,552 14,799,491 197,939 1.4% Measure I 172,840 166,500 (6,340) -3.7% Charges for Svc - General Fund 78,500 87,000 8,500 10.8% State Grants 100,000 100,000 0 0.0% Total Funding 14,952,892 15,152,991 200,099 1.3% POLICE DEPARTMENT - COMMUNICATIONS The Communications Bureau is responsible for all functions related to receiving, prioritizing, monitoring, and facilitating the response to externally generated emergency and non-emergency calls for public safety services. Communications personnel utilize a computer-aided dispatch- based system to enter, categorize, and dispatch all Department calls for service and record 124 CITY OF BURLINGAME | FISCAL YEAR 2019-20 keeping activities and to store pertinent law enforcement information. Other Communications Bureau functions include data entry into appropriate National Crime Information Center (NCIC) and California Law Enforcement Telecommunications System (CLETS) based systems used for tracking wanted or missing persons, stolen property, warrant verification, and local databases related to court orders. Communications Bureau personnel are also responsible for activating the Rapid Notify emergency notification system and SMCAlert. KEY COMMUNICATIONS BUDGET CHANGES The proposed personnel budget for the Communications Division has increased by $55,000, or 4%, due to scheduled salary increases and the associated benefit costs. The remaining budget largely stays flat for 2019-20. COMMUNICATIONS BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 1,354,546 1,409,648 55,102 4.1% Non-Personnel Costs 258,410 260,451 2,041 0.8% Internal Services 19,947 16,256 (3,691) -18.5% Capital Outlay 0 0 0 0.0% Total Appropriation 1,632,903 1,686,355 53,452 3.3% Sources of Funds General Fund 1,632,903 1,686,355 53,452 3.3% Total Funding 1,632,903 1,686,355 53,452 3.3% POLICE DEPARTMENT – PARKING ENFORCEMENT Parking Enforcement Officers provide enforcement for all parking-related issues such as permit parking, parking for the disabled, and fire lane violations as well as respond to requests for services. The Parking Enforcement personnel help ensure safe and orderly parking around schools, in commercial districts, and on all city streets. Removal of abandoned vehicles is also a primary responsibility of the Parking Enforcement Officers. KEY PARKING ENFORCEMENT BUDGET CHANGES There is a 5% increase in the proposed personnel budget due to scheduled salary increases and associated benefit costs. The non-personnel budget increased by $10,000, or 8.8%, due primarily 125 CITY OF BURLINGAME | FISCAL YEAR 2019-20 to anticipated increases in parking citation processing services; however, the cost increases will be offset by an increase in citation revenues. PARKING ENFORCEMENT BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 556,317 583,229 26,912 4.8% Non-Personnel Costs 109,280 118,900 9,620 8.8% Internal Services 16,493 12,673 (3,820) -23.2% Capital Outlay 0 0 0 0.0% Total Appropriation 682,090 714,802 32,712 4.8% Sources of Funds General Fund 682,090 714,802 32,712 4.8% Total Funding 682,090 714,802 32,712 4.8% POLICE DEPARTMENT – PARKING ENTERPRISE The Parking Enterprise fund relates to the maintenance and upkeep of the City’s parking lots, metering equipment, and collection of metered parking and pay-by-space revenue. Any excess revenues accumulated in the fund are used to provide funding for future parking facilities and parking meter replacement and upgrades. To provide a more appropriate matching of revenue and expenses, the cost of the City’s parking enforcement activities was moved to the General Fund in the fiscal year 2015-16 budget. Metering and parking meter collection activities were retained by the Parking Enterprise Fund. A review of the City’s current parking meter functionality and activity has indicated that new, modern meters are needed in the Broadway area, and the underground sensors on Burlingame Avenue need to have new batteries installed or be deactivated. New meters in the Broadway area will allow credit card payment and provide additional flexibility to residents and visitors. However, there is a cost associated with credit card payments that the City would have to absorb. The impact may require an increase in the Broadway area parking rates in order to recover costs. On Burlingame Avenue, the parking sensors do not allow adequate enforcement of the two-hour limit, and digging them up and replacing the batteries may not be worth the cost. If, instead, the sensors were deactivated, the current tiered metered rate would have to be changed to a flat or single tier rate. Such a change, however, would require the Council to revise the Municipal Code, which defines the current two-tier rate. 126 CITY OF BURLINGAME | FISCAL YEAR 2019-20 KEY PARKING ENTERPRISE BUDGET CHANGES The proposed personnel budget decreased by $25,000 due primarily to employees changing their health insurance plans during open enrollment, resulting in a decrease in health insurance costs anticipated for fiscal year 2019-20. The non-personnel budget has been reduced to eliminate the costs of parking citation processing services ($40,000); this cost is borne by the General Fund’s Parking Enforcement program. This reduction is partially offset by an anticipated increase (approximately $12,000) in equipment maintenance for new parking meter installations, maintenance, and repairs. As a result, the total non-personnel budget decreased by $28,000. Allocation of internal services went up $21,000, due primarily to an increase in the Vehicle and Equipment allocation. The Division replaced a number of vehicles in recent years. The replacement costs were higher than the original anticpated costs. As a result, the enterprise’s contribution to the vehicle equipment reserve was re-calculated to ensure the Division will have sufficient funds to purchase vehicle replacements in the future. PARKING ENTERPRISE BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 259,727 234,918 (24,809) -9.6% Non-Personnel Costs 426,839 398,980 (27,859) -6.5% Internal Services 76,281 97,210 20,929 27.4% Capital Outlay 29,645 29,645 0 0.0% Total Appropriation 792,492 760,753 (31,739) -4.0% Sources of Funds Monthly Parking Permits 356,000 370,000 14,000 3.9% Electric Vehicle Charging Station 15,000 15,000 0 0.0% Parking Fees 2,475,000 2,450,000 (25,000) -1.0% Other Revenue 128,000 229,000 101,000 78.9% Total Funding 2,974,000 3,064,000 90,000 3.0% 127 128 FISCAL YEAR 2019-20 PUBLIC WORKS DEPARTMENT CITY OF BURLINGAME, CALIFORNIA 129 Citizens of Burlingame City Council City Commissions City Manager City Attorney Finance Director & Treasurer Community Development Director City Clerk Human Resources Director City Librarian Parks & Recreation Director Police Chief Director of Public Works Management Assistant (1) Deputy Director of Public Works Operations (1) Assistant Public Works Director (1) Environmental Regulatory Compliance Coordinator (1) Administrative Assistant (1) Engineering Technician II (1) Public Works Inspector (1) Senior Public Works Inspector (1) Transportation Engineer (1) Associate Civil Engineer (2) Senior Civil Engineer (4) Streets & Sewer Division Manager (1) Facilities Division Manager (1) Management Analyst (1)Water Division Manager (1) Fleet Manager (1) Automotive Mechanic (2) Administrative Assistant I (1) Office Assistant I/II (1) Maintenance Electrician (1) Facilities Leadworker (1) Facilities Maintenance Worker (2) Streets & Sewer Supervisor (2) CCTV Leadworker (1) Pump Station Leadworker (1) Streets & Sewer Leadworker (4) Traffic Sign & Paint Leadworker (1) Streets & Sewer Maintenance Worker (13) Water Supervisor (1) Water Quality Supervisor (1) Water Maintenance Leadworker (1) Water Maintenance Leadworker (2) Water Service & Operations Technician (1) Water Maintenance Worker (7) Utility Inspector (1) PUBLIC WORKS 130 CITY OF BURLINGAME | FISCAL YEAR 2019-20 PUBLIC WORKS DEPARTMENT DEPARTMENT MISSION The Public Works Department’s mission is to provide quality services with commitment, courtesy, and pride. In partnership with the Burlingame community, the Department strives to offer cost- effective and environmentally responsible services in the areas of design, construction, operation, and maintenance of public works infrastructure critical to the health and safety of the community and to make Burlingame a beautiful and vibrant city in which to live and work. DEPARTMENT OVERVIEW The Public Works Department includes seven major divisions: Engineering, Facilities, Sewer, Streets and Storm Drainage, Vehicle and Equipment, Water, and Wastewater Treatment Plant. The primary function of the Department is to provide essential public health and safety services to the community including: -High-quality drinking water -Sewer collection system maintenance -Wastewater treatment -Safe roads and sidewalks -Storm drainage improvements and flood protection -Traffic signals maintenance -Street lights maintenance -Parking facilities maintenance -Building facilities maintenance -Fleet maintenance The Public Works Department is responsible for implementing the City’s Capital Improvement Program including upgrades to aging infrastructure. In addition, the Department reviews plans and inspects construction of public improvements to serve new private residential, commercial, and industrial developments. The Department also reviews and processes encroachment permits for work done in the City right-of-way by private contractors and utility companies. 131 CITY OF BURLINGAME | FISCAL YEAR 2019-20 DEPARTMENT BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 10,664,246 11,295,427 393,042 3.6% Non-Personnel Costs 17,988,442 18,450,843 251,059 1.4% Debt Service 4,393,161 4,383,855 (4,202) -0.1% Internal Services 2,534,435 2,578,745 169,921 7.1% Capital Outlay 1,312,946 637,341 (1,107,216) -63.5% Total Appropriation 36,893,230 37,346,211 (297,396) -0.8% Sources of Funds Capital Projects Fund 900,000 880,000 30,000 3.5% Charges for Svc - General Fund 500,300 679,000 104,000 18.1% Charges for Svc - ISF 2,731,950 2,984,267 335,000 12.6% Charges for Svc - Landfill 434,000 505,000 20,000 4.1% Charges for Svc - Sewer 14,808,000 14,305,000 (900,000) -5.9% Charges for Svc - Solid Waste 752,900 661,000 (18,000) -2.7% Charges for Svc - Water 17,415,000 20,400,000 2,000,000 10.9% Charges for Svc - Outside Agencies 1,085,000 1,355,000 0 0.0% General Fund 5,472,537 5,741,440 100,611 1.8% Grants & Contributions 64,150 72,000 0 0.0% Interest Income 957,600 1,122,000 330,000 41.7% Other Revenue 179,500 210,850 12,850 6.5% Parking Fund 69,426 76,000 2,900 4.0% Reserves 302,264 (83,161) (899,122) -110.2% Total Funding 45,672,627 48,908,396 1,118,239 2.3% 132 CITY OF BURLINGAME | FISCAL YEAR 2019-20 D EPARTMENT STAFF Full-Time Equivalents (FTE) FY2019 Actual FTE FY2020 Budget Request + / - Change in FTE Administrative Assistant I/II 2.00 2.00 0.00 Asst Public Works Director 1.00 1.00 0.00 Associate Civil Engineer 2.00 2.00 0.00 Automotive Mechanic 2.00 2.00 0.00 CCTV Leadworker 1.00 1.00 0.00 Deputy Director of Public Works Operations 1.00 1.00 0.00 Director of Public Works 1.00 1.00 0.00 Engineering Technician 1.00 1.00 0.00 Environmental Regulatory Compliance Coordinator 1.00 0.00 (1.00) Environmental Regulatory Manager 0.00 1.00 1.00 Facilities Division Manager 1.00 1.00 0.00 Facilities Leadworker 1.00 1.00 0.00 Facilities Maintenance Worker 2.00 2.00 0.00 Fleet Manager 1.00 1.00 0.00 Maintenance Electrician 1.00 1.00 0.00 Management Analyst 1.00 1.00 0.00 Management Assistant 1.00 1.00 0.00 Office Assistant I/II 1.00 1.00 0.00 Public Works Inspector 1.00 1.00 0.00 Pump Station Leadworker 1.00 1.00 0.00 Senior Civil Engineer 4.00 4.00 0.00 Senior Public Works Inspector 1.00 1.00 0.00 Street & Sewer Leadworker 4.00 4.00 0.00 Street & Sewer Division Manager 1.00 1.00 0.00 Street & Sewer Maintenance Worker 13.00 13.00 0.00 Street & Sewer Supervisor 2.00 2.00 0.00 Traffic Sign & Paint Leadworker 1.00 1.00 0.00 Transportation Engineer 1.00 1.00 0.00 Utility Inspector 1.00 1.00 0.00 Water Division Manager 1.00 1.00 0.00 Water Maintenance Leadworker 3.00 3.00 0.00 Water Maintenance Worker 7.00 7.00 0.00 Water Quality & Meter Technician 0.00 0.00 0.00 Water Quality Supervisor 1.00 1.00 0.00 Water Service & Operations Technician 1.00 1.00 0.00 Water Supervisor 1.00 1.00 0.00 Total FTE 65.00 65.00 0.00 133 CITY OF BURLINGAME | FISCAL YEAR 2019-20 DEPARTMENT STATISTICS FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated Engineering Major studies conducted 15 16 16 19 21 Streets, sidewalks, and storm drainage projects undertaken 15 15 17 20 23 Sewer projects undertaken 11 12 13 13 16 Water projects undertaken 9 9 11 12 13 Parks projects undertaken 2 3 4 4 4 Miscellaneous projects undertaken 6 9 9 12 12 Private development projects reviewed 116 125 130 140 145 Facilities Buildings maintained 21 21 21 21 21 Help desk tickets addressed 540 870 387 400 600 Square footage of buildings painted 5,000 10,225 8,450 10,000 8,000 Sewer Customer service calls 432 383 360 325 300 Mains cleaned (non-easement in feet) 254,298 198,600 147,976 160,000 275,000 Mains cleaned (easement in feet) 112,476 67,579 59,073 68,000 70,000 Laterals repaired and replaced 94 92 200 135 130 Mains repaired and replaced (feet) 1,912 2,901 11,625 6,400 5,000 Pumps repaired 1 4 1 5 2 Private laterals inspected 268 262 176 210 175 Closed circuit television (miles of mains) 21 28 11 20 20 Manholes replaced 33 35 57 45 40 134 CITY OF BURLINGAME | FISCAL YEAR 2019-20 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated Lateral maintenance completed (each) 3,401 4,779 1,484 1,500 3,800 Lateral maintenance completed (feet) 84,377 139,580 30,672 26,500 90,000 Root foaming completed (mains in feet) 31,002 29,000 28,102 33,000 25,000 Streets & Storm Drainage Streets swept (miles) 9,243 10,997 8,755 8,200 5,000 Debris removed (cubic yards) 6,636 5,000 3,367 4,000 5,000 Streets repaired (square feet) 13,650 15,000 11,500 11,000 15,500 Regulatory signs repaired and replaced 1,081 1,000 507 950 400 Striping (feet) 5,290 4,500 4,600 3,500 4,950 Pavement markings 1,750 1,500 1,575 1,000 1,000 Sidewalk and curbs repaired (concrete in square feet) 3,789 1,500 1,240 1,300 1,620 Temporary sidewalks repaired (asphalt in square feet) 2,383 2,500 1,400 1,350 1,200 Storm drain pipes cleaned (feet) 3,200 15,000 2,750 1,030 1,600 Catch basins cleaned 1,085 1,500 537 800 500 Crack sealing (feet) 58,000 52,000 0 0 25,000 Creeks cleaned and debris removed (each/tons) 5 / 360 6/400 6/440 6/400 5/500 Vehicle & Equipment Vehicles & Equipment serviced (preventive maintenance) 396 774 845 789 1,020 Miscellaneous repairs made (minor repairs) 416 425 506 489 645 Vehicles smog tested 17 17 22 21 30 Vehicles and equipment maintained 317 321 335 314 330 Emergency road service calls 25 24 80 40 25 Water Water purchased (in billion gallons) 1.32 1.13 1.20 1.15 1 135 CITY OF BURLINGAME | FISCAL YEAR 2019-20 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated Customer service calls made 930 902 485 400 450 Meters replaced 1,011 952 386 205 400 Main and valves repaired 26 23 23 20 24 Valves exercised 36 215 166 1,300 500 Services repaired 14 11 11 5 20 New services installed 16 14 28 23 25 Fire hydrants serviced or repaired 9 19 160 595 20 Fire hydrants replaced 7 8 5 4 5 Water quality tests conducted 535 596 580 525 725 Water mains flushed (miles) 4 4 5 13 35 Backflow devices tested 35 35 35 35 11 Fire flow test performed 50 60 44 38 50 Wastewater Treatment Plant Minimum flows - million gallons day (MGD) 3 2 2 2 1 Average flows - (MGD) 3 3 3 3 3 Maximum flows - (MGD) 14 7 19 18 18 Biological oxygen demand (BOD) – average lbs/day 8,349 7,999 8,311 8,400 8,000 Total suspended solids (TSS) – avg lbs/day 8,030 7,839 8,197 8,100 9,000 DEPARTMENT PERFORMANCE MEASURES FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated Limit construction change orders to 10% or less of the contract for 80% of the CIP projects (not including increases in scope of work) 100% 100% 100% 100% 100% 136 CITY OF BURLINGAME | FISCAL YEAR 2019-20 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Estimated Maintain a citywide average PCI (Pavement Condition Index) score of at least 65 76 77 77 76 81 Complete 70% of Facilities Help Desk tickets within 3 days of receipt, excluding requests that require ordering specialty parts 96% 95% 95% 95% 70% Make initial response to Streets/Sewer/Water service calls within an average of 30 minutes or less 26 mins 30 mins 30 mins 20 mins 18 mins Make initial response to investigate and prioritize pothole and sidewalk complaints within 48 hours 90% of the time 100% 100% 100% 100% 100% Complete 95% of the vehicle services and minor repairs within one working day 96% 96% 96% 93% 95% Complete 90% of scheduled preventative maintenance for vehicles in the month they are due 97% 97% 97% 93% 95% Complete 95% of the water service installation requests within 10 working days 100% 100% 100% 100% 100% Meet State and Federal regulatory water quality standards for drinking water by attaining a minimal of 95% of samples free from total coliform 99% 100% 100% 100% 100% PUBLIC WORKS DEPARTMENT- ENGINEERING DIVISION The Engineering Division is responsible for providing engineering services and implementing the following key programs: Capital Improvement Program (CIP), Development Review for Impacts on City Infrastructure, Traffic Safety, and Administration. The Division is responsible for developing and implementing the CIP and ensuring that CIP projects are planned, designed, and constructed in a timely, safe, functional, aesthetic, and economical manner. The following infrastructure areas are covered in the CIP: water system, sanitary sewer system, storm drainage system, street resurfacing program, sidewalk/ADA ramp program, street lighting system, traffic signals, signage and pavement markings, facility improvements, and the Wastewater Treatment Plant. The Engineering Division works closely with the Community Development Department to perform plan-checking services for private development projects that impact City infrastructure to ensure compliance with codes and regulations. The Division reviews plans and processes encroachment permits for work within the public right-of-way. The Division is also responsible for reviewing and processing subdivision and parcel maps. 137 CITY OF BURLINGAME | FISCAL YEAR 2019-20 The Division serves as liaison to the Traffic, Safety and Parking Commission and the Bicycle Pedestrian Advisory Committee to address traffic safety and parking-related matters and performs traffic studies and analyses to address traffic-related problems. Responsibility for applying for and administering grant funding for transportation-related projects also lies in the Engineering Division. The Division provides general engineering services to the City Council, City departments, and Commissions as needed. The Engineering Division coordinates with Commute.org to manage the City shuttle program; maintains City maps and utility records; and coordinates work performed by Caltrain, Caltrans, and the San Mateo County Transportation Authority within the City’s jurisdiction to ensure compliance with City requirements. KEY ENGINEERING DIVISION BUDGET CHANGES The Engineering Division personnel budget has increased by $102,000, or 4%. The budget includes the reclassification of one staff member from Environmental Regulatory Compliance Coordinator to Environmental Compliance Manager. This position is funded by the General Fund (20%), Water Fund (40%) and Sewer Fund (40%). The reclassification reflects the current employee’s actual daily responsibilities. The budgetary impact of the reclassification is approximately $7,200. The remaining increase in the Division’s personnel budget is due to wage increases for both full-and part-time employees, and benefit cost increases. ENGINEERING DIVISION BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 2,536,892 2,639,339 102,447 4.0% Non-Personnel Costs 788,468 806,925 18,457 2.3% Internal Services 246,216 243,712 (2,504) -1.0% Capital Outlay 10,000 0 (10,000) -100.0% Total Appropriation 3,581,576 3,689,976 108,400 3.0% Sources of Funds General Fund 2,156,576 2,130,976 (25,600) -1.2% Charges for Svc - General Fund 575,000 679,000 104,000 18.1% Capital Projects Fund 850,000 880,000 30,000 3.5% Total Funding 3,581,576 3,689,976 108,400 3.0% 138 CITY OF BURLINGAME | FISCAL YEAR 2019-20 PUBLIC WORKS – FACILITIES MAINTENANCE DIVISION The Facilities Division is responsible for providing maintenance services to City building facilities, including City Hall, Libraries, the Parks Yard, the Police Station, the Public Works Corporation Yard, the Recreation Center, and fire stations. The Division is also responsible for the oversight and administration of the custodial services contract. The Division operates as an internal service fund. The Facilities Division Manager is a resource on facilities remodeling, rehabilitation, and new construction projects and helps determine the need for and recommend capital improvements for City facilities. The Division performs preventive maintenance on major building systems on a regular, predetermined schedule. The maintenance components include heating, ventilation, and air conditioning systems (HVAC), electrical distribution for lighting and control systems, security and fire systems, building pumps, and building generators. KEY FACILITIES MAINTENANCE DIVISION BUDGET CHANGES The FY 2019-20 budget for the Facilities Maintenance Division increased by $107,000, or 6.3%. The Division’s personnel costs reflect a moderate increase of 3.6% due to scheduled salary increases and associated benefit costs. The non-personnel budget is increased 7.3%, as the Division anticipates increases in the contractual cost of janitorial services due to prevailing wage increases. FACILITIES MAINTENANCE DIVISION BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 808,140 837,052 28,912 3.6% Non-Personnel Costs 858,889 921,239 62,350 7.3% Internal Services 49,583 50,720 1,137 2.3% Capital Outlay 0 15,000 15,000 0.0% Total Appropriation 1,716,612 1,824,011 107,399 6.3% Sources of Funds Charges for Services - ISF 1,716,612 1,809,010 92,398 5.4% Charges for Svc - Outside Agencies 0 0 0 0.0% Interest Income 6,000 7,000 1,000 16.7% Reserves (6,000) 8,001 14,001 -233.4% Total Funding 1,716,612 1,824,011 107,399 6.3% 139 CITY OF BURLINGAME | FISCAL YEAR 2019-20 PUBLIC WORKS – LANDFILL FUND The Landfill Fund finances the costs associated with the long-term monitoring requirements of the closed City landfill located on Airport Boulevard. The State requires that a dedicated fund be set aside for the purposes of landfill monitoring and maintenance. The Regional Water Quality Control Board and the Bay Area Air Quality Management District require regular sampling and analysis of ground water and monitoring of methane gas around the landfill site. The Public Works Department’s Engineering Division provides the oversight and management of landfill post- closure monitoring services. Revenues from a 5% surcharge on solid waste rates is transferred and used to fund the long-term state-required testing and monitoring of water quality and volatile gases from the landfill. KEY LANDFILL FUND BUDGET CHANGES There is no significant budget change in 2019-20. LANDFILL FUND BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 60,588 64,602 4,014 6.6% Non-Personnel Costs 196,475 186,506 (9,969) -5.1% Internal Services 941 705 (236)-25.1% Capital Outlay 0 0 0 0.0% Total Appropriation 258,004 251,813 (6,191) -2.4% Sources of Funds Charges for Svc - Landfill 485,000 505,000 20,000 4.1% Interest Income 22,000 24,000 2,000 9.1% Total Funding 507,000 529,000 22,000 4.3% 140 CITY OF BURLINGAME | FISCAL YEAR 2019-20 PUBLIC WORKS – SEWER MAINTENANCE DIVISION The Sewer Maintenance Division is responsible for providing operation and maintenance services related to the sewer collection system. The sewer collection system consists of 100 miles of gravity sewers, 31 miles of lower laterals, five miles of force mains, and seven lift stations. The Division also provides services to convey sewage from Hillsborough to the Wastewater Treatment Plant for its treatment and disposal. The Sewer Division crew responds to complaints in connection with sewer problems and attempts to resolve the issue. This includes emergency response related to the sewer main and lower lateral blockage relief. The Sewer Division performs preventative cleaning of the entire collection system on a regular basis every three years to prevent line blockages due to grease, roots, and other debris. The Division performs regular inspections of the sewer system using Closed Circuit Television (CCTV) cameras. Data captured from CCTV inspection is entered into a Computerized Maintenance Management System and is evaluated for maintenance needs and Capital Improvement Projects. The Sewer Division is responsible for performing repairs of broken sewer mains and lower laterals as part of the Sewer System Overflows Reduction Program. The Division also performs rehabilitation of manholes and cleanouts in order to prevent storm water infiltration into the system. The Sewer Division performs daily checks of pump stations and performs preventative maintenance as required. This includes replacing damaged parts and performing repairs. In addition, the Division cleans the pump wet wells by utilizing bacteria cultures to dissolve grease deposits in wet wells and connecting pipe systems. The Sewer Division is also responsible for the oversight and certification of Sewer Lateral Tests involved in the sale of private properties or remodel of residential and commercial properties. The Division also inspects underground sewer lateral installations, main connections, and cleanout installations by private contractors for residential, commercial, and industrial properties. KEY SEWER MAINTENANCE DIVISION BUDGET CHANGES The Sewer Maintenance Division’s proposed non-personnel budget decreased by $110,000, or 10%, for fiscal year 2019-20. This is largely due to the Division’s continued efforts to improve current work processes and the Division’s overall operations. After testing new methods and procedures during 2018, the Division will attempt to clear sewer easements (for access) with in-house staff during FY 2019-20. The crew will also complete more paving requests in house and therefore reduce the use of on-call paving contractual services. Another key budgetary change is the increase in allocation for Internal Services, up $77,000, mainly due to an increase in the Vehicle and Equipment allocation. A sewer vacuum cleaning truck and a number of other vehicles were replaced in FY 2018-19. As a result, the Division’s contributions to the vehicle and equipment reserve were re-calculated to ensure the Division will have sufficient funds to purchase vehicle and equipment replacements in the future. 141 CITY OF BURLINGAME | FISCAL YEAR 2019-20 SEWER MAINTENANCE DIVISION BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 2,438,802 2,478,899 40,097 1.6% Non-Personnel Costs 1,092,214 981,360 (110,854) -10.1% Debt Service 2,432,086 2,435,595 3,509 0.1% Internal Services 445,591 522,372 76,781 17.2% Capital Outlay 103,500 31,000 (72,500) -70.0% Total Appropriation 6,512,193 6,449,226 (62,967) -1.0% Sources of Funds Charges for Svc - Sewer 12,101,467 11,120,251 (981,216) -8.1% Interest Income 288,000 465,000 177,000 61.5% Other Revenue 0 0 0 0.0% Total Funding 12,389,467 11,585,251 (804,216) -6.5% PUBLIC WORKS – SHUTTLE BUS PROGRAM The Burlingame Shuttle Bus Program provides public transportation services to reduce traffic congestion during the peak commute hours. The City coordinates with regional transportation agencies to provide shuttle services. The Shuttle Program consists of four shuttle routes and is administered by the Public Works Department’s Engineering Division. As part of a regional traffic congestion management effort for San Mateo County, Commute.org provides management and contract administration services for the commuter shuttles. A summary of the four shuttles follows. The Bayside Commuter Shuttle, with its two shuttle vehicles, has very high ridership and serves employers in the Rollins Road and Bayshore-Airport Boulevard areas, connecting them with the BART Intermodal Station in Millbrae during peak commute hours. The Bayside Commuter Shuttle is funded 75% by the San Mateo County Transportation Authority and 25% by City funds. The North Burlingame Shuttle connects residents and employees in the north Burlingame area, the Sisters of Mercy, and Mills-Peninsula Hospital to the Millbrae BART station during peak commute hours. The North Burlingame Shuttle is funded 50% by a City/County Association of Governments grant and 50% by the Sisters of Mercy and Mills-Peninsula Hospital. The Hotel/Downtown Shuttle provides daily service to Burlingame hotels during lunch and dinner hours by transporting hotel patrons to the Burlingame Avenue and Broadway commercial areas for dining and shopping, and back to the hotels. The shuttle is funded by contributions from hotels, the Business Improvement Districts, and the City. The shuttle is managed by the San Mateo County/Silicon Valley Convention and Visitors Bureau. 142 CITY OF BURLINGAME | FISCAL YEAR 2019-20 The Broadway Train Station Shuttle provides service to commuters between the Broadway Train Station and the Millbrae BART station during peak commute hours and is funded by the Peninsula Corridor Joint Powers Board. KEY SHUTTLE PROGRAM BUDGET CHANGES There is no budget change in fiscal year 2019-20. SHUTTLE PROGRAM BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Non-Personnel Costs 215,500 215,500 0 0.0% Total Appropriation 215,500 215,500 0 0.0% Sources of Funds General Fund 143,500 143,500 0 0.0% Grants & Contributions 72,000 72,000 0 0.0% Total Funding 215,500 215,500 0 0.0% PUBLIC WORKS – SOLID WASTE FUND The City of Burlingame is a member of the South Bayside Waste Management Authority (SBWMA), a joint powers authority that contracts with Recology and South Bay Recycling for solid waste collection and disposal, inert recyclable materials collection, and yard and organic waste collection and composting of the Burlingame customer accounts (over 6,600). A Councilmember represents the City on the SBWMA Board, while the Finance Director serves on the Technical Advisory Committee. A portion of the fees charged for garbage collection and disposal is used to fund certain City activities associated with these solid waste services, accounted for in the Solid Waste Fund. These activities include cleaning of downtown sidewalks, parking lots, and public trash receptacles. The Solid Waste Fund also retains a rate stabilization reserve to fund anticipated shortfalls experienced in the collection, recycling, and disposal services mentioned above. The largest source of funds for the Solid Waste Fund is revenues from garbage collection fees. In recent years the cost of solid waste services has exceeded these customer revenues, requiring draws on the fund’s rate stabilization reserve. For this reason, and in anticipation of further cost increases in future years, rates for this utility were raised 6% on January 1, 2019. Rates will be further increased by 6% at the beginning of each of the calendar years 2020 and 2021. 143 CITY OF BURLINGAME | FISCAL YEAR 2019-20 KEY SOLID WASTE FUND BUDGET CHANGES The Solid Waste Fund’s budget for Internal Services is up $71,000 in FY 2019-20, as the Division replaced two street sweepers in FY 2018-19, at a cost of nearly $250,000 each. As a result of these large purchases, charges from the City’s Vehicle and Equipment Internal Service Fund must be increased to ensure sufficient funds are available to cover future equipment replacement costs. SOLID WASTE FUND BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 459,601 430,410 (29,191) -6.4% Non-Personnel Costs 267,454 221,534 (45,920) -17.2% Internal Services 70,229 141,151 70,922 101.0% Capital Outlay 0 0 0 0.0% Total Appropriation 797,284 793,095 (4,189) -0.5% Sources of Funds Charges for Svc - Solid Waste 679,000 661,000 (18,000) -2.7% Interest Income 75,000 64,000 (11,000) -14.7% Reserve 43,284 68,095 24,811 57.3% Total Funding 797,284 793,095 (4,189) -0.5% P UBLIC WORKS – STREETS AND STORM DRAINAGE DIVISION The Streets and Storm Drainage Division is responsible for providing operation and maintenance services related to the streets and storm drainage system, which includes 84 lane miles of streets, 116 miles of sidewalks, 50 miles of storm drain systems and creeks, and five pump station facilities. The Division performs street repair services including excavations, backfills, restorations, and pothole repairs. The Division also performs regularly scheduled crack sealing street repairs in order to increase infrastructure longevity prior to resurfacing. The Division works closely with the Engineering Division to identify sidewalk, curb, and gutter problems to be addressed as part of the Capital Improvement Program. The Division performs temporary sidewalk repairs using asphalt patching and grinding of uneven surfaces to prevent tripping hazards. The Division also works closely with the Engineering Division to install street signage, striping, and pavement markings as required by regulations. The Division utilizes outside contractors to perform traffic signal maintenance services. 144 CITY OF BURLINGAME | FISCAL YEAR 2019-20 The Division maintains and performs regular cleaning of creeks, channels, catch basins, trash capture devices, and pipe systems. In addition, the Division performs maintenance services to pump stations to ensure proper functioning during rain storms to prevent flooding. The Division also performs street sweeping services for all residential, commercial, and industrial areas. The street sweeping is performed six days a week in the Downtown and commercial areas. The street sweeping in the residential areas is performed once a week during the winter (leaf) season, and every other week during the summer season. The Division also cleans City-owned parking lots in the Burlingame Avenue and Broadway Downtown commercial areas and power washes sidewalks in the Burlingame Avenue and Broadway Downtown districts. KEY STREETS AND STORM DRAINAGE DIVISION BUDGET CHANGES Personnel costs have increased $63,000, or 4.6%, due to scheduled salary increases and associated benefit costs. The Division requires an additional $108,000 under its non-personnel budget to cover the costs of creek maintenance permits ($53,000), painting services for downtown poles and garbage cans ($30,000), and increased maintenance and repairs at storm water pump stations ($25,000). STREETS AND STORM DRAINAGE DIVISION BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 1,357,026 1,419,778 62,752 4.6% Non-Personnel Costs 914,257 1,036,081 121,824 13.3% Internal Services 1,058,070 1,069,605 11,535 1.1% Capital Outlay 84,500 17,500 (67,000) -79.3% Total Appropriation 3,413,853 3,542,964 129,111 3.8% Sources of Funds General Fund 3,340,753 3,466,964 126,211 3.8% Parking Fund 73,100 76,000 2,900 4.0% Total Funding 3,413,853 3,542,964 129,111 3.8% PUBLIC WORKS – VEHICLE AND EQUIPMENT MAINTENANCE DIVISION The Vehicle and Equipment Maintenance Division is responsible for providing vehicle maintenance services to the City fleet system. The City fleet consists of a total of 118 vehicles and 145 CITY OF BURLINGAME | FISCAL YEAR 2019-20 trucks and 132 pieces of equipment operated by the Public Works, Parks, Police, Library, and Community Development Departments. The Division is also responsible for managing the City fleet of vehicles and rolling stock. The Division purchases vehicles and rolling equipment based on replacement criteria and schedules. Vehicle and Equipment Maintenance is operated as an internal service fund. The Division also provides vehicle maintenance services to the Town of Hillsborough Public Works Department fleet, which consists of 39 vehicles. KEY VEHICLE AND EQUIPMENT MAINTENANCE BUDGET CHANGES The budget for personnel costs in this internal service fund reflect an increase of $35,000, or 8%, due to scheduled salary increases, merit increases, and associated benefit costs. A decrease in the capital outlay budget is recommended: the FY 2018-19 adopted budget included the cost of replacing seven vehicles, one Sewer Cleaning Truck, and two Street Sweepers, driving the total capital outlay over $1 million. Based on the City’s vehicle and equipment replacement schedule, a budget of $289,000 will be sufficient for the City’s needs in fiscal year 2019-20. VEHICLE & EQUIPMENT MAINTENANCE BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 434,733 469,359 34,626 8.0% Non-Personnel Costs 337,406 325,476 (11,930) -3.5% Internal Services 58,236 61,165 2,929 5.0% Capital Outlay 1,048,957 289,000 (759,957) -72.4% Total Appropriation 1,879,332 1,145,000 (734,332) -39.1% Sources of Funds Charges for Svc - ISF 932,655 1,175,257 242,602 26.0% Interest Income 113,000 124,000 11,000 9.7% Charges for Svc - Outside Agencies 55,000 5,000 (50,000) -90.9% Revenue - Sale of Vehicles 0 0 0 0.0% Reserves 778,677 (159,257) (937,934) -120.5% Total Funding 1,879,332 1,145,000 (734,332) -39.1% 146 CITY OF BURLINGAME | FISCAL YEAR 2019-20 PUBLIC WORKS – WATER MAINTENANCE DIVISION The Water Maintenance Division is responsible for providing services related to the operations and maintenance of the City’s drinking water distribution system. The drinking water distribution system consists of 100 miles of pipes, six metered connections with the San Francisco Public Utilities Commission, four pump stations, and seven storage reservoirs and appurtenances. The City receives its drinking water from the Hetch Hetchy Regional Water System and distributes it to the Burlingame community through the local distribution system. The City also provides drinking water to a portion of unincorporated San Mateo County known as Burlingame Hills. In compliance with California Department of Health Services regulations, the Water Division regularly collects and analyzes water quality samples and ensures that the City’s water meets or exceeds State and Federal water quality standards. The Division also coordinates with the San Mateo County Health Department to manage the Backflow Prevention Testing Program and ensures that the City-owned backflow devices meet the County Department of Health standards. The Water Division conducts a bi-annual program to clean the water distribution system to remove sediment from the water mains and improve water quality. The Division performs inspections and repairs of fire hydrants, makes repairs as a result of water main leaks, and replaces pipes as needed. The Division exercises and indexes all water main valves and installs larger residential services for new development projects. The Division performs daily pump station inspections; checks water leaks on public and private properties; rechecks meter readings; and performs turn-offs, turn-ons, and other related investigations. The Division is also responsible for performing water-meter reads in the city every two months, and performs tests of water meters and calibrates them every other year to ensure accurate meter readings. The Division inspects the pump systems, pressure reducing valves, and pump control valves to ensure they are properly functioning, and performs maintenance as needed. KEY WATER MAINTENANCE DIVISION BUDGET CHANGES Personnel costs in the Division are anticipated to increase $149,000, or 5.3%, in the upcoming fiscal year, mainly due to scheduled salary increases and associated benefit costs. The budget for water purchases is expected to remain the same as last year because the SFPUC did not change the cost of wholesale water. Other operating budgets also remain fairly level when compared with the current fiscal year. The Division’s capital outlay budget is decreased by $155,000 primarily due to the funding of certain one-time purchases of new equipment for the Division in the adopted FY 2018-19 budget. The FY 2019-20 capital outlay budget reflects a more normal range for the Division’s needs. 147 CITY OF BURLINGAME | FISCAL YEAR 2019-20 WATER MAINTENANCE DIVISION BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Employee Costs 2,806,603 2,955,988 149,385 5.3% Non-Personnel Costs 9,382,186 9,427,872 45,686 0.5% Debt Service 1,955,971 1,948,260 (7,711) -0.4% Internal Services 478,360 479,916 1,556 0.3% Capital Outlay 242,600 87,841 (154,759) -63.8% Total Appropriation 14,865,720 14,899,877 34,157 0.2% Sources of Funds Charges for Svc - Water 18,400,000 20,400,000 2,000,000 10.9% General Fund 0 0 0 N/A Interest Income 288,000 438,000 150,000 52.1% Other Revenue 198,000 210,850 12,850 6.5% Total Funding 18,886,000 21,048,850 2,162,850 11.5% PUBLIC WORKS – WASTEWATER TREATMENT The City’s Wastewater Treatment Plant treats domestic, commercial, and industrial wastewater by removing hazardous elements and pollutants, and then disposes the treated effluent in a manner that does not harm the environment. The Wastewater Treatment Plant treats wastewater discharged by all City customers including residential, commercial, and industrial properties. The Wastewater Treatment Plant also treats the Town of Hillsborough wastewater conveyed through the Burlingame sewer collection system. The Wastewater Treatment plant is a Class IV activated sludge plant. The Regional Water Quality Control Board issues a discharge permit that sets forth minimum treatment requirements. The current NPDES permit was issued in May 2013 and is in the process of being reviewed. The plant is operated through a contract with Veolia Water North America Operating Services, Inc. After treatment, the effluent is pumped to a sub-regional, de-chlorination plant in South San Francisco and released into the San Francisco Bay using a deep water outfall located north of San Francisco International Airport. The dewatered sludge is trucked off site to a sanitary landfill or a land application. 148 CITY OF BURLINGAME | FISCAL YEAR 2019-20 KEY WASTEWATER TREATMENT BUDGET CHANGES The overall budget for the Wastewater Treatment Plant for the upcoming 2019-20 fiscal year reflects an increase of 3% as compared to last year. Personnel costs have increased 4.4% due to scheduled salary increases and associated benefit costs. The budget for capital outlay fluctuates from time to time due to changes in the Division’s equipment replacement schedule and operation needs. WASTEWATER TREATMENT BUDGET SUMMARY FY2019 Adopted Budget FY2020 Budget Request + / - Change in $ + / - Change in % Appropriations Non-Personnel Costs 4,146,935 4,328,350 181,415 4.4% Internal Services 1,598 9,399 7,801 488.2% Capital Outlay 255,000 197,000 (58,000) -22.7% Total Appropriation 4,403,533 4,534,749 131,216 3.0% Sources of Funds Charges for Svc - Sewer 3,103,533 3,184,749 81,216 2.6% Charges for Svc - Outside Agencies 1,300,000 1,350,000 50,000 3.8% Total Funding 4,403,533 4,534,749 131,216 3.0% 149 150 Capital Improvement Program – Five Year Capital Plan Capital Improvement Plan Definitions Citywide Five Year Summary Plan by Major and Minor Program Facilities Capital Improvement Plan Parks and Trees Capital Improvement Plan Parking and Garages Capital Improvement Plan Sewer Capital Improvement Plan Storm Drain Capital Improvement Plan Streets Capital Improvement Plan Water Capital Improvement Plan 151 152 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM The Burlingame community depends on a reliable City infrastructure that fosters a safe environment in which to live and work. The Public Works Department is tasked with the creation of long-lasting improvements to aging infrastructure, facilities, and streets in order to sustain the quality of life that all residents and members of the business community enjoy. The Parks and Recreation Department coordinates major renovations to city parks and trees. The Capital Improvement Program (CIP) is a multi-phase, multi-year endeavor consisting of seven subprograms: PARKS AND TREES The Parks and Trees Capital Improvement Program ensures the safety and quality of 18 parks, 4,640 park trees, and 17,146 street trees. The program includes major repair and replacement of all playground equipment, sports fields, lighting, fencing, and paving. PARKING AND GARAGES The City maintains approximately 26 parking lots, including one parking structure. The Parking and Garages Capital Improvement Program includes improvements and upgrades to parking surfaces; meters and pay stations; striping; landscaping; and ancillary equipment such as wheel stops, parking banners, and signage. STREETS The City operates and maintains 84 miles of streets along with 116 miles of sidewalks, 1,700 streetlights (both owned by the City and by Pacific Gas & Electric), and 18 City-owned traffic intersection signals. This includes several miles of bike lanes and pedestrian facilities. The Streets Capital Improvement Program includes annual improvements to streets, sidewalks, curb and gutter, and ADA ramps. Traffic-related improvements such as signal upgrades, signage, and pavement markings are also part of this program. STORM DRAIN The City operates and maintains approximately 50 miles of storm drainage system including seven creeks/watershed areas with open and closed channel systems with over 2,000 catch basins. The Storm Drain Capital Improvement Program will replace and upgrade the City's aging storm drainage facilities including pipes, pumps, and catch basins, to provide long-lasting flood protection, improve public safety, and reduce pollution. 153 CITY OF BURLINGAME | FISCAL YEAR 2019 -20 WATER The City operates and maintains over 105 miles of potable water system with six storage reservoirs. The City provides water services to Burlingame residents and businesses as well as the residents of Burlingame Hills, an unincorporated area of San Mateo County. The Water Capital Improvement Program improves the water distribution system and ensures system reliability, water quality, fire protection flows, and storage capacity. SEWER COLLECTION AND TREATMENT The City operates and maintains approximately 130 miles of sanitary sewer system and seven pump stations. The City provides sewer collection and treatment services to Burlingame residents and businesses as well as conveys and treats the wastewater for the Town of Hillsborough and portions of Burlingame Hills (in unincorporated San Mateo County). The Sewer Capital Improvement Program focuses on improvements to the aging collection system and Wastewater Treatment Plant to improve overall system reliability and operation; reduce future maintenance; and provide environmental benefits by minimizing the occurrence of overflows. CITY FACILITIES AND OTHER MULTI-YEAR PROJECTS The City maintains over 200,000 square feet of building space. The Facilities Capital Improvement Program includes improvements to City-owned buildings such as City Hall, the Recreation Center and Parks Yard, the Public Works Corporation Yard, the Police Station, and City libraries. The Facilities Capital Improvement Program focuses on both minor and major repair and replacement of these significant City-owned buildings. From time to time, the City will embark on projects that may span multiple years, such as the update of the City’s General Plan. Appropriations and multi-year budget needs are also accounted for in this program. 154 CITYWIDE CIP BY MAJOR & MINOR PROGRAM General Fund Gas Tax Measure A Measure I SB 1 Sewer Rates (City)Other Revenue Storm Drain Fee Water Rates (City)Parking Fund Total New FY20 Appropriations ** Available Existing Funding Transfers Total Available Existing, Net of Transfers Total FY20 Need (Existing + New) FY21 Need FY22 Need FY23 Need FY24 Need FY20-24 Need Total FY24+ Need Total FY20-24+ Need *in thousands (000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000) A. FACILITIES CAPITAL IMPROVEMENT PROGRAM Improvements 100 0 0 0 0 0 0 0 0 0 100 4,845 32 4,877 4,977 51,050 1,050 1,050 1,050 59,177 56,048 115,225 Minor Upgrades 1,900 0 0 0 0 0 0 0 0 0 1,900 5,700 (32)5,668 7,568 0 0 0 0 7,568 0 7,568 Miscellaneous (General Plan Update)0 0 0 0 0 0 0 0 0 0 0 583 0 583 583 0 0 0 0 583 0 583 SUBTOTAL 2,000 0 0 0 0 0 0 0 0 0 2,000 11,128 0 11,128 13,128 51,050 1,050 1,050 1,050 67,328 56,048 123,376 B.PARKING & GARAGES CAPITAL IMPROVEMENT PROGRAM Improvements 0 0 0 0 0 0 0 0 0 2,650 2,650 429 0 429 3,079 100 100 100 100 3,479 0 3,479 SUBTOTAL 0 0 0 0 0 0 0 0 0 2,650 2,650 429 0 429 3,079 100 100 100 100 3,479 0 3,479 C.PARKS & TREES CAPITAL IMPROVEMENT PROGRAM Tree Management and Replacement 55 0 0 0 0 0 0 0 0 0 55 88 0 88 143 55 5 55 0 258 0 258 Citywide Parks Paving, Courts, Pathways 0 0 0 0 0 0 0 0 0 0 0 203 0 203 203 50 50 50 0 353 0 353 Citywide Playgrounds and Resilient Resurfacing 150 0 0 0 0 0 0 0 0 0 150 2,319 0 2,319 2,469 150 150 150 100 3,019 0 3,019 Citywide Parks Fencing 0 0 0 0 0 0 0 0 0 0 0 165 0 165 165 100 0 0 0 265 0 265 Citywide Parks Lighting 0 0 0 0 0 0 0 0 0 0 0 78 0 78 78 0 0 0 0 78 0 78 Parks Safety, Maintenance and Improvements 300 0 0 0 0 0 0 0 0 0 300 1,104 0 1,104 1,404 200 380 250 300 2,534 0 2,534 Aquatics Facility 700 0 0 0 0 0 0 0 0 0 700 397 0 397 1,097 0 0 1,300 0 2,397 0 2,397 Major Improvements 2,100 0 0 0 0 0 0 0 0 0 2,100 3,734 0 3,734 5,834 200 200 200 200 6,634 15,000 21,634 SUBTOTAL 3,305 0 0 0 0 0 0 0 0 0 3,305 8,088 0 8,088 11,393 755 785 2,005 600 15,538 15,000 30,538 D.SEWER CAPITAL IMPROVEMENT PROGRAM Studies 0 0 0 0 0 650 0 0 0 0 650 197 60 257 907 600 0 100 0 1,607 0 1,607 Sewer Main Rehabilitation 0 0 0 0 0 3,350 0 0 0 0 3,350 5,447 (100)5,347 8,697 3,000 2,700 2,800 4,300 21,497 30,000 51,497 Miscellaneous Sewer Repairs 0 0 0 0 0 250 0 0 0 0 250 1,391 100 1,491 1,741 50 50 50 0 1,891 1,000 2,891 Pump Stations 0 0 0 0 0 0 0 0 0 0 0 1,150 0 1,150 1,150 0 0 0 0 1,150 0 1,150 Treatment 0 0 0 0 0 710 0 0 0 0 710 3,256 (60)3,196 3,906 1,200 2,310 1,945 210 9,571 16,430 26,001 Miscellaneous 0 0 0 0 0 120 0 0 0 0 120 14 0 14 134 120 0 0 0 254 0 254 SUBTOTAL 0 0 0 0 0 5,080 0 0 0 0 5,080 11,455 0 11,455 16,535 4,970 5,060 4,895 4,510 35,970 47,430 83,400 E.STORM DRAIN CAPITAL IMPROVEMENT PROGRAM Studies 0 0 0 0 0 0 0 50 0 0 50 100 0 100 150 50 50 50 50 350 800 1,150 California Drive Roundabout Project (storm facilities)0 0 0 0 0 0 0 0 0 0 0 227 0 227 227 0 0 0 0 227 0 227 Capacity Improvements - Easton Creek 0 0 0 0 0 0 0 0 0 0 0 60 0 60 60 0 0 0 0 60 0 60 Capacity Improvements - Mills Creek 0 0 0 0 0 0 0 0 0 0 0 200 0 200 200 0 0 0 0 200 600 800 Capacity Improvements - Burlingame Creek 0 0 0 0 0 0 0 0 0 0 0 11,280 0 11,280 11,280 0 0 0 0 11,280 0 11,280 Capacity Improvements - Sanchez Creek, Terrace & Laguna 0 0 0 0 0 0 0 0 0 0 0 103 0 103 103 0 0 0 0 103 0 103 Capacity Improvements - El Portal Creek, Trousdale & Gilbreath 0 0 0 0 0 0 0 150 0 0 150 193 0 193 343 0 0 0 0 343 0 343 Neighborhood Area 0 0 0 0 0 0 0 2,000 0 0 2,000 2,185 0 2,185 4,185 700 700 700 0 6,285 0 6,285 Bridge & Storm Culvert Improvements 0 0 0 0 0 0 0 0 0 0 0 1,408 0 1,408 1,408 200 200 200 0 2,008 0 2,008 Pump Stations 0 0 0 0 0 0 900 1,000 0 0 1,900 2,759 0 2,759 4,659 160 100 100 0 5,019 500 5,519 SUBTOTAL 0 0 0 0 0 0 900 3,200 0 0 4,100 18,515 0 18,515 22,615 1,110 1,050 1,050 50 25,875 1,900 27,775 F.STREETS CAPITAL IMPROVEMENT PROGRAM Studies 160 0 0 0 0 0 0 0 0 0 160 1,500 (27)1,473 1,633 100 180 100 100 2,113 25,000 27,113 Paving & Reconstruction 0 600 750 500 500 0 0 0 0 0 2,350 5,077 0 5,077 7,427 2,000 2,020 2,000 2,020 15,467 20,150 35,617 Traffic 300 0 0 0 0 0 0 0 0 0 300 1,138 31 1,169 1,469 200 100 100 0 1,869 500 2,369 Railroad Improvements 1,500 0 0 0 0 0 0 0 0 0 1,500 898 0 898 2,398 0 0 0 0 2,398 255,000 257,398 Downtown Improvements 0 0 0 0 0 0 0 0 0 0 0 410 0 410 410 0 0 0 0 410 0 410 Bike & Pedestrian Improvements 100 0 0 0 0 0 0 0 0 0 100 2,139 (4)2,135 2,235 0 100 0 100 2,435 5,000 7,435 Lighting & Poles 100 0 0 0 0 0 0 0 0 0 100 952 0 952 1,052 200 200 200 0 1,652 3,000 4,652 Sidewalks, Curbs & Gutters 500 0 0 700 0 0 0 0 0 0 1,200 1,143 0 1,143 2,343 800 800 800 800 5,543 17,000 22,543 SUBTOTAL 2,660 600 750 1,200 500 0 0 0 0 0 5,710 13,257 0 13,257 18,967 3,300 3,400 3,200 3,020 31,887 325,650 357,537 G.WATER CAPITAL IMPROVEMENT PROGRAM Planning 0 0 0 0 0 0 0 0 50 0 50 140 0 140 190 50 100 50 100 490 1,070 1,560 Storage 0 0 0 0 0 0 0 0 0 0 0 211 (109)102 102 0 300 0 0 402 18,500 18,902 Transmission Pipelines 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7,530 7,530 Pipelines Rehabilitation 0 0 0 0 0 0 0 0 2,480 0 2,480 5,438 159 5,597 8,077 3,030 2,700 3,250 3,200 20,257 27,340 47,597 Pump Stations 0 0 0 0 0 0 0 0 100 0 100 0 0 0 100 0 0 0 0 100 250 350 Water Quality & Dechloramination 0 0 0 0 0 0 0 0 0 0 0 156 (50)106 106 50 50 0 0 206 250 456 Supervisory Control & Data Acquisition (SCADA)0 0 0 0 0 0 0 0 120 0 120 181 0 181 301 170 50 0 0 521 500 1,021 Miscellaneous Improvements 0 0 0 0 0 0 0 0 250 0 250 424 0 424 674 200 300 200 200 1,574 2,020 3,594 SUBTOTAL 0 0 0 0 0 0 0 0 3,000 0 3,000 6,550 0 6,550 9,550 3,500 3,500 3,500 3,500 23,550 57,460 81,010 TOTAL, CITYWIDE CAPITAL IMPROVEMENT PROGRAM $7,965 $600 $750 $1,200 $500 $5,080 $900 $3,200 $3,000 $2,650 $25,845 $69,422 $0 $69,422 $95,267 $64,785 $14,945 $15,800 $12,830 $203,627 $503,488 $707,115 ** Available Existing Funding - balance as of December 2018 Finance Reports unless adjusted in Mid-Year Budget Amendment. 5 YEAR CIP PLAN 155 FACILITIES CAPITAL IMPROVEMENT PROGRAM General Fund Total New FY20 Appropriations ** Available Existing Funding Transfers Total Available Existing, Net of Transfers Total FY20 Need (Existing + New) FY21 Need FY22 Need FY23 Need FY24 Need FY20-24 Need Total FY24+ Need Total FY20-24+ Need *in thousands (000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000) A.IMPROVEMENTS a-1 Community Center Master Planning 0 0 4,687 0 4,687 4,687 50,000 0 0 0 54,687 3,000 57,687 a-2 City Hall Asbestos Remediation Plan 0 0 0 0 0 0 0 0 0 0 0 8,000 8,000 a-3 Police Building 0 0 0 0 0 0 0 0 0 0 0 1,600 1,600 a-4 Recreation Center Seismic 0 0 0 0 0 0 0 0 0 0 0 35,000 35,000 a-5 Fire Department 0 0 0 0 0 0 0 0 0 0 0 2,900 2,900 a-6 Parks Corporation Yard 0 0 0 0 0 0 0 0 0 0 0 3,400 3,400 a-7 Aquatic Center 0 0 0 0 0 0 0 0 0 0 0 250 250 a-8 Citywide Facility Master Plan 0 0 100 0 100 100 1,000 1,000 1,000 1,000 4,100 0 4,100 a-9 Citywide Minor Building Facilities 100 100 58 32 90 190 50 50 50 50 390 1,898 2,288 SUBTOTAL 100 100 4,845 32 4,877 4,977 51,050 1,050 1,050 1,050 59,177 56,048 115,225 B.MINOR UPGRADES b-1 0 0 0 0 0 0 0 0 0 0 0 0 0 b-2 0 0 0 0 0 0 0 0 0 0 0 0 0 b-3 0 0 85 0 85 85 0 0 0 0 85 0 85 b-4 0 0 55 0 55 55 0 0 0 0 55 0 55 b-5 0 0 10 0 10 10 0 0 0 0 10 0 10 b-6 0 0 16 0 16 16 0 0 0 0 16 0 16 b-7 0 0 107 (107)0 0 0 0 0 0 0 0 0 b-8 0 0 6 (6)0 0 0 0 0 0 0 0 0 b-9 0 0 0 0 0 0 0 0 0 0 0 0 0 b-10 0 0 26 (26)0 0 0 0 0 0 0 0 0 b-11 0 0 0 0 0 0 0 0 0 0 0 0 0 b-12 0 0 0 0 0 0 0 0 0 0 0 0 0 b-13 0 0 15 (15)0 0 0 0 0 0 0 0 0 b-14 0 0 1,191 0 1,191 1,191 0 0 0 0 1,191 0 1,191 b-15 0 0 7 0 7 7 0 0 0 0 7 0 7 b-16 0 0 70 0 70 70 0 0 0 0 70 0 70 b-17 0 0 27 0 27 27 0 0 0 0 27 0 27 b-18 0 0 512 15 527 527 0 0 0 0 527 0 527 b-19 0 0 732 0 732 732 0 0 0 0 732 0 732 b-20 250 250 277 0 277 527 0 0 0 0 527 0 527 b-21 250 250 268 0 268 518 0 0 0 0 518 0 518 b-22 0 0 50 0 50 50 0 0 0 0 50 0 50 b-23 0 0 89 0 89 89 0 0 0 0 89 0 89 b-24 0 0 50 0 50 50 0 0 0 0 50 0 50 b-25 850 850 150 0 150 1,000 0 0 0 0 1,000 0 1,000 b-26 0 0 89 0 89 89 0 0 0 0 89 0 89 b-27 0 0 0 0 0 0 0 0 0 0 0 0 0 b-28 0 0 538 0 538 538 0 0 0 0 538 0 538 b-29 0 0 90 0 90 90 0 0 0 0 90 0 90 b-30 0 0 300 0 300 300 0 0 0 0 300 0 300 b-31 0 0 200 0 200 200 0 0 0 0 200 0 200 b-32 0 0 200 0 200 200 0 0 0 0 200 0 200 b-33 0 0 100 107 207 207 0 0 0 0 207 0 207 b-34 0 0 75 0 75 75 0 0 0 0 75 0 75 b-35 0 0 75 0 75 75 0 0 0 0 75 0 75 b-36 0 0 75 0 75 75 0 0 0 0 75 0 75 b-37 0 0 50 0 50 50 0 0 0 0 50 0 50 b-38 0 0 50 0 50 50 0 0 0 0 50 0 50 b-39 500 500 75 0 75 575 0 0 0 0 575 0 575 b-40 0 0 40 0 40 40 0 0 0 0 40 0 40 b-41 0 0 0 0 0 0 0 0 0 0 0 0 0 b-42 50 50 0 0 0 50 0 0 0 0 50 0 50 Police Antenna Library RFID Communications and IT Modernization City Hall Boiler Library PLP Police Records Management System Library Lighting Control System Upgrade Recreation Center Improvements ADA Assessment Studies Fire Stations Painting, Auto Gate Operator and Garage Floor Police Station and Corp Yard Painting City Buildings Energy Efficiency Police Station HVAC Improvements Fire Station 35 Rehabilitation and HVAC System Upgrade Building Facilities Condition Assessment Study & CIP Master Plan Donnelly Parking Garage Roof Deck Resurfacing New Backup Server for City Information System Energy Efficiency Upgrades Police Station Fuel Tank Removal and Replacement Parking Lots Resurfacing (City Hall, Rec Center, Corp Yard and PD) Facilities ADA Improvements Stormwater Pollution Prevention Plan for Facilities Community Development Department Remodeling Washington Park Grandstand Remodeling Fire Stations Emergency Generators Upgrade Project (FS 34, 35 and 36) Fuel Pump Station Improvements at Corp Yard Police Dispatch Furniture Upgrades New Financial System Electronic Records Management System Fire Station 35 Communications Tower Relocation Facilities CIP Program Management City Hall Carpet Replacement Project Library HVAC & EMS (Energy Management System) Upgrade City Hall - Acoustic Improvements (Sound Masking) Project Village Park Deck Improvements Parks Corporation Yard Bathroom & Locker Rooms Gender Separation/Remodel Project Fire Station 35 Traffic Signal Upgrades PW Corporation Yard EMS Upgrade Design Police Station Improvement Project Adjustable height workstation for records division Voice recorder for police station radio system City Attorney Office Remodel SUBTOTAL 1,900 1,900 5,700 (32)5,668 7,568 0 0 0 0 7,568 0 7,568 C.MISCELLANEOUS c-1 General Plan Update 0 0 358 0 358 358 0 0 0 0 358 0 358 c-2 North Rollins Rd Specific Plan 0 0 225 0 225 225 0 0 0 0 225 0 225 SUBTOTAL 0 0 583 0 583 583 0 0 0 0 583 0 583 TOTAL, FACILITIES CAPITAL IMPROVEMENT PROGRAM $2,000 $2,000 $11,128 $0 $11,128 $13,128 $51,050 $1,050 $1,050 $1,050 $67,328 $56,048 $123,376 ** Available Existing Funding - balance as of December 2018 Finance Reports unless adjusted in Mid-Year Budget Amendment. 5 YEAR CIP PLAN 156 PARKING & GARAGES CAPITAL IMPROV PROGRAM General Fund Parking Fund Total New FY20 Appropriations ** Available Existing Funding Transfers Total Available Existing, Net of Transfers Total FY20 Need (Existing + New) FY21 Need FY22 Need FY23 Need FY24 Need FY20-24 Need Total FY24+ Need Total FY20-24+ Need *in thousands (000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000) A. IMPROVEMENTS a-1 City Parking Lot Resurfacing 0 250 250 72 0 72 322 100 100 100 100 722 0 722 a-2 Wayfinding Signage Improvements 0 0 0 39 0 39 39 0 0 0 0 39 0 39 a-3 Downtown Smart Parking Meters 0 550 550 48 0 48 598 0 0 0 0 598 0 598 a-4 Parking Structure in Lot N 0 1,850 1,850 200 0 200 2,050 0 0 0 0 2,050 0 2,050 a-5 Electrical Vehicle Charging Stations 0 0 0 70 0 70 70 0 0 0 0 70 0 70 SUBTOTAL 0 2,650 2,650 429 0 429 3,079 100 100 100 100 3,479 0 3,479 TOTAL, PARKING & GARAGES CAPITAL IMPROVEMENT PROGRAM $0 $2,650 $2,650 $429 $0 $429 $3,079 $100 $100 $100 $100 $3,479 $0 $3,479 ** Available Existing Funding - balance as of December 2018 Finance Reports unless adjusted in Mid-Year Budget Amendment. 5 YEAR CIP PLAN 157 PARKS & TREES CAPITAL IMPROV PROGRAM General Fund Total New FY20 Appropriations ** Available Existing Funding Transfers Total Available Existing, Net of Transfers Total FY20 Need (Existing + New) FY21 Need FY22 Need FY23 Need FY24 Need FY20-24 Need Total FY24+ Need Total FY20-24+ Need *in thousands (000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000) A. TREE MANAGEMENT AND REPLACEMENT a-1 Eucalyptus Tree Management 0 0 81 (10)71 71 0 0 0 0 71 0 71 a-2 Annual Tree Replacement Program 5 5 17 0 17 22 5 5 5 0 37 0 37 a-3 ECR Tree Management 50 50 (10)10 0 50 50 0 50 0 150 0 150 SUBTOTAL 55 55 88 0 88 143 55 5 55 0 258 0 258 B.CITYWIDE PARKS PAVING, COURTS, PATHWAYS b-1 Citywide Parks Paving, Courts and Pathway Improvements 0 0 203 0 203 203 50 50 50 0 353 0 353 SUBTOTAL 0 0 203 0 203 203 50 50 50 0 353 0 353 C.CITYWIDE PLAYGROUNDS AND RESILIENT RESURFACING c-1 Ray 0 0 796 0 796 796 0 0 0 0 796 0 796 c-2 Victoria 0 0 700 0 700 700 0 0 0 0 700 0 700 c-3 Murray 0 0 100 0 100 100 0 0 0 0 100 0 100 c-4 Paloma 0 0 49 0 49 49 0 0 0 0 49 0 49 c-5 J-Lot 0 0 0 0 0 0 0 0 0 0 0 0 0 c-6 Trenton 0 0 0 0 0 0 0 0 0 0 0 0 0 c-7 Playground Replacement 100 100 200 0 200 300 100 100 100 100 700 0 700 c-8 Repair Damaged Playground Resilient Surfacing 50 50 74 0 74 124 50 50 50 0 274 0 274 c-9 Skyline Park 0 0 400 0 400 400 0 0 0 0 400 0 400 SUBTOTAL 150 150 2,319 0 2,319 2,469 150 150 150 100 3,019 0 3,019 D.CITYWIDE PARKS FENCING d-1 Parks Yard Fencing 0 0 0 0 0 0 0 0 0 0 0 0 0 d-2 City Parks Fencing 0 0 165 0 165 165 100 0 0 0 265 0 265 SUBTOTAL 0 0 165 0 165 165 100 0 0 0 265 0 265 E.CITYWIDE PARKS LIGHTING e-1 Murray Lights Retrofits 0 0 25 0 25 25 0 0 0 0 25 0 25 e-2 Washington Small Ball Field Lighting 0 0 53 0 53 53 0 0 0 0 53 0 53 SUBTOTAL 0 0 78 0 78 78 0 0 0 0 78 0 78 F.PARK SAFETY, MAINTENANCE AND IMPROVEMENTS f-1 Park Safety Maintenance and Improvements 0 0 166 0 166 166 0 80 0 0 246 0 246 f-2 Parks Picnic Tables, Benches and Fountains 50 50 86 0 86 136 0 50 50 50 286 0 286 f-3 Central Irrigation Controller 50 50 59 0 59 109 50 50 50 50 309 0 309 f-4 Dog Park Improvements 0 0 6 0 6 6 0 0 0 0 6 0 6 f-5 Washington Park Restrooms 0 0 134 0 134 134 0 0 0 0 134 0 134 f-6 Murray Field Renovations 0 0 346 0 346 346 0 0 0 0 346 0 346 f-7 Murray Field Synthetic Turf Replacement Fund 150 150 150 0 150 300 150 150 150 150 900 0 900 f-8 Open Space Hazard Mitigation Plan 50 50 69 0 69 119 0 50 0 50 219 0 219 f-9 Cuernavaca Park Improvements 0 0 13 0 13 13 0 0 0 0 13 0 13 f-10 Athletic Fields Renovation (Citywide Parks) 0 0 75 0 75 75 0 0 0 0 75 0 75 SUBTOTAL 300 300 1,104 0 1,104 1,404 200 380 250 300 2,534 0 2,534 G.AQUATICS FACILITY g-1 Aquatic Boiler Replacement 0 0 60 0 60 60 0 0 0 0 60 0 60 g-2 Pool Deck Replacement and Resurfacing 700 700 337 0 337 1,037 0 0 1,300 0 2,337 0 2,337 SUBTOTAL 700 700 397 0 397 1,097 0 0 1,300 0 2,397 0 2,397 H. MAJOR IMPROVEMENTS h-1 Bayview Park Improvements (State Lands) 0 0 118 0 118 118 0 0 0 0 118 0 118 h-2 Parks Yard and Murray Field Storage 0 0 35 0 35 35 0 0 0 0 35 0 35 h-3 S.P. Circle Plaza Improvements 0 0 198 0 198 198 0 0 0 0 198 0 198 h-4 City Parks Master Plan 0 0 183 0 183 183 0 0 0 0 183 0 183 h-5 Burlingame School District Synthetic Turf Replacement Fund 200 200 200 0 200 400 200 200 200 200 1,200 15,000 16,200 h-6 Double Batting Cage at Bayside 0 0 100 0 100 100 0 0 0 0 100 0 100 h-7 Washington Park Parking Lot Resurfacing 0 0 0 0 0 0 0 0 0 0 0 0 0 h-8 Bay Trail Fitness Equipment 0 0 200 0 200 200 0 0 0 0 200 0 200 h-9 Ray Park Field Renovations 1,500 1,500 0 0 0 1,500 0 0 0 0 1,500 0 1,500 h-10 Ray Park Parking Lot Improvements 400 400 0 0 0 400 0 0 0 0 400 0 400 h-11 Washington Park Playground and Sports Court 0 0 2,700 0 2,700 2,700 0 0 0 0 2,700 0 2,700 SUBTOTAL 2,100 2,100 3,734 0 3,734 5,834 200 200 200 200 6,634 15,000 21,634 TOTAL, PARKS & TREES CAPITAL IMPROVEMENT PROGRAM $3,305 $3,305 $8,088 $0 $8,088 $11,393 $755 $785 $2,005 $600 $15,538 $15,000 $30,538 ** Available Existing Funding - balance as of December 2018 Finance Reports unless adjusted in Mid-Year Budget Amendment. 5 YEAR CIP PLAN 158 SEWER CAPITAL IMPROVEMENT PROGRAM Sewer Rates (City) Sewer Rates (Other Districts) Total New FY20 Appropriations ** Available Existing Funding Transfers Total Available Existing, Net of Transfers Total FY20 Need (Existing + New) FY21 Need FY22 Need FY23 Need FY24 Need FY20-24 Need Total FY24+ Need Total FY20-24+ Need *in thousands (000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000) A. STUDIES a-1 Geo Based Information System 0 0 0 36 0 36 36 50 0 50 0 136 0 136 a-2 Sewer Sys. Modeling & Master Plan Updates 600 0 600 0 0 0 600 0 0 0 0 600 0 600 a-3 Force Main Sewer Study 50 0 50 13 0 13 63 50 0 50 0 163 0 163 a-4 SFO 39" Force Main Relocation Feasibility Study 0 0 0 148 60 208 208 500 0 0 0 708 0 708 SUBTOTAL 650 0 650 197 60 257 907 600 0 100 0 1,607 0 1,607 B.SEWER MAIN REHABILITATION b-1 Burlingame Ave Streetscape 0 0 0 (2)2 0 0 0 0 0 0 0 0 0 b-2 South Rollins Road Utility Improvements (Phase 1) 0 0 0 174 (174)0 0 0 0 0 0 0 0 0 b-3 Broadway & Rollins Interchange Sewer System Improvement 0 0 0 126 (126)0 0 0 0 0 0 0 0 0 b-4 Easton Addition, Ray Park, & Neighborhood Sewer Rehabilitation Phase 4&5 0 0 0 138 (138)0 0 0 0 0 0 0 0 0 b-5 Easton Addition, Ray Park, & Neighborhood Sewer Rehabilitation Phase 4&5 0 0 0 2,569 0 2,569 2,569 0 0 0 0 2,569 0 2,569 b-6 Easton Addition, Ray Park, & Neighborhood Sewer Rehabilitation Phase 2&3 0 0 0 357 (252) 105 105 0 0 0 0 105 0 105 b-7 Easton Addition Subdivision Sewer Rehabilitation 150 0 150 0 0 0 150 2,250 1,250 0 0 3,650 0 3,650 b-8 Summerhill City Easement Sewer Main 0 0 0 546 (100) 446 446 0 0 0 0 446 0 446 b-9 Mitten Force Main Bypass 0 0 0 43 0 43 43 750 750 0 0 1,543 0 1,543 b-10 Burlingame Ave East of California Utility Improvements - S Rollins Phs3 500 0 500 1,496 388 1,884 2,384 0 0 0 0 2,384 0 2,384 b-11 Sanitary Sewer Main Rehabilitation 1,500 0 1,500 0 300 300 1,800 0 0 0 0 1,800 30,000 31,800 b-12 Rollins Road Gravity and Force Main Rehabilitation 1,200 0 1,200 0 0 0 1,200 0 0 0 0 1,200 0 1,200 b-13 Ray Park Subdivision Sewer Rehabilitation 0 0 0 0 0 0 0 0 350 1,800 1,800 3,950 0 3,950 b-14 Industrial Park Sewer Rehabilitation 0 0 0 0 0 0 0 0 350 1,000 2,500 3,850 0 3,850 SUBTOTAL 3,350 0 3,350 5,447 (100)5,347 8,697 3,000 2,700 2,800 4,300 21,497 30,000 51,497 C.MISCELLANEOUS SEWER REPAIRS c-1 City Wide Sewer Spot Repair 2017 0 0 0 396 0 396 396 0 0 0 0 396 500 896 c-2 Misc Sewer Root Foaming and misc Sewer Repair 50 0 50 38 0 38 88 50 50 50 0 238 500 738 c-3 Mills Canyon Sewer Access Road Repair 200 0 200 957 100 1,057 1,257 0 0 0 0 1,257 0 1,257 SUBTOTAL 250 0 250 1,391 100 1,491 1,741 50 50 50 0 1,891 1,000 2,891 D.PUMP STATIONS d-1 1740 Rollins Road Sewer Pump Station 0 0 0 1,150 0 1,150 1,150 0 0 0 0 1,150 0 1,150 SUBTOTAL 0 0 0 1,150 0 1,150 1,150 0 0 0 0 1,150 0 1,150 E.TREATMENT e-1 Methane Gas Piping Replacement 0 0 0 168 0 168 168 0 0 0 0 168 0 168 e-2 GBT Buld. Condition Assessment 160 0 160 0 0 0 160 0 0 0 0 160 750 910 e-3 Sludge Storage Tank, 5%0 0 0 0 0 0 0 120 120 120 0 360 0 360 e-4 Gravity Thickener Condition Assessment 0 0 0 160 0 160 160 0 0 0 0 160 180 340 e-5 Digester Mixing System Upgrades 0 0 0 0 0 0 0 0 0 500 0 500 0 500 e-6 WWTP Master Plan and Improvements 0 0 0 2,181 0 2,181 2,181 80 800 0 0 3,061 15,500 18,561 e-7 Chemical Feed Building Condition Assessment 0 0 0 175 0 175 175 0 0 0 0 175 0 175 e-8 Rollins Road Pump Replacement (#3&4) 0 0 0 100 0 100 100 0 0 0 0 100 0 100 e-9 Rollins Road Lift Station Pumps (#6,#1,#2,#5)100 0 100 0 0 0 100 105 110 115 0 430 0 430 e-10 RRLS Force-main 20 year condition assessment 0 0 0 75 0 75 75 0 0 0 0 75 0 75 e-11 Secondary Clarifier Turntable Replacement B 175 0 175 0 0 0 175 0 0 0 0 175 0 175 e-12 Secondary Clarifier Turntable Replacement C 0 0 0 0 0 0 0 0 170 0 0 170 0 170 e-13 Secondary Clarifier Turntable Replacement D 0 0 0 0 0 0 0 0 0 170 0 170 0 170 e-14 Pump Final Effluent Pumps (#1,#2,) 65 0 65 0 0 0 65 65 70 0 0 200 0 200 e-15 Replace Temporary Co-Gen Hot Water Heating Loop 0 0 0 95 0 95 95 0 0 0 0 95 0 95 e-16 Site Safety Upgrades and Structural, piping, Infrastructure Surf. Rehab.0 0 0 242 0 242 242 0 0 0 0 242 0 242 e-17 Rehab. Solids Building MCC & Annunciator 0 0 0 60 (60)0 0 0 0 0 0 0 0 0 e-18 Digester #1 and #2 5% Assessment 210 0 210 0 0 0 210 330 540 540 210 1,830 0 1,830 e-19 Headworks, Coating of Channels 0 0 0 0 0 0 0 0 0 0 0 0 0 0 e-20 Aeration and Sec. A & B Assessment 0 0 0 0 0 0 0 500 500 500 0 1,500 0 1,500 SUBTOTAL 710 0 710 3,256 (60)3,196 3,906 1,200 2,310 1,945 210 9,571 16,430 26,001 F.MISCELLANEOUS f-1 SCADA System Upgrade 120 0 120 0 0 0 120 120 0 0 0 240 0 240 f-2 Large Main CCTV 0 0 0 14 0 14 14 0 0 0 0 14 0 14 SUBTOTAL 120 0 120 14 0 14 134 120 0 0 0 254 0 254 TOTAL, SEWER CAPITAL IMPROVEMENT PROGRAM $5,080 $0 $5,080 $11,455 $0 $11,455 $16,535 $4,970 $5,060 $4,895 $4,510 $35,970 $47,430 $83,400 ** Available Existing Funding - balance as of December 2018 Finance Reports unless adjusted in Mid-Year Budget Amendment. 5 YEAR CIP PLAN 159 STORM DRAIN CAPITAL IMPROVEMENT PROGRAM Other Revenue Storm Drain Fee Total New FY20 Appropriations ** Available Existing Funding Transfers Total Available Existing, Net of Transfers Total FY20 Need (Existing + New) FY21 Need FY22 Need FY23 Need FY24 Need FY20-24 Need Total FY24+ Need Total FY20-24+ Need *in thousands (000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000) A. STUDIES a-1 Program Management 2016 0 0 0 24 (24) 0 0 0 0 0 0 0 200 200 a-2 Program Management 2017/2018 0 0 0 38 (38)0 0 0 0 0 0 0 200 200 a-3 Program Management 2018/2019 0 0 0 38 (37) 1 1 0 0 0 0 1 200 201 a-4 Program Management 2019/2020 0 50 50 0 99 99 149 50 50 50 50 349 200 549 SUBTOTAL 0 50 50 100 0 100 150 50 50 50 50 350 800 1,150 B.STORMWATER QUALITY IMPROVEMENTS b-1 California Roundabout Project (storm facilities)0 0 0 227 0 227 227 0 0 0 0 227 0 227 SUBTOTAL 0 0 0 227 0 227 227 0 0 0 0 227 0 227 C.CAPACITY IMPROVEMENTS - EASTON CREEK c-1 Outfall Pipeline, Marsten PS to SF Bay 0 0 0 60 0 60 60 0 0 0 0 60 0 60 SUBTOTAL 0 0 0 60 0 60 60 0 0 0 0 60 0 60 D.CAPACITY IMPROVEMENTS - MILLS CREEK d-1 Mills Creek Improvements 0 0 0 200 0 200 200 0 0 0 0 200 600 800 SUBTOTAL 0 0 0 200 0 200 200 0 0 0 0 200 600 800 E.CAPACITY IMPROVEMENTS - BURLINGAME CREEK e-1 Burlingame Creek Bypass 0 0 0 682 0 682 682 0 0 0 0 682 0 682 e-2 Flap Gates on Sanchez Lagoon 0 0 0 110 0 110 110 0 0 0 0 110 0 110 e-3 Ralston Creek Improvements 0 0 0 0 0 0 0 0 0 0 0 0 0 0 e-4 Rollins/US 101 - Crossing 0 0 0 4,123 0 4,123 4,123 0 0 0 0 4,123 0 4,123 e-5 Rollins Area Collection System 0 0 0 3,198 0 3,198 3,198 0 0 0 0 3,198 0 3,198 e-6 New Rollins Pump Station 0 0 0 3,167 0 3,167 3,167 0 0 0 0 3,167 0 3,167 e-7 Lorton Avenue 54" Storm Drain Cleaning 0 0 0 0 0 0 0 0 0 0 0 0 0 0 SUBTOTAL 0 0 0 11,280 0 11,280 11,280 0 0 0 0 11,280 0 11,280 F.CAPACITY IMPROVEMENTS - SANCHEZ CREEK, TERRACE & LAGUNA f-1 Laguna Area Improvements 0 0 0 103 0 103 103 0 0 0 0 103 0 103 SUBTOTAL 0 0 0 103 0 103 103 0 0 0 0 103 0 103 G.CAPACITY IMPROVEMENTS - EL PORTAL CREEK, TROUSDALE & GILBREATH g-1 El Portal Creek, Trousdale Channel, Gilbreth Creek Improvements 0 0 0 193 0 193 193 0 0 0 0 193 0 193 g-2 El Portal Creek at Bayshore Highway Flap Gate Project 0 150 150 0 0 0 150 0 0 0 0 150 0 150 SUBTOTAL 0 150 150 193 0 193 343 0 0 0 0 343 0 343 H.NEIGHBORHOOD AREA h-1 Citywide Neighborhood Storm Drain Improvements 0 0 0 0 0 0 0 700 700 700 0 2,100 0 2,100 h-2 Downtown Burlingame Avenue Streetscape Storm Drain Improvements 0 0 0 100 0 100 100 0 0 0 0 100 0 100 h-3 Neighborhood Storm Drain Project #9 0 0 0 285 0 285 285 0 0 0 0 285 0 285 h-4 Neighborhood Storm Drain Project #10 0 0 0 611 0 611 611 0 0 0 0 611 0 611 h-5 Neighborhood Storm Drain Project #11 0 0 0 1,189 0 1,189 1,189 0 0 0 0 1,189 0 1,189 h-6 Neighborhood Storm Drain Project #12 0 1,500 1,500 0 0 0 1,500 0 0 0 0 1,500 0 1,500 h-7 Easton Drive Drainage Improvements 0 500 500 0 0 0 500 0 0 0 0 500 0 500 SUBTOTAL 0 2,000 2,000 2,185 0 2,185 4,185 700 700 700 0 6,285 0 6,285 I.BRIDGE & STORM CULVERT IMPROVEMENTS i-1 Summit Drive Culvert Rehabilitation 0 0 0 0 0 0 0 0 0 0 0 0 0 0 i-2 City-wide Culvert Crossing Assessment 0 0 0 7 (7)0 0 0 0 0 0 0 0 0 i-3 Vancouver-Easton Storm Drain Repair 0 0 0 0 0 0 0 0 0 0 0 0 0 0 i-4 Culvert Crossing Repairs 0 0 0 1,401 7 1,408 1,408 200 200 200 0 2,008 0 2,008 SUBTOTAL 0 0 0 1,408 0 1,408 1,408 200 200 200 0 2,008 0 2,008 J.PUMP STATIONS j-1 Pump Station Improvements / 1740 Rollins & Cowan PS 900 1,000 1,900 2,759 0 2,759 4,659 100 100 100 0 4,959 500 5,459 j-2 SCADA System Upgrade 0 0 0 0 0 0 0 60 0 0 0 60 0 60 SUBTOTAL 900 1,000 1,900 2,759 0 2,759 4,659 160 100 100 0 5,019 500 5,519 TOTAL, STORM DRAIN CAPITAL IMPROVEMENT PROGRAM $900 $3,200 $4,100 $18,515 $0 $18,515 $22,615 $1,110 $1,050 $1,050 $50 $25,875 $1,900 $27,775 ** Available Existing Funding - balance as of December 2018 Finance Reports unless adjusted in Mid-Year Budget Amendment. 5 YEAR CIP PLAN 160 STREETS CAPITAL IMPROVEMENT PROGRAM General Fund Gas Tax Measure A Measure I SB 1 Total New FY20 Appropriations ** Available Existing Funding Transfers Total Available Existing, Net of Transfers Total FY20 Need (Existing + New) FY21 Need FY22 Need FY23 Need FY24 Need FY20-24 Need Total FY24+ Need Total FY20-24+ Need *in thousands (000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000) A.STUDIES a-1 Traffic & Transportation Studies 80 0 0 0 0 80 113 0 113 193 100 100 100 100 593 500 1,093 a-2 City Monument Master Plan 0 0 0 0 0 0 147 0 147 147 0 0 0 0 147 0 147 a-3 California Dr. Class 1 Bike Route - Study Report and Feasibility Study 0 0 0 0 0 0 (4)4 0 0 0 0 0 0 0 10,000 10,000 a-4 Traffic/Pedestrain Safety Improvements - City Hall 0 0 0 0 0 0 213 0 213 213 0 0 0 0 213 500 713 a-5 Shuttle Demand Study 0 0 0 0 0 0 80 0 80 80 0 0 0 0 80 0 80 a-6 El Camino Real Stakeholder Process 80 0 0 0 0 80 0 0 0 80 0 80 0 0 160 0 160 a-7 Residential Traffic Calming Program 0 0 0 0 0 0 31 (31)0 0 0 0 0 0 0 0 0 a-8 Bike Boulevards Implementation Feasibility Study 0 0 0 0 0 0 70 0 70 70 0 0 0 0 70 1,000 1,070 a-9 Bicycle Pedestrian Master Plan Update 0 0 0 0 0 0 250 0 250 250 0 0 0 0 250 3,000 3,250 a-10 Lyon Hoag Neighborhood Traffic Calming 0 0 0 0 0 0 200 0 200 200 0 0 0 0 200 0 200 a-11 Old Bayshore Highway Streetscape Improvements 0 0 0 0 0 0 200 0 200 200 0 0 0 0 200 10,000 10,200 a-12 Bay Trails Gap Design and Development 0 0 0 0 0 0 200 0 200 200 0 0 0 0 200 0 200 SUBTOTAL 160 0 0 0 0 160 1,500 (27)1,473 1,633 100 180 100 100 2,113 25,000 27,113 B.PAVING & RECONSTRUCTION b-1 Annual Street Resurfacing Program 2020 0 600 750 500 500 2,350 0 0 0 2,350 0 0 0 0 2,350 0 2,350 b-2 Annual Street Resurfacing Program 2019 0 0 0 0 0 0 2,332 0 2,332 2,332 0 0 0 0 2,332 0 2,332 b-3 Federal Resurfacing Program 2018 0 0 0 0 0 0 1,266 369 1,635 1,635 0 0 0 0 1,635 0 1,635 b-4 Annual Street Resurfacing Program 2018 0 0 0 0 0 0 944 0 944 944 0 0 0 0 944 0 944 b-5 Annual Street Resurfacing Program 2016/17 0 0 0 0 0 0 319 (319)0 0 0 0 0 0 0 0 0 b-6 Annual Street Resurfacing 0 0 0 0 0 0 0 0 0 0 2,000 2,000 2,000 2,000 8,000 20,000 28,000 b-7 Pavement Management system 0 0 0 0 0 0 23 0 23 23 0 20 0 20 63 0 63 b-8 Carolan Ave. Complete Street Improvement 0 0 0 0 0 0 55 (55)0 0 0 0 0 0 0 150 150 b-9 Thermoplatic Pavement Marking - Citywide 0 0 0 0 0 0 143 0 143 143 0 0 0 0 143 0 143 b-10 U.S. 101 - Broadway Interchange 0 0 0 0 0 0 (5)5 0 0 0 0 0 0 0 0 0 SUBTOTAL 0 600 750 500 500 2,350 5,077 0 5,077 7,427 2,000 2,020 2,000 2,020 15,467 20,150 35,617 C.TRAFFIC c-1 City-Wide Traffic Signal Upgrade 200 0 0 0 0 200 6 0 6 206 100 100 0 0 406 500 906 c-2 Traffic Signal Interconnect System Software Upgrade 0 0 0 0 0 0 38 0 38 38 0 0 0 0 38 0 38 c-3 Gateway Signs (El Camino Real)0 0 0 0 0 0 76 0 76 76 0 0 0 0 76 0 76 c-4 Street Intersection Signage 0 0 0 0 0 0 2 0 2 2 0 0 0 0 2 0 2 c-5 Bayshore Signal Pole & Mastarm Replacement 0 0 0 0 0 0 199 0 199 199 0 0 0 0 199 0 199 c-6 Traffic Circle at Larkspur/Linden Intersection 0 0 0 0 0 0 6 0 6 6 0 0 0 0 6 0 6 c-7 Hoover School Traffic and Safety Improvements 0 0 0 0 0 0 111 0 111 111 0 0 0 0 111 0 111 c-8 Oak Grove/Carolan Traffic Signal Improvements 0 0 0 0 0 0 500 0 500 500 0 0 0 0 500 0 500 c-9 Traffic Calming Improvements 100 0 0 0 0 100 0 31 31 131 100 0 100 0 331 0 331 c-10 Chapin Avenue Streetscape and Stormwater Treatment Improvements Project 0 0 0 0 0 0 200 0 200 200 0 0 0 0 200 0 200 SUBTOTAL 300 0 0 0 0 300 1,138 31 1,169 1,469 200 100 100 0 1,869 500 2,369 D.RAILROAD IMPROVEMENTS d-1 Bayswater Avenue North Lane Crossing 0 0 0 0 0 0 125 0 125 125 0 0 0 0 125 0 125 d-2 Railroad Grade Separation at Broadway 1,500 0 0 0 0 1,500 712 0 712 2,212 0 0 0 0 2,212 255,000 257,212 d-3 High Speed Rail 0 0 0 0 0 0 61 0 61 61 0 0 0 0 61 0 61 SUBTOTAL 1,500 0 0 0 0 1,500 898 0 898 2,398 0 0 0 0 2,398 255,000 257,398 E.DOWNTOWN IMPROVEMENTS e-1 Burlingame Avenue Streetscape/Downtown Improvements 0 0 0 0 0 0 50 0 50 50 0 0 0 0 50 0 50 e-2 Burlingame Avenue District Parking Improvements/Studies 0 0 0 0 0 0 360 0 360 360 0 0 0 0 360 0 360 SUBTOTAL 0 0 0 0 0 0 410 0 410 410 0 0 0 0 410 0 410 F.BICYCLE & PEDESTRIAN IMPROVEMENTS f-1 California Drive Complete Streets 0 0 0 0 0 0 61 (4)57 57 0 0 0 0 57 0 57 f-2 California Drive Roundabout 0 0 0 0 0 0 1,189 0 1,189 1,189 0 0 0 0 1,189 5,000 6,189 f-3 Rollins and Bloomfield Radar Speed Warning Signs 0 0 0 0 0 0 12 0 12 12 0 0 0 0 12 0 12 f-4 Hoover School - Sidewalk Project 0 0 0 0 0 0 877 0 877 877 0 0 0 0 877 0 877 f-5 Pedestrian Improvments 100 0 0 0 0 100 0 0 0 100 0 100 0 100 300 0 300 SUBTOTAL 100 0 0 0 0 100 2,139 (4)2,135 2,235 0 100 0 100 2,435 5,000 7,435 G.LIGHTING & POLES g-1 Citywide Streetlight Improvements/Masterplan 100 0 0 0 0 100 94 0 94 194 200 200 200 0 794 3,000 3,794 g-2 Broadway Pedestrian Lighting 0 0 0 0 0 0 858 0 858 858 0 0 0 0 858 0 858 SUBTOTAL 100 0 0 0 0 100 952 0 952 1,052 200 200 200 0 1,652 3,000 4,652 ` H.SIDEWALKS, CURBS & GUTTERS h-1 Sidewalk and ADA Improvements 0 0 0 0 0 0 1,143 (700) 443 443 0 0 0 0 443 7,000 7,443 h-2 Sidewalk and ADA Improvements 2019 500 0 0 700 0 1,200 0 700 700 1,900 800 800 800 800 5,100 10,000 15,100 SUBTOTAL 500 0 0 700 0 1,200 1,143 0 1,143 2,343 800 800 800 800 5,543 17,000 22,543 TOTAL, STREETS CAPITAL IMPROVEMENT PROGRAM $2,660 $600 $750 $1,200 $500 $5,710 $13,257 $0 $13,257 $18,967 $3,300 $3,400 $3,200 $3,020 $31,887 $325,650 $357,537 ** Available Existing Funding - balance as of December 2018 Finance Reports unless adjusted in Mid-Year Budget Amendment. 5 YEAR CIP PLAN 161 WATER CAPITAL IMPROVEMENT PROGRAM Water Rates (City) Total New FY20 Appropriations ** Available Existing Funding Transfers Total Available Existing, Net of Transfers Total FY20 Need (Existing + New) FY21 Need FY22 Need FY23 Need FY24 Need FY20-24 Need Total FY24+ Need Total FY20-24+ Need *in thousands (000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000) A. PLANNING a-1 Recycled Water and Well Water Distribution Planning 0 0 19 0 19 19 0 0 0 0 19 100 119 a-2 Geo Base Information System 0 0 0 0 0 0 0 50 0 50 100 720 820 a-3 Regional Water Supply Studies/Modeling 50 50 121 0 121 171 50 50 50 50 371 250 621 SUBTOTAL 50 50 140 0 140 190 50 100 50 100 490 1,070 1,560 B.STORAGE b-1 Emergency Storage Tank Expansion 0 0 102 0 102 102 0 0 0 0 102 5,000 5,102 b-2 Hillside and Skyview Reservoir Exterior Roof Coating 0 0 109 (109)0 0 0 0 0 0 0 0 0 b-3 Mills, Alcazar and Donnelly Storage Tank Repairs 0 0 0 0 0 0 0 300 0 0 300 13,500 13,800 SUBTOTAL 0 0 211 (109)102 102 0 300 0 0 402 18,500 18,902 C.TRANSMISSION PIPELINES c-1 Howard - Primrose to Carolan 0 0 0 0 0 0 0 0 0 0 0 2,520 2,520 c-2 Train Track Xings (4)0 0 0 0 0 0 0 0 0 0 0 2,500 2,500 c-3 Easton Turnout to Easton Pump Station 0 0 0 0 0 0 0 0 0 0 0 2,510 2,510 SUBTOTAL 0 0 0 0 0 0 0 0 0 0 0 7,530 7,530 D.PIPELINES REHABILITATION d-1 Emergency Water Main Replacement 300 300 323 151 474 774 230 100 100 100 1,304 500 1,804 d-2 El Camino Real Water Main Replacement 0 0 0 0 0 0 0 0 0 0 0 0 0 d-3 South Rollins Road and Neighborhood Water Improvements, Phase 1 0 0 42 (42) 0 0 0 0 0 0 0 0 0 d-4 Burlingame Shoreland Subdivision Water Main Improvements - S Rollins Phs2 0 0 2,316 0 2,316 2,316 0 0 0 0 2,316 0 2,316 d-5 Burlingame Ave East of California Utility Improvements - S Rollins Phs3 0 0 1,573 279 1,852 1,852 0 0 0 0 1,852 0 1,852 d-6 US101/Broadway - Airport Blvd Water Main Improvements 0 0 129 (129)0 0 0 0 0 0 0 0 0 d-7 Kenmar Water Main Improvement 0 0 100 (100)0 0 0 0 0 0 0 0 0 d-8 South ECR WMR, Phase 1 Sanchez to Barroilhet 2,180 2,180 281 0 281 2,461 0 0 0 0 2,461 0 2,461 d-9 Glenwood and Burlingame Height Subdivision - South ECR WMR, Phase 2 0 0 300 0 300 300 2,500 0 0 0 2,800 0 2,800 d-10 Burlingame Park Subdivision - South ECR WMR Phase 3 0 0 0 0 0 0 300 2,300 0 0 2,600 0 2,600 d-11 North Burlingame Park - South ECR WMR Phase 4 0 0 0 0 0 0 0 300 2,850 0 3,150 0 3,150 d-12 Burlingame Terrace Subdivision 0 0 0 0 0 0 0 0 300 2,800 3,100 2,500 5,600 d-13 Lagoon Bridge 12" Water Main Study and Design 0 0 374 0 374 374 0 0 0 0 374 0 374 d-14 Oakgrove/Burlingame/Washington Park/Rollins Road Subdivision 0 0 0 0 0 0 0 0 0 300 300 4,115 4,415 d-15 Broadway from ECR to Chula Vista 0 0 0 0 0 0 0 0 0 0 0 3,800 3,800 d-16 Replace Riveted Steel on Loma Vista 0 0 0 0 0 0 0 0 0 0 0 1,000 1,000 d-17 Ray Park/Easton Fire Flow Improvement, Phase 1, 2 & 3 0 0 0 0 0 0 0 0 0 0 0 5,000 5,000 d-18 2100 Block of Trousdale 0 0 0 0 0 0 0 0 0 0 0 1,000 1,000 d-19 Industrial Area (Steel Valves) Prevention Program 0 0 0 0 0 0 0 0 0 0 0 1,000 1,000 d-20 Mills Canyon Crossing 0 0 0 0 0 0 0 0 0 0 0 1,000 1,000 d-21 El Prado Road (Canyon to Summit)0 0 0 0 0 0 0 0 0 0 0 750 750 d-22 Burlingame Terrance Subdivision 0 0 0 0 0 0 0 0 0 0 0 2,000 2,000 d-23 Unincorporated Areas 0 0 0 0 0 0 0 0 0 0 0 1,675 1,675 d-24 Area bound by Newhall, Edgehill, California and Oak Grove 0 0 0 0 0 0 0 0 0 0 0 2,000 2,000 d-25 Broadway Grade Separation 0 0 0 0 0 0 0 0 0 0 0 1,000 1,000 SUBTOTAL 2,480 2,480 5,438 159 5,597 8,077 3,030 2,700 3,250 3,200 20,257 27,340 47,597 E.PUMP STATIONS e-1 Trousdale Pump Station Improvements 100 100 0 0 0 100 0 0 0 0 100 250 350 SUBTOTAL 100 100 0 0 0 100 0 0 0 0 100 250 350 F.WATER QUALITY & CHLORAMINATION f-1 Unidirectional Flushing Program 0 0 106 0 106 106 50 50 0 0 206 0 206 f-2 Frontera Water Quality Improvement Project 0 0 50 (50)0 0 0 0 0 0 0 250 250 SUBTOTAL 0 0 156 (50)106 106 50 50 0 0 206 250 456 G.SUPERVISORY CONTROL & DATA ACQUISITION (SCADA) g-1 SCADA & RTU's for turnouts 0 0 181 0 181 181 50 50 0 0 281 500 781 g-2 SCADA System Upgrade 120 120 0 0 0 120 120 0 0 0 240 0 240 SUBTOTAL 120 120 181 0 181 301 170 50 0 0 521 500 1,021 H.MISCELLANEOUS IMPROVEMENTS h-1 Water Meter Replacement 100 100 149 0 149 249 100 100 100 100 649 920 1,569 h-2 Urban Water Management Plan Update 0 0 0 0 0 0 0 100 0 0 100 100 200 h-3 Misc. Reservoir and Pump Station Improvement 0 0 0 0 0 0 0 0 0 0 0 0 0 h-4 Valve Replacement Project 100 100 200 0 200 300 100 100 100 100 700 1,000 1,700 h-5 Skyview Retaining Wall Repair 0 0 75 0 75 75 0 0 0 0 75 0 75 h-6 Driveway at Hillside 0 0 0 0 0 0 0 0 0 0 0 0 0 h-7 Miscellaneous Painting 50 50 0 0 0 50 0 0 0 0 50 0 50 SUBTOTAL 250 250 424 0 424 674 200 300 200 200 1,574 2,020 3,594 TOTAL, WATER CAPITAL IMPROVEMENT PROGRAM $3,000 $3,000 $6,550 $0 $6,550 $9,550 $3,500 $3,500 $3,500 $3,500 $23,550 $57,460 $81,010 ** Available Existing Funding - balance as of December 2018 Finance Reports unless adjusted in Mid-Year Budget Amendment. 5 YEAR CIP PLAN 162 Appendix Summary of Community Funding Awards 163 164 Organization Awarded Amount Burlingame Historical Society $2,075.00 Burlingame Neighborhood Network $3,100.00 CALL Primrose Center $6,515.00 Center for Independence of Individuals with Disabilities $535.00 Citizens Environmental Council - Burlingame $2,465.00 Community Gatepath $4,025.00 CORA $3,580.00 County of San Mateo Jobs for Youth $1,085.00 Hillbarn Theatre, Inc.$345.00 HIP Housing $5,410.00 Legal Aid Society of San Mateo County $760.00 Life Steps Foundation $355.00 LifeMoves $6,315.00 Mission Hospice & Home Care $720.00 Music at Kohl Mansion $740.00 Ombudsman Services of San Mateo County, Inc.$385.00 PARCA $1,085.00 Peninsula Choral Association DBA Peninsula Girls Chorus $160.00 Peninsula Museum of Art $2,170.00 Samaritan House - Core Services $5,290.00 Samaritan House/Safe Harbor/Winter Shelter $4,925.00 Star Vista $1,500.00 Sustainable San Mateo County $1,460.00 Totals:$55,000.00 CITY OF BURLINGAME COMMUNITY GROUP FUNDING FISCAL YEAR 2019-20 165 1 STAFF REPORT AGENDA NO: 9b MEETING DATE: June 17, 2019 To: Honorable Mayor and City Council Date: June 17, 2019 From: Syed Murtuza, Director of Public Works – (650) 558-7230 Subject: Adoption of a Resolution Establishing the El Camino Real Underground Utility District 2019-1 RECOMMENDATION Staff recommends that the City Council hold a public hearing and, if finding it to be in the public interest, adopt the attached resolution establishing the El Camino Real Underground Utility District 2019-1. BACKGROUND PG&E converts many miles of overhead electric facilities to underground utilities on an annual basis through work credits accumulated by communities in the CPUC (California Public Utilities Commission) Rule 20A Program. On April 25, 2019, the CPUC passed Resolution E-4971 ordering PG&E to reallocate a total of $554,000 of unused work credits from communities that have not participated in the Rule 20A program over the past eight years to the City of Live Oak. Burlingame was identified as one of the communities with work credits subject to partial reallocation. Resolution E-4971 allows communities to become active and avoid transferring their Rule 20A work credits by forming an undergrounding district by July 24, 2019. As of March 31, 2019, the City of Burlingame has $5,744,986 of Rule 20A work credits of which $19,781 work credits, or approximately 0.34%, is estimated to be reallocated to the City of Live Oak if the City does not have an active undergrounding district established as required. These numbers are subject to increase depending upon the final number of communities that are considered inactive on July 24, 2019. Caltrans is in the process of beginning the environmental phase of the El Camino Real Rehabilitation Project in Burlingame to address safety and rehabilitation needs, while considering traffic, pedestrian, utilities, and natural resource concerns. Undergrounding overhead utilities in conjunction with the Caltrans work will be a critical component of the overall project. At the January 29, 2019 annual goal-setting session, the City Council identified undergrounding of overhead power lines along El Camino Real as a high-priority project for the City. Establishing the El Camino Real Underground Utility District June 17, 2019 2 DISCUSSION Chapter 12.16 of the Burlingame Municipal Code establishes that the City Council, following a public hearing, may ascertain that the public necessity, health, safety, or welfare requires the removal of poles, overhead wires, and associated overhead structures within a designated area of the City and after such determination, by resolution, may establish the designated area as an Underground Utility District. The total length of El Camino Real for the purposes of establishing the Underground Utility District is approximately 13,000 feet and extends from Peninsula Avenue in the south to Dufferin Avenue in the north. Based on preliminary understanding of the project requirements, and knowledge of similar projects, the project is estimated to cost $25M to $30M. The formation of the Underground Utility District will initiate the process to utilize PG&E Rule 20A funding, which currently can cover approximately 25 percent of the proposed District, and will hopefully prevent the transfer of the City’s Rule 20A credits to another agency. The underground utility work is preliminarily proposed to be implemented in multiple phases utilizing the Rule 20A funding and additional sources as they become identified. The details of the phased implementation, timeline, and additional funding will be developed in coordination with Caltrans as part of the El Camino Real Rehabilitation Project, and will be provided at a later date as more information becomes available. The proposed El Camino Real Underground Utility District 2019-1 extends from Peninsula Avenue to Dufferin Avenue, and includes the parcels immediately adjacent to El Camino Real. As the project phases, scope of work, and funding plan are developed further, the Underground District Map will be revised accordingly. To be eligible for Rule 20A funding, the City Council must find that an Underground Utility District is in the general public interest for one or more of the following reasons: a) Undergrounding avoids or eliminates an unusually heavy concentration of overhead electric facilities; b) The street right-of-way is extensively used by the general public and carries a heavy volume of pedestrian or vehicular traffic; c) The street right-of-way adjoins or passes through a civic area, public recreation area, or an area of unusual scenic interest to the general public; and/or d) The street or road or right-of-way is an arterial street or major collector. El Camino Real satisfies eligibility for the Rule 20A funding in items b) and d) above. Staff has notified the affected property owners along the El Camino Real corridor and utility companies including AT&T and Comcast of the City’s intent to hold the public hearing to form the Underground Utility District. FISCAL IMPACT Funding details for the project will be determined as the project phases are developed, and timelines and schedules are set in coordination with Caltrans’ work on El Camino Real. Establishing the El Camino Real Underground Utility District June 17, 2019 3 Establishing the Underground Utility District at this time is intended to protect current Rule 20A work credits. Exhibits: • Resolution • Utility Undergrounding District 2019-1 Map • PG&E Letter Regarding Rule 20A Credits RESOLUTION NO._______ A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME ESTABLISHING THE EL CAMINO REAL UNDERGROUND UTILITY DISTRICT 2019-1 WHEREAS, the California Public Utilities Commission (CPUC) has authorized electric and telecommunication utilities to convert overhead utility lines and facilities to underground pursuant to Electric Rule 20 and Telecommunication Rule 32, and; WHEREAS, pursuant to certain criteria, CPUC rules allow participating cities and counties to establish legislation authorizing the creation of underground utility districts within which existing overhead electric distribution and telecommunication distribution and service facilities will be converted to underground; and WHEREAS, the City of Burlingame has adopted an ordinance authorizing the City Council to designate areas within which all existing overhead poles, overhead wires, and overhead equipment associated with the distribution of electric power, telecommunication services, and cable television should be removed and replaced with underground wires and facilities; and WHEREAS, the Director of Public Works for the City of Burlingame has consulted with the affected public utilities, and such utilities have agreed that the proposed underground conversion district, designated the El Camino Real Underground Utility District (2019-1), meets the criteria established by the rules of the CPUC; and WHEREAS, each year the City of Burlingame is notified by PG&E regarding the allocation of work credits for conversion of overhead electric distribution lines and facilities to underground, known as Rule 20A allocations; and WHEREAS, the Director of Public Works for the City of Burlingame has consulted with PG&E and determined that the City has accumulated Rule 20A work credits; and WHEREAS, the City Council of the City of Burlingame has now received the report from the Director of Public Works recommending that the area identified in the Utility District Map should be designated as an underground utility district within which all existing overhead poles, overhead wires, and overhead equipment associated with the distribution of electric power, telecommunication services, and cable television should be removed and replaced with underground wires and facilities; and WHEREAS, the City of Burlingame has notified all affected property owners within the proposed El Camino Real Underground Utility District and invited them to attend the public hearing to discuss formation of the proposed district, and WHEREAS, the City Council of the City of Burlingame held a public hearing, at which time the Council did receive and consider the recommendation of the Director of Public Works and did hear any and all objections or protests that were raised by the property owners within the above described district pertaining to designating this area an underground utility district. NOW, THEREFORE IT IS RESOLVED, ORDERED AND FOUND by the City Council of the City of Burlingame, State of California, as follows: Section 1. Upon completion of each project phase: • The public interest requires the removal of all existing utility poles [excepting those poles supporting streetlights, traffic signals or trolley lines], overhead wires and associated overhead structures and installation of underground wires and facilities for supplying electric power, communication, or similar associated services within the areas as shown in the Utility District Map, attached hereto, with such area being designated as the El Camino Real Underground Utility District. • Each property served from such electric overhead facilities shall have installed in accordance with PG&E’s rules for underground service, all electrical facility changes on the premises necessary to receive service from the underground facilities of PG&E as soon as it is available. • Authorizing PG&E to discontinue its overhead electric service upon completion of the underground distribution system. Section 2. Funding details for the project will be determined as the project phases are developed and timelines and schedules are set in coordination with Caltrans’ work on El Camino Real. __________________________ Donna Colson, Mayor AYES: COUNCILMEMBERS: NOES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: I, Meaghan Hassel-Shearer, City Clerk of the City of Burlingame, certify that the foregoing Resolution was introduced at a regular meeting of the City Council held on the 17th day of June, 2019, and was adopted thereafter by the following vote: __________________________ Meaghan Hassel-Shearer, City Clerk EAST O N C R EEK EASTON CITY LI MI T T O W N O F HI L L S B O R O U G H CITY L I MI T CI T Y O F S A N M A T E O CITY LI MI T CI T Y O F S A N M A T E O CI T Y L I M I T T O W N O F H I L L S B O R O U G H RAI L R O A D R . O . W . RAI L R O A D R . O . W . ATE ROADWAYPRIV SUMMIT RD HILLHOWLAND WAYMANGINI GLEN AULINCAROLCANY O N R D ADO RD BURLI N G V I E W DRHIL LV IEW C T HILLSI D E D R BELVEDERE CTSUMMIT DRSUMMIT DEL MONTE DRLACUESTA DR FEY DRTIARA CTLOS ROBLES DRAD E L I N E D R ADELINEVI S T A BUR LI N G A M E A V E HOW A R D A V E BAY S W A T E R A V E PENI N S U L A A V E AR UN DE L RD ANI T A R D M Y R T LE RD EA S T L N B LOOM F I E LD RDDUFFERIN AVEKILLARNEY LNCLOVELLY LNHAMILT O N LNROSEDALE AVE W E S T M O O R R D ME A D O W L N AL B E M A R L E W A Y CO L U M B U S A V E HO O V E R A V E VALD WAY IVIARAY DR SE Q U O I A A V E EDW A R D S CT EDWARDS R D NO R T H C A R O L A N A V ETROUSD ALE D R MA R C O P O LO W A Y QU E S A D A W A YOGDEN DRSE Q U O I A A V E GARDEN D R TROUSDALE DRCLARICE LNDAVIS DR BA L B O A W A Y CO R O N A D O W A Y LA S S E N W A Y MA R C O P O L O W A Y Mc D O N A L D W A Y MO N T E C O R V I N O RAY DR BA L B O A A V E EA S T M O O R R D W E S T M O O R R D DEVERE UX DR OXFORD RDCAMBRI D G E R D RAI L R O A D R . O . W . CA L I F O R N I A D R LA G U N A A V E P A L O M A A V E CA P U C H I N O A V E EL C A M I N O R E A L MARQUITA A V E SUMM E R AVE MILLS A VE CASTEN A D A D R CASTRO CT KAR E N C T T O L E DO C T MARTI N EZ DR BA L B O A A V E CO R T E Z A V E CA B R I L L O A V E DR A K E A V E BE R N A L A V E VA N C O U V E R A V E LA G U N A A V E CH U L A V I S T A A V E PAL O M A A V E CA P U C H I N O A V E B A L B O A A V EJUANITA AVE RHINETTE AVECADILLAC DW IG H T R D S TA N L E Y R D CHA N N I N G R D BAN CR OF T RD VI C T OR I A R D BEACH RD FARRINGDON LNACACIA DRPALOMA AVEFAIR F IELD RDWAL NU T A V ESHER M AN AVE DE S O T O A V E CO L U M B U S A V E C A R L O S A V E CA S T I L L O A V E MO N T E R O A V E BE N I T O A V E AL V A R A D O A V E HILLSIDE DR EAST O N D R POPP Y D R HALE D R ADELINE DR WAY VALDIVIA CT.HAYWARD HILLSIDE DR CON C O R D W A Y VER N O N W A Y LEXI N G T O N W A Y PLYM O U T H W A Y TRE N T O N W A Y AL P I N E A V E LI N D E N A V E L A U R E L A V E M A P L E A V E WI N C H E S T E R D R FRANCISCO DRMARIN DRCORBITT DRWINCHESTER PLCUMB E R L AN D D R MARIN D R CH A T HAM RD ROLLINS RD AIRPORT BLVD AIRPORT BLVD RALSTON AVEHOWARD NEWLANDS AVECYPRESS AVEAVEBAYS W A T E R A V E EL CA M I N O R E A L EAST C A R O L BARRO I L H E T A V E BUR LI N G A M E A V ECHAPIN AVECOSTA OCCIDENTAL AVERAY CTCT HAY WARD DR CT WAYADELINE DRMIT DREL QUANIT O WAY KENMAR W Y HI L L S I D E ROOSEVELT AVECAR MELITA AVE VA N C O U V E R A V E SANC H E Z A V E BROADWAY FORE S T VI E W A V E NEWHA L L RD CRO S SW AY ARCWAY RD CR O S S W A Y R D NEU C H A T E L A V E WIL L B O R O U G H RD OAK G R O V E A V E AVE ALM E R R D AN S E L RD BELLEVUE AVEPA RK RDPRIMROSE RDL OR TO N A V E ANZA B L V D C L AR E N DO N R D CAL I F O R N I A D R CAL I F O R N I A D R HIGH LA ND AV E CHAPIN CRESCENT AVE CON C O R D W A Y AIRPORT BLVDBAY DW IGH T RD CA R O L A N A V E FLORIBUNDA AVEEL C A M I N O R E A L PALM D R BAYSHORE FREEWAY 101 CENTR A L A V EAVE RICA AVELNDON N E LL Y A V E HOW A R D A V E P E P P E R A V E CA L I F O R N I A D R LAU R E L A V E LIN D E N A V E PARK A V E OAK G R O V E A V E MORR E L L A V E LARK S P U R D RTOYON DRLIN D E N A V E AZ A L E A A V E MAJILLA AVESANCHEZ AVECARMELITA AVEBROADWAY EDGE H I L L D R EL C A M I N O R E A L C O R T E Z A V E CA B R I L L O A V E D R A K E A V E BE R N A L A V E HI G H W A Y R D RO L L I N S R D MA R S T E N R D NE R L I L N MARSTEN RDNERLI LNBA Y S H O R E H I G H W A Y DAVIS DR VALDIV I A EASTO N D R NEW LO S R O B L E S D R EASTON DR RO L L I N S R D ADELI NE DRBROADWAY ADELI N E DR HILLSIDE DR VA N C O U V E R A V E CAL I F O R N I A D R WILLO W A V E B L OOM F I E L D R D BUR LI N G A M E A V E HOW A R D A V E PR I M RO SE RDSUMMERHOLME PLDOUGLAS AVENOR T H L N SOU T H L N WE S T L N BA L B O A W A Y BA L B O A A V E EN D E N D ROLLINS RD DRTONCANYON RD FOOT LN20CANADALAPATH POPPY DR HALE DR SUMMIT DRSUM MIT DR HILL S I D E D R OAK TREE PL BELLA VISTA DRDALEO A K RDGRO VE AVELINCOLN AVE B A Y S H O R E F R E E W A Y 1 0 1 BAY S H O R E VIEW PLROSE CTLANG RD CITYLNHALLPLAZ A L N FOX SA N M A T E O A V E PALM D R WHI T E H O R N W A Y STAR WAYBA L B O A WAY EASTMOOR R D PINON AVEMILL S C A N Y O N C T CIR AR M S B Y D R JACKLI N G DR JACKLING DRFAGAN DRSANCHEZ CREEK CHANNEL SANCHEZ CREEK CHAN N E L BAY FRONT CHANNELCIT Y L IM I T C I T Y O F SA N MA T EO BELL E V U E A V E W E S T M O O R R D EN D FLORIBUNDACA L I F O R N I A D R HIG H L AN D A VE E N D EN D HA T CH L N FE R N P A T H DUFFERIN AVE CREEK BA Y S H O R E F R E E W A Y 1 0 1 BAYSHO R E F R E E W A Y 1 0 1 FRE E W A Y 101 AIRPORT BLVD AIRPORT BLVDBEACH RD LANG RD ROLLIN S R D ROL L I N S R D ROLLIN S R D ROLLINS RD ROLLINS RD HOW A R D A V E HOW A R D A V E CH A N N I NG RD DWIG H T R D ST AN L E Y RDCHA NN I NG R D BAN C RO F T R D S TA N L E Y R D DW I GH T R D C L AR E N DO N R D CA L I F O R N I A D R HIGH L AND A VE L OR T O N A V E L OR TO N A V E P AR K R D EL CA M I N O R E A L CYPRESS AVEBARR OI L H E T A V E BARROI L H E T A V EOCCIDENTAL AVEAVEBURLINGAME PEPPER AVE P R I MRO S E R D EL C A M I N O R E A L EL C A M I N O R E A L A C A C I A D R P A L O M A A V E B A L B O A A V E CO R T E Z A V E EL C A M I N O R E A L P A L O M A A V E CA P U C H I N O A V E CA B R I L L O A V E CA B R I L L O A V E DR A K E A V E EUXDEV DR ER Q U E S A D A WAYEL EL P R A D O R D P R CANYON RDLACUESTA DR TOYON DRCA L I F O R N I A D R PENI N S U L A A V E NEW DR TO N D E S O T O A V E LINCOLN AVE ED G E H I L L D R EDGE H I L L D R DR A K E A V E BE R N A L A V E O G D E N D R EL C A M I N O R E A L GROVE A V E OAK G R O V E A V E AIRPORT BLVD CADILLAC W AY WAYDE S O T O A V E CA R O L A N A V E LNCA R L O S A V E EASTON DRSUMMIT DRCHAPIN AVERALST O N A V E GLE N A U L I N L NLNMUR C HI S O N D R ADELINE DRRAI L R O A D R . O . W . RAI L R O A D R . O . W . EAST O N D R CARMELIT A AVE BUR LI N G A M E A V E BAY S W A T E R A V E BROAD WA Y ADELINE D R HILLSIDE DRDRCHANDLERWAYN E L C A M I N O R E A L BAILEYANA DR GLEN WAY N D E LAW A R E S T N C L AR EMON T S T STU DI O CI R W O O D S I D E W A Y N S A N M A T E O D R J E F F E RSO N C T WARRE N R D HURLINGHAM AVECOSTA R ICA AVEGRE E NW OO D PR OS P EC T ROW HIG H L AN D A V E KAM M E R E R C T LATH A M C T PE P P E R A V E COUNTRY CLUB DRGENEVRA RD FA IRWA Y C IRWIND SOR DR SHARON AVE WILLO W R D HI G H G A T E L N FAIRW A Y C I R FLORI B U N D A A V E CROC K E T T L N DENHAM CT SHA R O N A V E MANOR DRFOREST VIEW AVEFOREST VIEW AVE GERI LN FOR E ST VIE W A V E EUCALYPTUS AVEREY N OL D S C T DOW N E Y W A Y MARGO LN S H E L D O N W A Y FAGAN DR JACKLING DR P A T T O N P L CH U R C H I L L D R MACADAMI A D RKINDER LNFAWN CTEDESSA CTFORREST VIEW AVE EDEN WAY BAILEYANA CTIRWIN DRNO R T H C A R O L A N A V E PALM D R PALM DRMARTINEZ DRDAVIS DRL A G U N A A V E LA G U N A A V E DRD R A K E A V E SANCHEZ AVEAVEONE W A Y> > > > ON E W A Y > > > > ON E W A Y > > > > ON E W A Y > > > > O N E W A Y > > > > O N E W A Y > > > > ON E W A Y > > > > ON E W A Y > > > > <<< < < O N E W A Y ONE W A Y > > ONE W A Y>> ON E W A Y > > > > ON E W A Y > > > >ONE W A Y > > > >ONE W A Y > > > ><<<< ONE WAY<<<< O N E W A Y <<< < O N E W A Y <<< < O N E W A Y <<<< O N E W A Y << < < O N E W A Y << < < O N E W A Y<<<< ONE WAY ON E W A Y > > > > ON E W A Y > > > > ONE WAY>>>>ARCARC AL B E M A R L E W A Y S H E E T 1 S H E E T 1 S H E E T 2 S H E E T 2 S H E E T 3 SH E E T 3 SHE E T 4RAY DR.DAVIS DR.ADELINE DR.HILLSIDE DR.EASTON DR.BROADWAY DR.CARMELITA AVE.SAN C H E Z A V E.AVE.HOWA R D CYPRESS AVE.FLORIBUNDA AVE.A B C D E F G SHEET PROJ. NO.: 140- SCALE: 1" = 150' DATE: JUNE 04, 2019 Drawn: Project Eng.: Designer: Project Mgr.: Checked: BY DATEBYISSUE / REVISION DESCRIPTIONDATENO. CITY OF BURLINGAME 06/06/19 H:\140-Burlingame\140-079 Burlingame 2020 Street Resurface\Engineering\Exhibits\APN MAP.dwg@ 11:30:03 AMpbusingerPlotted: Engineering, Surveying & Planning WILSEY HAM 3130 La Selva Street, Suite 100 San Mateo, CA 94403 650.349.2151 wilseyham.com SAN MATEO COUNTY CALIFORNIA EL CAMINO REAL UNDERGROUND UTILITY DISTRICT (2019-1)CP1 The City of Burlingame EL CAMINO REAL UNDERGROUND UTILITY DISTRICT (2019-1) 025-228-010025-228-020025-228-030025-228-040025-228-050025-228-060025-228-070025-228-080025-228-090025-228-100025-228-110025-228-120025-228-130026-011-010025-227-010025-233-180025-243-010025-243-020025-243-030025-243-040025-243-050025-243-060025-243-070025-243-080025-243-090025-243-100025-243-110025-243-120025-243-220025-243-230025-251-210025-251-200025-233-170025-233-160025-233-150025-233-140025-233-120025-233-130025-233-110025-233-100025-233-090025-206-070025-206-060025-206-050025-206-040025-206-030025-206-020025-206-010025-206-080025-206-090025-206-100025-206-110025-206-120025-206-130025-206-140025-206-150025-206-160025-233-080025-233-070025-233-060025-233-050025-233-040025-233-030025-233-010025-231-120 025-233-020DUFFERIN AVEWESTMOOR RD ALBEMARLE WAY RAY DRWESTMOOR RD WESTMOOR RD END EL CAMINO REAL < < < < O N E W A Y ALBEMARLE WAY025-228-010025-228-020025-228-030025-228-040025-228-050025-228-060025-228-070025-228-080025-228-090025-228-100025-228-110025-228-120025-228-130026-011-010025-227-010025-233-180025-243-010025-243-020025-243-030025-243-040025-243-050025-243-060025-243-070025-243-080025-243-090025-243-100025-243-110025-243-120025-243-220025-243-230025-251-210025-251-200025-233-170025-233-160025-233-150025-233-140025-233-120025-233-130025-233-110025-233-100025-233-090025-206-070025-206-060025-206-050025-206-040025-206-030025-206-020025-206-010025-206-080025-206-090025-206-100025-206-110025-206-120025-206-130025-206-140025-206-150025-206-160025-233-080025-233-070025-233-060025-233-050025-233-040025-233-030025-233-010025-231-120 025-233-020026-011-030026-011-020026-013-010026-013-020026-013-030026-013-040026-013-050026-013-060026-013-070026-013-080026-013-090026-013-100026-013-110026-013-120106-930-040026-013-140026-013-150026-013-160026-013-170026-021-010026-021-020026-021-030026-021-240026-021-270026-021-280026-021-070026-021-080026-021-090026-021-290026-086-210026-086-220026-086-230026-086-240026-086-250107-830-050107-830-050026-086-310026-075-150026-075-160026-075-170026-075-180026-075-190026-075-200026-075-210026-075-220026-075-230026-075-240026-075-150109-350-040026-075-270026-075-280026-075-290025-071-190025-253-160025-253-170025-253-180025-253-190025-251-190025-251-180025-251-170025-251-160EL CAMINO REALMILLS AVEHILLSIDE DRHIGHWAY RD ADELINE DRGROVE AVE026-011-030026-011-020026-013-010026-013-020026-013-030026-013-040026-013-050026-013-060026-013-070026-013-080026-013-090026-013-100026-013-110026-013-120106-930-040026-013-140026-013-150026-013-160026-013-170026-021-010026-021-020026-021-030026-021-240026-021-270026-021-280026-021-070026-021-080026-021-090026-021-290026-086-210026-086-220026-086-230026-086-240026-086-250107-830-050107-830-050026-086-310026-075-150026-075-160026-075-170026-075-180026-075-190026-075-200026-075-210026-075-220026-075-230026-075-240026-075-150109-350-040026-075-270026-075-280026-075-290025-071-190025-253-160025-253-170025-253-180025-253-190025-251-190025-251-180025-251-170025-251-160SHEET PROJ. NO.: 140- SCALE: 1" = 150' DATE: JUNE 04, 2019 Drawn: Project Eng.: Designer: Project Mgr.: Checked: BY DATEBYISSUE / REVISION DESCRIPTIONDATENO. CITY OF BURLINGAME 06/06/19 H:\140-Burlingame\140-079 Burlingame 2020 Street Resurface\Engineering\Exhibits\APN MAP.dwg@ 11:30:25 AMpbusingerPlotted: Engineering, Surveying & Planning WILSEY HAM 3130 La Selva Street, Suite 100 San Mateo, CA 94403 650.349.2151 wilseyham.com SAN MATEO COUNTY CALIFORNIA EL CAMINO REAL UNDERGROUND UTILITY DISTRICT (2019-1) 0 75 150 300 SCALE 1" = 150' EL CAMINO REAL SCALE : 1"=150'MATCHLINE SEE ABOVE RIGHTMATCHLINE SEE SHEET 2MATCHLINE SEE BELOW LEFTEL CAMINO REAL SCALE : 1"=150' 1 A B 026-151-020108-890-060103-640-040026-151-050026-151-010 108-540-120 026-154-220026-154-030026-154-240105-330-120026-161-010026-161-020026-161-030026-161-040026-161-050026-161-060026-161-070026-161-080026-161-090026-161-100026-161-110026-161-120026-161-130026-212-290026-212-170026-212-180026-212-190026-212-200026-212-210026-212-220026-212-230026-212-280026-096-170026-096-180026-096-190026-096-200026-096-210026-096-220026-096-230026-096-240026-096-250026-096-260026-096-270026-096-340026-096-350026-096-300026-086-150026-086-160026-086-170026-086-180026-086-190026-086-200026-154-240026-021-290BALBOA AVESHERMAN AVEEASTON DRLINCOLN AVEEL CAMINO REAL EL CAMINO REAL BROADWAY 026-151-020108-890-060103-640-040026-151-050026-151-010 108-540-120 026-154-220026-154-030026-154-240105-330-120026-161-010026-161-020026-161-030026-161-040026-161-050026-161-060026-161-070026-161-080026-161-090026-161-100026-161-110026-161-120026-161-130026-212-290026-212-170026-212-180026-212-190026-212-200026-212-210026-212-220026-212-230026-212-280026-096-170026-096-180026-096-190026-096-200026-096-210026-096-220026-096-230026-096-240026-096-250026-096-260026-096-270026-096-340026-096-350026-096-300026-086-150026-086-160026-086-170026-086-180026-086-190026-086-200026-154-240026-161-130026-161-140026-164-010026-164-020026-164-030026-164-040026-164-050026-164-060026-164-260026-164-010026-164-090026-164-100026-164-110026-164-120107-730-120 028-131-040 028-132-020028-132-010 028-132-030028-132-270028-132-070028-132-070028-132-080028-132-090105-430-010 029-041-010029-012-220029-012-220029-012-190029-012-230029-012-010 123-270-090026-223-020026-223-010026-223-210026-223-120026-214-180108-880-050026-214-200026-214-210026-214-220026-214-310026-214-300026-214-300026-214-330026-214-270026-212-140SANCHEZ AVEFOREST VIEW AVEA R CCARMELITA AVEEL CAMINO REAL PALM DREDGEHILL DRCARMELITA AVESANCHEZ AVEARC026-161-130026-161-140026-164-010026-164-020026-164-030026-164-040026-164-050026-164-060026-164-260026-164-010026-164-090026-164-100026-164-110026-164-120107-730-120 028-131-040 028-132-020028-132-010 028-132-030028-132-270028-132-070028-132-070028-132-080028-132-090105-430-010 029-041-010029-012-220029-012-220029-012-190029-012-230029-012-010 123-270-090026-223-020026-223-010026-223-210026-223-120026-214-180108-880-050026-214-200026-214-210026-214-220026-214-310026-214-300026-214-300026-214-330026-214-270026-212-140SHEET PROJ. NO.: 140- SCALE: 1" = 150' DATE: JUNE 04, 2019 Drawn: Project Eng.: Designer: Project Mgr.: Checked: BY DATEBYISSUE / REVISION DESCRIPTIONDATENO. CITY OF BURLINGAME 06/06/19 H:\140-Burlingame\140-079 Burlingame 2020 Street Resurface\Engineering\Exhibits\APN MAP.dwg@ 11:30:51 AMpbusingerPlotted: Engineering, Surveying & Planning WILSEY HAM 3130 La Selva Street, Suite 100 San Mateo, CA 94403 650.349.2151 wilseyham.com SAN MATEO COUNTY CALIFORNIA EL CAMINO REAL UNDERGROUND UTILITY DISTRICT (2019-1) 0 75 150 300 SCALE 1" = 150' EL CAMINO REAL SCALE : 1"=150'MATCHLINE SEE ABOVE RIGHTMATCHLINE SEE SHEET 3MATCHLINE SEE BELOW LEFTEL CAMINO REAL SCALE : 1"=150'MATCHLINE SEE SHEET 12 D C 105-430-010 108-360-110 028-141-280 028-141-020108-010-070028-141-040107-990-200028-141-070028-141-080029-111-180029-111-200029-111 - 2 2 0 029-111-190029-111-290 029-111-260 029-111-250029-111-010029-100-330 103-820-120103-820-120029-042-120108-990-040029-041-110029-041-100029-041-090108-230-110029-041-050CITY LIMIT TOWN OF HILLSBOROUGH PA L O M A A V E FAI R F I E L D R D A R C WAY OAK GROVE AVEEL CAMINO REAL FLORIBUNDAEL CAMINO REAL KAMMER E R C TPALM DRMc K i n l e y E l e m e n t r y S c h o o l Bu r l i n g a m e E l e m e n t r y S c h o o l D i s t r i c t 70 1 P a l o m a A v e .ARC105-430-010 108-360-110 028-141-280 028-141-020108-010-070028-141-040107-990-200028-141-070028-141-080029-111-180029-111-200029-111 - 2 2 0 029-111-190029-111-290 029-111-260 029-111-250029-111-010029-100-330 103-820-120103-820-120029-042-120108-990-040029-041-110029-041-100029-041-090108-230-110029-041-050028-281-050 028-281-050 028-283-190 028-283-010 028-285-260 028-285-290 028-286-130 106-610-090 028-292-270028-292-280029-221-010029-201-390029-201-320 029-201-290029-112-360029-112-010029-121-430029-121-410 029-121-430029-111-180029-111-190RALSTON AVEBURLINGAME AVECHAPIN AVEBELLEVUE AVEHOWARD AVEFOX EL CAMINO REAL CHAPIN AVEKAMMERER CT 028-281-050 028-281-050 028-283-190 028-283-010 028-285-260 028-285-290 028-286-130 106-610-090 028-292-270028-292-280029-221-010029-201-390029-201-320 029-201-290029-112-360029-112-010029-121-430029-121-410 029-121-430029-111-180029-111-190SHEET PROJ. NO.: 140- SCALE: 1" = 150' DATE: JUNE 04, 2019 Drawn: Project Eng.: Designer: Project Mgr.: Checked: BY DATEBYISSUE / REVISION DESCRIPTIONDATENO. CITY OF BURLINGAME 06/06/19 H:\140-Burlingame\140-079 Burlingame 2020 Street Resurface\Engineering\Exhibits\APN MAP.dwg@ 11:31:12 AMpbusingerPlotted: Engineering, Surveying & Planning WILSEY HAM 3130 La Selva Street, Suite 100 San Mateo, CA 94403 650.349.2151 wilseyham.com SAN MATEO COUNTY CALIFORNIA EL CAMINO REAL UNDERGROUND UTILITY DISTRICT (2019-1) 0 75 150 300 SCALE 1" = 150'EL CAMINO REAL SCALE : 1"=150'MATCHLINE SEE ABOVE RIGHTMATCHLINE SEE SHEET 4MATCHLINE SEE BELOW LEFTEL CAMINO REAL SCALE : 1"=150'MATCHLINE SEE SHEET 23 E F 028-292-300 123-170-170 028-294-050028-294-060028-301-010028-302-010 123-100-030 028-302-280028-302-050028-302-060108-400-040028-302-080028-302-090028-302-250028-302-120028-302-130 029-223-160029-223-160029-223-150029-223-140029-223-130029-360-080105-050-070029-223-040 029-360-090029-221-120029-221-080108-160-060029-221-060C A RO L NEWLANDS AVEEL CAMINO REAL BARROILHET AVE P R I M R O S E R D P A R K R D CYPRESS AVEPENINSULA AVEN E L C A M I N O R E A L P R O S P E C T R O W 028-292-300 123-170-170 028-294-050028-294-060028-301-010028-302-010 123-100-030 028-302-280028-302-050028-302-060108-400-040028-302-080028-302-090028-302-250028-302-120028-302-130 029-223-160029-223-160029-223-150029-223-140029-223-130029-360-080105-050-070029-223-040 029-360-090029-221-120029-221-080108-160-060029-221-060SHEET PROJ. NO.: 140- SCALE: 1" = 150' DATE: JUNE 04, 2019 Drawn: Project Eng.: Designer: Project Mgr.: Checked: BY DATEBYISSUE / REVISION DESCRIPTIONDATENO. CITY OF BURLINGAME 06/06/19 H:\140-Burlingame\140-079 Burlingame 2020 Street Resurface\Engineering\Exhibits\APN MAP.dwg@ 11:31:30 AMpbusingerPlotted: Engineering, Surveying & Planning WILSEY HAM 3130 La Selva Street, Suite 100 San Mateo, CA 94403 650.349.2151 wilseyham.com SAN MATEO COUNTY CALIFORNIA EL CAMINO REAL UNDERGROUND UTILITY DISTRICT (2019-1) 0 75 150 300 SCALE 1" = 150' EL CAMINO REAL SCALE : 1"=150'MATCHLINE SEE SHEET 34 G 1 PW/ENG-Stephanie Brewer Subject:Rule 20A Work Credit Reallocation Notice May 2, 2019 Syed Murtuza Public Works Director City of Burlingame 501 Primrose Rd Burlingame, CA 94010 Subject: Rule 20A Work Credit Reallocation Notice Dear Syed, The purpose of this letter is to notify you that, pursuant to California Public Utilities Commission Resolution E-4971, approximately 0.34% of your Work Credits under PG&E’s Rule 20A program will be transferred to the City of Live Oak on July 24, 2019, unless you take the actions described below. You can view the resolution at this link. What are Rule 20A Work Credits? Utilities such as PG&E allocate Rule 20A Work Credits to communities to convert overhead electric infrastructure to underground infrastructure. Once a community has identified a project that is in the public interest and passed a municipal resolution forming an underground district, the community can initiate the project with the utility. To fund the project, the community may utilize its accrued annual Rule 20A Work Credits plus borrow forward future Work Credits for a maximum of five years from the utility. Why are my Work Credits being reallocated? On April 25, 2019, the CPUC passed Resolution E‐4971 denying PG&E request to allow the City of Live Oak to borrow beyond the 5‐year limit for their Rule 20A Project. Resolution E‐4971 orders PG&E to reallocate $554,000 of unused Work Credits from communities that have not participated in the Rule 20A program over the past eight years to the City of Live Oak. Your community has been identified as one whose Work Credits are subject to partial reallocation. What can I do to prevent my Work Credits from being transferred? Resolution E‐4971 allows communities to become active (and avoid transferring their Rule 20A Work Credits) by forming an undergrounding district within 90 days of the resolution’s effective date (i.e., by July 25, 2019). 2 The CPUC considers any community to be active and not subject to reallocation if it satisfies any of the following criteria: 1. Formally adopts an undergrounding district ordinance which expires at completion of work within the district boundaries; or 2. Has started or completed construction of an undergrounding conversion project within the last 8 years, defined as 2011 or later; or 3. Has received Rule 20A allocations from the utility for only 5 years or fewer due to recent incorporation. Inactive communities shall be defined as communities that fail to meet any of the above criteria. As of March 31, 2019, your community has 5,744,986 of Rule 20A Work Credits of which 19,781 Work Credits or approximately 0.34% is expected to be reallocated. These numbers are subject to change depending upon the final number of communities that are considered inactive on July 24, 2019. If you believe that you have been identified in error as an inactive community or interested in forming an underground district, please contact your liaison, Donna Pontrello, at donna.pontrello@pge.com. Sincerely, Tamon Norimoto Rule 20A Program Manager 1 STAFF REPORT AGENDA NO: 9c MEETING DATE: June 17, 2019 To: Honorable Mayor and City Council Date: June 17, 2019 From: Kathleen Kane, City Attorney – (650) 558-7204 Subject: Introduction of an Ordinance Amending Appeal Procedures for Denial of Massage Registration Under Chapter 6.39 of the Burlingame Municipal Code RECOMMENDATION Staff recommends that the City Council consider a proposed ordinance amending appeal procedures for denial of massage registration under Chapter 6.39 of the Municipal Code. In order to do so, the Council should: A. Receive the staff report and ask any questions of staff. B. Request that the City Clerk read the title of the proposed ordinance. C. By motion, waive further reading and introduce the ordinance. D. Conduct a public hearing. E. Following the public hearing, discuss the ordinance and determine whether to bring it back for second reading and adoption. If the Council is in favor of the ordinance, direct the City Clerk to publish a summary of the ordinance at least five days before its proposed adoption. BACKGROUND Burlingame’s Municipal Code provisions relating to massage establishments have been amended numerous times in recent years in order to respond to shifting state legislative mandates. As part of those amendments, the City enacted a registration procedure for both individual practitioners and massage establishments that is consistent with state law. Grounds for denial of registration or renewal include failure to maintain the state-level California Massage Therapy Council certification, employment of practitioners who are not certified, misrepresentation in an application to the City, and commission of various offenses, among other reasons. If an application for registration or renewal is denied, the applicant has a right to an appeal hearing under Municipal Code Section 6.39.070. DISCUSSION The Municipal Code currently provides that the City Council should hear appeals from the denial of massage registration. Upon review of this procedure, staff has determined that appeals under Chapter 6.39 are likely to be more fact-intensive and involve greater need for development of particularized findings of fact than appeals from subordinate commissions. Further, scheduling a Massage Appeal Ordinance June 17, 2019 2 special meeting of the Council is difficult to achieve in a time frame that is responsive to appellants’ interest in a speedy hearing. Given these differences from other appeals heard by Council, staff suggests that appeal hearings be removed from Council and given instead to a hearing officer who will be better equipped to conduct the kind of proceedings called for under Section 6.39.070. The hearing officer will be designated by the City Manager and may be a Department Head – other than those potentially involved in the determination to deny registration – or an independent hearing officer retained by the City. The attached proposed ordinance also modifies some of the timelines provided in the code, in order to provide greater flexibility in scheduling appeals and improved notice to the applicant. FISCAL IMPACT There is no direct impact on the City General Fund from adopting the proposed ordinance. However, the ordinance does allow for the retention of independent hearing officers. Such officers generally charge fees equivalent to private attorneys or mediators. Exhibit: • Proposed Ordinance ORDINANCE NO. ____ AN ORDINANCE OF THE CITY OF BURLINGAME AMENDING SECTION 6.39.070 OF THE MUNICIPAL CODE REGARDING APPEALS OF MASSAGE PERMIT DENIALS WHEREAS, Chapter 6.39 of the Burlingame Municipal Code governs the establishment, registration, and conduct of massage establishments within the City in compliance with State law; and WHEREAS, Section 6.39.070 provides that if registration or renewal is denied by the Police Department, an applicant may appeal that decision to the City Council; and WHEREAS, Section 6.39.070 further sets forth the timing and certain aspects of the method for hearing the appeal; and WHEREAS, the time frames provided for in the current ordinance have proved to be impractical to coordinate with scheduling a Council hearing; and WHEREAS, the nature of appeal proceedings under Chapter 6.39 differ from those otherwise heard by Council, such as appeals from subordinate commissions, insofar as appeals under Chapter 6.39 are likely to require greater presentation and evaluation of evidence and development of findings of fact; and WHEREAS, a designated hearing officer is better equipped than the Council to conduct a hearing on the matters raised in appeals under Chapter 6.39. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF BURLINGAME ORDAINS AS FOLLOWS: DIVISION 1: Section 1: Burlingame Municipal Code Section 6.39.070 is amended as follows: Existing Section 6.39.070 is amended as follows, with strikethrough text indicating deletions and underlined text indicating insertions: “6.39.070. If registration or renewal is denied, applicant has thirteen (13) calendar ten (10) days from the date of mailing the denial notice within which to appeal to the city council by filing a written application for a public hearing with the clerk of the city. The written appeal application must state the grounds on which the applicant objects to the denial of the registration or renewal. Notice and a public hearing shall be given as follows: (a) Upon receipt of the appeal, the city clerk shall set the matter for hearing before the council a hearing officer, as designated by the City Manager, who may be an independent hearing officer retained by the City or a City Department Head other than the City Attorney or Chief of Police, at a regular meeting thereof, as soon as is practicable but in any event within sixty (60) days from the date of filing the appeal, and shall give written notice of the hearing to the applicant at the applicant’s address set forth in the appeal by first class mail at least ten (10) thirty (30) days prior to the hearing date, unless an earlier date is set by mutual agreement of the City and appellant. The date for the appeal hearing may be modified upon the request of the applicant or upon consultation and agreement between the applicant and the city. The appeal hearing shall be public, and notice of the scheduled hearing shall be provided in the same manner as for appeals of decisions of the Planning Commission. (b) On the date set, the council hearing officer shall hear the matter, and may continue it from time to time before reaching a decision. The proceedings before the council hearing officer shall be informal and the rules of evidence shall not apply. However, the applicant and any interested parties may present such evidence as they deem appropriate, provided it complies with the any procedures set forth by the council for appeals. If the council hearing officer finds that the applicant has satisfactorily met all of the requirements of this chapter, it she or he shall order the issuance of the registration and business license. If it she or he finds that the requirements have not been met satisfactorily, it she or he shall deny the registration. (c) All findings of the council hearing officer shall be final and conclusive upon the applicant.” DIVISION 2: If any section, subsection, sentence, clause or phrase of this Ordinance is for any reason held to be invalid, such decision shall not affect the validity of the remaining portions of this Ordinance. The Council declares that it would have adopted the Ordinance and each section, subsection, sentence, clause or phrase thereof, irrespective of the fact that any one or more sections, subsections, sentences, clauses or phrases be declared invalid. DIVISION 3: This Ordinance shall be published in a newspaper of general circulation in accordance with California Government Code Section 36933, published, and circulated in the City of Burlingame, and shall be in full force and effect thirty (30) days after its final passage. ________________________________ Donna Colson, Mayor I, Meaghan Hassel-Shearer, City Clerk of the City of Burlingame, certify that the foregoing ordinance was introduced at a public hearing at a regular meeting of the City Council held on the 17th day of June, 2019, and adopted thereafter at a regular meeting of the City Council held on the ______ day of ___________ 2019, by the following vote: AYES: Councilmembers: NOES: Councilmembers: ABSENT: Councilmembers: __________________________________ Meaghan Hassel-Shearer, City Clerk 1 STAFF REPORT AGENDA NO: 10a MEETING DATE: June 17, 2019 To: Honorable Mayor and City Council Date: June 17, 2019 From: Ana Maria Silva, Executive Assistant – (650) 558-7204 Subject: Consideration of Two Appointments to the Library Board of Trustees RECOMMENDATION Staff recommends that the City Council make appointments to fill two impending vacancies on the Library Board of Trustees or take other action. BACKGROUND The vacancies are due to the expiring terms of Board members Andrew Blanco and Lisa Rosenthal. Both Board members have elected not to reapply. The vacancies were publicized, and notification letters were sent to past Commission applicants. The City received six applications (one withdrawal) as of the deadline of May 24, 2019. The City Council interviewed the following five applicants on June 10, 2019: Irving Agard, Jeff McFadden, Jason Sonoda, Elisabeth Ostrow, and Danielle Roces Garcia. The appointee terms will be for three years, ending on June 30, 2022. 1 STAFF REPORT AGENDA NO: 10b MEETING DATE: June 17, 2019 To: Honorable Mayor and City Council Date: June 17, 2019 From: Lisa K. Goldman, City Manager – (650) 558-7243 Kevin Gardiner, Community Development Director – (650) 558-7253 Subject: Discussion and Direction Regarding a Temporary Moratorium on Modifications to or Demolition of the Sea Wall on Burlingame’s Bayfront RECOMMENDATION Staff recommends the City Council discuss whether it wishes to implement a temporary moratorium on modifications to or demolition of the sea wall and provide direction. BACKGROUND During the City Council’s goal-setting session in January 2019, the Council identified five infrastructure initiatives for special focus over the next year. The Mayor then assigned two Councilmembers to champion each initiative. One of the initiatives is sea level rise shoreline protection improvements, and Mayor Colson and Councilmember Brownrigg are the assigned Councilmembers. Separately, the City received a grant from San Mateo County to evaluate sea level rise as it relates to Burlingame, and identify potential near-term and long-term adaptation strategies that would be applicable to the particular site conditions of the Bayfront. The result will be a high-level assessment that will inform policies and future planning efforts. DISCUSSION Given the City’s ongoing sea level rise work and the importance of having a thoughtful plan for responding to sea level rise in Burlingame, the Council subcommittee members thought it prudent to place a moratorium on any significant modifications to or demolition of the sea wall while the City is developing its long-term plan to address sea level rise. This planning effort is expected to take approximately eight months, with the result being the identification of two or three potential adaptation concepts. Once a favored concept is selected, additional analysis will be required in subsequent years to further evaluate detailed engineering and financing matters, and develop specific capital projects. Should a majority of the Council agree with the subcommittee’s recommendation, then staff will return at a future date with an ordinance to memorialize this decision. Temporary Moratorium on Sea Wall Modification or Demolition June 17, 2019 2 FISCAL IMPACT There is no fiscal impact associated with this discussion and direction item. 1 Memorandum AGENDA NO: 11a MEETING DATE: June 17, 2019 To: City Council Date: June 17,2019 From: Vice Mayor Emily Beach Subject: Committee Report Friday, 5/31/2019 – Home for All: • Tour and lunch at Trousdale, Burlingame with Mayor Colson – thank you, Dale! Monday, 6/3/2019: • City Council Meeting Tuesday, 6/4/2019: • County Office of Education Safe Routes to School Community Advisory Committee o Discussed upcoming grant cycles and SRS training for educators • Meeting with member of San Mateo’s General Plan Committee • Yaseen Foundation’s Eid Celebration at Coyote Point Wednesday, 6/5/2019: • Rotary Club Luncheon • BIS Olympics volunteer Thursday, 6/6/2019: • First meeting of San Mateo County Express Lane JPA; elected Chair Alicia Aguirre and Vice Chair Don Horsley; completed administrative matters relating to establishment of new JPA • San Mateo County Transportation Authority Board Meeting: thank you Mayor Colson, City Manager Lisa Goldman, and Director of Public Works Syed Murtuza for attending the TA’s Broadway Grade Separation project update to our Board of Directors. No action taken; consideration of next phase funding will likely happen in July/August. Saturday, 6/8/2019: • CCFD Pancake Breakfast • Constituent Meeting, topics included: o Broadway Grade Separation o Traffic calming concerns: Paloma, Broadway, roundabout; Uber/Lyft speeding o Affordable housing o Facebook campus o El Camino Real road/sidewalk safety and trees Beach Committee Report June 17, 2019 2 Sunday, 6/9/2019: • Mercy Head of School Retirement celebration for Karen Hanrahan Monday, 6/10/2019: • League of Cities Peninsula Division Executive Board Meeting – discussed bylaws update and recruiting; presentation by Facebook regarding platform use for Penn Division and individual Cities • Library Trustee Interviews with City Council • Lyon Hoag Traffic Calming Meeting – caught final 30 minutes. About 20 residents in attendance who were highly engaged. Tuesday, 6/11/2019: • City Manager Monthly meeting • Leadership Program Graduation • BSD H.Jay Burns Award Presentation (congratulations Melinda Saunders & Angela Dubovsky) and Burlingame PD Officer Heather Rumbaugh, who was honored for her service as School Resource Officer Wednesday, 6/12/2019: • Economic Development Subcommittee o Primarily discussed innovative office uses downtown with business and property owners o Empty storefront guidelines (no paper, attractive window coverings) are succeeding! Received positive status update from staff. • Rotary Club luncheon, excellent community outreach presentation by Kate Comfort, HIP Housing • Ray Park Ribbon Cutting – perhaps our best playground yet! Congratulations and thank you to staff and our Ray Park citizen advisory committee Thursday, 6/13/2019: • League of California Cities Environmental Quality Policy Committee in Sacramento o Beginning at time of this report. Will provide highlights next time.