HomeMy WebLinkAboutAgenda Packet - CC - 2020.06.15CITY
v
0
ticow � �
rPORATED
Monday, June 15, 2020
City of Burlingame
Meeting Agenda - Final
City Council
7:00 PM
BURLINGAME CITY HALL
501 PRIMROSE ROAD
BURLINGAME, CA 94010
Council Chambers
On March 17, 2020, the Governor issued Executive Order N-29-20 suspending certain
provisions of the Ralph M. Brown Act in order to allow for local legislative bodies to conduct
their meetings telephonically or by other electronic means. Pursuant to the Shelter -in -Place
Order issued by the San Mateo County Health Officer on March 16, 2020 (which was then
extended on March 31, 2020, April 29, 2020, and May 15, 2020) the statewide Shelter -in -Place
Order issued by the Governor in Executive Order N-33-20 on March 19, 2020, and the CDC's
social distancing guidelines which discourage large public gatherings, the Council Chambers
will not be open to the public for the June 15, 2020 City Council Meeting.
Members of the public may view the meeting by logging into the Zoom meeting listed below.
Additionally, the meeting will be streamed live on Youtube and uploaded to the City's website
after the meeting.
Members of the public may provide written comments by email to
publiccomment@burlingame.org.
Emailed comments should include the specific agenda item on which you are commenting, or
note that your comment concerns an item that is not on the agenda or is on the Consent
Calendar. The length of the emailed comment should be commensurate with the three
minutes customarily allowed for verbal comments, which is approximately 250-300 words. To
ensure that your comment is received and read to the City Council for the appropriate agenda
item, please submit your email no later than 5:00 p.m. on June 15, 2020. The City will make
every effort to read emails received after the 5:00 p.m. deadline which are not read into the
record will be provided to the City Council after the meeting.
All votes are unanimous unless separately noted for the record.
City of Burlingame Page 1 Printed on 611112020
City Council Meeting Agenda - Final June 15, 2020
1. CALL TO ORDER - 7:00 p.m. - Online
To Join the Zoom Meeting (Note that the link below doesn't look like a hyperlink, but
it is)
https://us02web.zoom.us/j/86373278197?
pwd=Y2dFdDRscTJnZOdhTU RPMW1 zRjNHdz09
Meeting ID: 863 7327 8197
Password: 147202
One tap mobile
+16699006833„86373278197# US (San Jose)
+13462487799„86373278197# US (Houston)
Dial by your location
+1 669 900 6833 US (San Jose)
+1 346 248 7799 US (Houston)
+1 253 215 8782 US (Tacoma)
+1 929 436 2866 US (New York)
+1 301 715 8592 US (Germantown)
+1 312 626 6799 US (Chicago)
Meeting ID: 863 7327 8197
Find your local number: https://us02web.zoom.us/u/kfH3ZrMn
2. PLEDGE OF ALLEGIANCE TO THE FLAG
3. ROLL CALL
4. REPORT OUT FROM CLOSED SESSION
5. UPCOMING EVENTS
6. PRESENTATIONS
a. Nine Sport Award Presentation
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.
City of Burlingame Page 2 Printed on 611112020
City Council Meeting Agenda - Final June 15, 2020
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.
a. Adoption of a Resolution Authorizing the City Manager to Execute a $1,694,447
Agreement with Suarez & Munoz Construction, Inc. for the Installation of the Ray Park Field
and Parking Lot, City Project 85750
Attachments: Staff Report
Resolution
Bid Summary
Agreement with Suarez and Munoz Construction, Inc.
b. Adoption of a Resolution Authorizing the City Manager to Execute an Amendment to
Extend the Agreement for Joint Use, Maintenance, Operation, and for Maintaining a
Strong Collaborative Relationship Between the City of Burlingame and the Burlingame
School District for One Year
Attachments: Staff Report
Resolution
Amendment to the Agreement
2017 Agreement
C. Adoption of a Resolution Approving Fiscal Year 2020-21 Personnel Changes and
Adopting Salary Schedule
Attachments: Staff Report
Resolution
Salary Schedule
Facilities and Fleet Supervisor Classification
Lead Equipment Mechanic Classification
Recreation Manager Classification
d. Adoption of a Resolution Approving the Tentative and Final Subdivision Map (PM 20-04),
Subdivision of Lot 2-A, Block 3, Map of Town of Burlingame No. 1 Subdivision at 21 Park
Road
Attachments: Staff Report
Resolution
Final Subdivision Map
May 29, 2018 Planning Commission Minutes
City of Burlingame Page 3 Printed on 611112020
City Council Meeting Agenda - Final June 15, 2020
e. Adoption of a Resolution Accepting the 2019 Sidewalk Repair Program by J.J.R.
Construction, Inc., City Project No. 85520
Attachments: Staff Report
Resolution
Final Progress Payment
Project Location Map
f. Adoption of a Resolution Rejecting All Bids Received for the 2020 Street Resurfacing
Program, City Protect No. 85640, and Authorizing Staff to Re -advertise the Protect
Attachments: Staff Report
Resolution
Bid Summary
Project Location Map
g. Adoption of Resolutions Awarding a Construction Contract to Trinet Construction, Inc., for
the Culvert Crossing Repair Project, Phase 1, in the Amount of $774,400; and Approving
a Professional Services Agreement with Tanner Pacific, Inc. for Construction
Management Services Related to the Project in the Amount of $161,220
Attachments: Staff Report
Resolution Awarding Construction Contract
Resolution Approving Professional Services Agreement
Construction Contract
Professional Services Agreement
Bid Summary
Protect Location Map
9. PUBLIC HEARINGS (Public Comment)
a. Public Hearing and Adoption of a Resolution Reducing the 2020 San Mateo County
Tourism Business Improvement District Assessments on Hotel Businesses within the
nice+rim+
Attachments: Staff Report
Resolution
Letter to Hotel Partners
b. Public Hearina to Consider Proposed Amendments to the Burlinaame Municipal Code to
Allow for a Building Electrification Reach Code
Attachments: Staff Report
Proposed Ordinance
Frequently Asked Questions
City of Burlingame Page 4 Printed on 611112020
City Council Meeting Agenda - Final June 15, 2020
C. Public Hearing and Adoption of Resolutions (1) Adopting the FY 2020-21 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
Attachments: Staff Report
Resolution-2020-21 Budget
Resolution -Gann Limit
Resolution -PARS contribution
FY 2020-21 Proposed Budget
10. STAFF REPORTS AND COMMUNICATIONS (Public Comment)
a. Consideration of Two Appointments to the Library Board of Trustees
Attachments: Staff Report
b. Adoption of a Resolution Authorizing Mayor Beach to Take Former President Barack
Obama's Pledge to Address Police Use of Force Policies.
Attachments: Staff Report
Resolution
President Obama Pledge
11. COUNCIL COMMITTEE AND ACTIVITIES REPORTS AND ANNOUNCEMENTS
Councilmembers report on committees and activities and make announcements.
12. FUTURE AGENDA ITEMS
13. ACKNOWLEDGMENTS
The agendas, packets, and meeting minutes for the Planning Commission, Traffic, Safety and Parking
Commission, Beautification Commission, Parks and Recreation Commission, and Library Board of
Trustees are available online at www.burlingame.org.
14. ADJOURNMENT
Notice: Any attendees who require special assistance or a disability -related modification or
accommodation to participate in this meeting, or who have a disability and wish to request an
alternative format for the agenda, meeting notice, agenda packet, or other writings that may be
distributed at the meeting, should contact Meaghan Hassel -Shearer, City Clerk, by 10:00 a.m. on
Monday, June 15, 2020 at 650-558-7203 or at mhasselshearer@burlingame.org. Notification in
advance of the meeting will enable the City to make reasonable arrangements to ensure accessibility
to this meeting, the materials related to it, and your ability to comment.
City of Burlingame Page 5 Printed on 611112020
City Council Meeting Agenda - Final June 15, 2020
NEXT CITY COUNCIL MEETING
Regular City Council Meeting on Monday, July 6, 2020
VIEW REGULAR COUNCIL MEETING ONLINE AT www.burlingame.org/video
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 via www.burlingame.org or by emailing the City Clerk at
mhasselshearer@burlingame.org. If you are unable to obtain information via the City's website or
through email, contact the City Clerk at 650-558-7203.
City of Burlingame Page 6 Printed on 611112020
AGENDA NO: 8a
STAFF REPORT
MEETING DATE: June 15, 2020
To: Honorable Mayor and City Council
Date: June 15, 2020
From: Margaret Glomstad, Parks and Recreation Director — (650) 558-7307
Karen Hager, Management Analyst — (650) 558-7317
Subject: Adoption of a Resolution Authorizing the City Manager to Execute a
$1,694,447 Agreement with Suarez & Munoz Construction, Inc. for the
Installation of the Ray Park Field and Parking Lot, City Project 85750
RECOMMENDATION
Staff recommends that the City Council adopt a resolution authorizing the City Manager to
execute a $1,694,447 agreement with Suarez & Munoz Construction, Inc. for the installation of
the Ray Park Field and Parking Lot, City Project 85750.
BACKGROUND
The Ray Park Parking Lot Project, which includes paving, landscape, irrigation, and fencing to
improve the safety of the existing lot, was originally bid as an additive alternate for the Ray Park
Playground Project based on the endorsement from the Parks & Recreation Commission. Staff
recommended not awarding the parking lot add alternate at that time because the bid prices were
too high. Separate funds were requested and approved to complete the Ray Park Parking Lot
Project in the FY 2019-20 Capital Improvement Project budget.
The FY 2019-20 Capital Improvement Project budget also includes funds for the Ray Park athletic
field renovations. This project includes a complete renovation of the athletic field and an update of
the existing softball field dugouts and warmup areas to be compliant with ADA. New natural grass
sod and irrigation, and associated landscaping will also be installed.
The Ray Park Field project was originally bid in September 2019, but the City Council approved
the rejection of all bids due to timing concerns with the Burlingame Girls Softball schedule. The
revised timing also allowed the architect team working on the parking lot project to coordinate
with the architect team working on the field renovation project so that the two projects could be
bid as one project to save on overall expenditures.
DISCUSSION
The project was advertised for bid on Wednesday, May 6, 2020, and closed on Tuesday, June 2,
2020.
1
Contract with Suarez & Munoz for Ray Park Field & Parking Lot June 15, 2020
The base bid included removal of existing sod and irrigation, updating the existing softball field
dugouts and warmup areas to be compliant with ADA, and installation of new grading with laser
leveling, fencing, paving, drainage, irrigation, sod, and associated landscaping. The parking lot
improvements included paving, landscape, irrigation, and fencing. The bid included five additive
alternates:
1. Installation of natural grass sod in lieu of natural grass seed.
2. Installation of netting along one side of parking lot.
3. Installation of low fence along pathway.
4. Installation of the concrete pad for the bleachers.
5. Installation of concrete paving in lieu of decomposed granite paving.
Bidders were instructed to bid a lump sum proposal for all the labor and materials required to
complete the project. On June 2, 2020, the City received three bids (Exhibit B) for the project
ranging in price from $1,634,547 and $1,900,000. The Engineer's estimate was $1,858,899.
Suarez & Munoz Construction, Inc. was the apparent low bidder.
Company
Base Bid
Add -Alt 1
Add -Alt 2
Add -Alt 3
Add -Alt 4
Add -Alt 5
Suarez & Munoz
$1,634,547
$33,400
$116,500
$16,000
$8,500
$2,000
Mcguire and Hester
$1,834,000
$33,100
$91,700
$18,900
$20,200
$7,100
Integra
$1,900,000
$94,000
$97,000
$20,000
$25,000
$120,000
The bids were competitive and less than the Engineer's estimate, including the additive
alternates. Staff recommends awarding the base project and additive alternates 1, 3, 4, and 5, at
a cost of $59,900, for a total contract price of $1,694,447.
FISCAL IMPACT
The following are the estimated project expenditures:
Architect/Civil Engineer
$164,500.00
Legal Ads/Plans/Misc.
$5,000.00
Construction Contract
$1,694,447.00
Construction Contingency 10%
$169,444.70
Total
$2,033,391.70
The Ray Park Parks & Trees Capital Improvement Fund is short approximately $50,000 for this
project. However, the Parks & Trees Capital Improvement Fund has monies in the Bayview Park
Improvements (State Lands) project that can cover the shortfall. This will leave approximately
$68,000 in the Bayview Park Improvements Fund in case there is a need for the City to expend
funds as Sphere works on the park development on the parcel.
Exhibits:
• Resolution
• Bid Summary
• Agreement with Suarez & Munoz Construction, Inc.
2
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME
AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH SUAREZ
AND MUNOZ CONSTRUCTION, INC. FOR THE RAY PARK FIELD AND PARKING LOT
PROJECT, CITY PROJECT NO 85750
WHEREAS, the City of Burlingame Capital Improvement Program has identified the Ray
Park Field and Parking Lot as in need of replacement; and
WHEREAS, the City of Burlingame has taken appropriate proceedings to authorize
construction of the public work and improvements provided for in the attached contract; and
WHEREAS, a notice was duly published on May 6, 2020 for bids for the contract for the
Ray Park Field and Parking Lot Project; and
WHEREAS, on June 2, 2020, all proposals were received and opened before the City
Clerk and representatives of the Parks & Recreation Department; and
WHEREAS, Suarez & Munoz Construction, Inc. submitted the lowest responsive and
responsible bid for the project in the amount of $1,634,547; and
WHEREAS, there are four recommended add -alternates, totaling $59,900;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF BURLINGAME
RESOLVES AND ORDERS AS FOLLOWS:
1. The facts in the recitals above and in the staff report are true and correct.
2. The Plans and Specifications, including all addenda, are approved and adopted.
3. The bid from Suarez & Munoz Construction, Inc. in the amount of $1,634,547 is the
lowest responsive and responsible bid for said project and is accepted.
4. The bid includes four recommended add -alternates totaling $59,900.
5. Funds in the amount of $50,000 will be transferred from the Parks and Trees Capital
Improvement Fund Bayview Park Improvements (State Lands) to the Parks and Trees
Capital Improvement Fund Ray Park Field Renovations Fund.
6. The City shall enter into a contract with the successful bidder, Suarez & Munoz
Construction, Inc. for the performance of the Ray Park Field and Parking Lot, Project
No. 85750, and the City Manager is authorized on behalf of the City of Burlingame to
execute said contract and to approve the faithful performance bond and the labor
materials bond required to be furnished by the contractor.
Emily Beach, 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 15th day of June, 2020,
and was adopted thereafter by the following vote:
AYES:
COUNCILMEMBERS:
NOES:
COUNCILMEMBERS:
ABSENT:
COUNCILMEMBERS:
Meaghan Hassel -Shearer, City Clerk
1
a°R� GAME Bid Summary
Burlingame Parks & Recreation Department
Ray Park Field and Parking Lot -City Project: 85750
Date: June 2, 2020
Bids Due at 2pm and opened via Zoom at 2:30pm
o
4-1
v C
� v
N E
M
C � U
O N UN
4-1 N
�#
(UC
N
Ln v N O
2k 7
bA
d
O
a''
v
+1 c7 a C
Y
Q) OJ N cn U
-O Q
cn
N
E C
O
Q
U U 7
V) U
(0 f6 UO c-I
�
b.0
l0
(1)
U
N
V)
N +-+ +--+
0 (1)i
-6 C_- Ck to
O O O E6 C
U
v
p
U
U U U v
U U U O — O O
C
Company Bid Amount c�
D
Q
x
0
U- -Q
07 Q
� � ry) a) Q o
1
2
3
Suarez & Munoz Construction
$1,634,547
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
Add Alternate 1 - $33,400
Add Alternate 2 - $116,500
Add Alternate 3 - $16,000
Add Alternate 4 - $8,500
Add Alternate 5 - $2,000
Integra Construction Services
$1,900,000
Add Alternate 1 - $94,000
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
Add Alternate 2 - $97,000
Add Alternate 3 - $20,000
Add Alternate 4 - $25,000
Add Alternate 5 - $120,000
Mcguire and Hester
$1,834,000
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
Add Alternate 1 - $33,100
Add Alternate 2 - $91,700
Add Alternate 3 - $18,900
Add Alternate 4 - $20,200
Add Alternate 5 - $7,100
AGREEMENT FOR PUBLIC IMPROVEMENT
Ray Park Field and Parking Lot Project
City Project No. 85750
THIS AGREEMENT, made in duplicate and entered into in the City of Burlingame,
County of San Mateo, State of California on June 15, 2020 by and between the CITY OF
BURLINGAME, a Municipal Corporation, hereinafter called "City", and Suarez & Munoz
Construction, Inc., a California Corporation hereinafter called "Contractor."
WITNESSETH:
WHEREAS, City has taken appropriate proceedings to authorize construction of the
public work and improvements herein provided for and to authorize execution of this Contract;
and
WHEREAS, pursuant to State law and City requirements, a notice was duly published
for bids for the contract for the improvement hereinafter described; and
WHEREAS, on May 6, 2020, after notice duly given, the City Council of Burlingame
awarded the contract for the construction of the improvements hereinafter described to
Contractor, which the Council found to be the lowest responsive, responsible bidder for these
improvements; and
WHEREAS, City and Contractor desire to enter into this Agreement for the construction
of said improvements.
NOW, THEREFORE, IT IS AGREED by the parties hereto as follows:
1. Scope of work.
Contractor shall perform the work described in those Contract Documents entitled:
Ray Park Field and Parking Lot Project, City Project No. 85750
2. The Contract Documents.
The complete contract between City and Contractor consists of the following documents: this
Agreement; Notice Inviting Sealed Bids, attached hereto as Exhibit A; the accepted Bid
Proposal, attached hereto as Exhibit B; the specifications, provisions, addenda, complete plans,
profiles, and detailed drawings contained in the bid documents titled Ray Park Field and
Parking Lot Project, City Project No. 85750; the State of California Standard Specifications
2010, as promulgated by the California Department of Transportation; prevailing wage rates of
the State of California applicable to this project by State law; and all bonds; which are
AGREEMENT-1
collectively hereinafter referred to as the Contract Documents. All rights and obligations of City
and Contractor are fully set forth and described in the Contract Documents, which are hereby
incorporated as if fully set forth herein. All of the above described documents are intended to
cooperate so that any work called for in one, and not mentioned in the other, or vice versa, is to
be executed the same as if mentioned in all said documents.
3. Contract Price.
The City shall pay, and the Contractor shall accept, in full, payment of the work above
agreed to be done, the sum of One million, six hundred and ninety four thousand, four hundred
and forty seven dollars ($1,694,447.00), called the "Contract Price". This price is determined by
the lump sum, add -alternates 1, 3, 4, and 5 and unit prices contained in Contractor's Bid. In the
event authorized work is performed or materials furnished in addition to those set forth in
Contractor's Bid and the Specifications, such work and materials will be paid for at the unit
prices therein contained. Said amount shall be paid in progress payments as provided in the
Contract Documents.
4. Termination
At any time and with or without cause, the City may suspend the work or any portion of
the work for a period of not more than 90 consecutive calendar days by notice in writing to
Contractor that will fix the date on which work will be resumed. Contractor will be granted an
adjustment to the Contract Price or an extension of the Time for Completion, or both, directly
attributable to any such suspension if Contractor makes a claim therefor was provided in the
Contract Documents.
The occurrence of any one or more of the following events will justify termination of the
contract by the City for cause: (1) Contractor's persistent failure to perform the work in
accordance with the Contract Documents; (2) Contractor's disregard of Laws or Regulations of
any public body having jurisdiction; (3) Contractor's disregard of the authority of the Engineer;
or (4) Contractor's violation in any substantial way of any provision of the Contract Documents.
In the case of any one or more of these events, the City, after giving Contractor and Contractor's
sureties seven calendar days written notice of the intent to terminate Contractor's services, may
initiate termination procedures. Such termination will not affect any rights or remedies of City
against Contractor then existing or that accrue thereafter. Any retention or payment of moneys
due Contractor will not release Contractor from liability. At the City's sole discretion,
Contractor's services may not be terminated if Contractor begins, within seven calendar days of
receipt of such notice of intent to terminate, to correct its failure to perform and proceeds
diligently to cure such failure within no more than 30 calendar days of such notice.
Upon seven calendar days written notice to Contractor, City may, without cause and
AGREEMENT-2
without prejudice to any other right or remedy of City, terminate the Contract for City's
convenience. In such case, Contractor will be paid for (1) work satisfactorily completed prior the
effective date of such termination, (2) furnishing of labor, equipment, and materials in
accordance with the Contract Documents in connection with uncompleted work, (3) reasonable
expenses directly attributable to termination, and (4) fair and reasonable compensation for
associated overhead and profit. No payment will be made on account of loss of anticipated
profits or revenue or other economic loss arising out of or resulting from such termination.
5. Provisions Cumulative.
The provisions of this Agreement are cumulative and in addition to and not in limitation
of any other rights or remedies available to the City.
6. Notices.
All notices shall be in writing and delivered in person or transmitted by certified mail,
postage prepaid.
Notices required to be given to the City shall be addressed as follows:
Karen Hager
Management Analyst
1010 Burlingame Avenue
Burlingame, California 94010
Notices required to be given to Contractor shall be addressed as follows:
John Suarez
2490 American Avenue
Hayward, Ca 94545
510-782-6065
john@suarezmunoz.com
7. Interpretation
As used herein, any gender includes the other gender and the singular includes the plural
and vice versa.
8. Waiver or Amendment.
No modification, waiver, mutual termination, or amendment of this Agreement is
effective unless made in writing and signed by the City and the Contractor. One or more waivers
of any term, condition, or other provision of this Agreement by either party shall not be
AGREEMENT-3
construed as a waiver of a subsequent breach of the same or any other provision.
9. Controlling Law.
This Agreement is to be governed by and interpreted in accordance with the laws of the
State of California.
10. Successors and Assignees.
This Agreement is to be binding on the heirs, successors, and assigns of the parties hereto
but may not be assigned by either party without first obtaining the written consent of the other
party.
I I. Severability.
If any term or provision of this Agreement is deemed invalid, void, or unenforceable by
any court of lawful jurisdiction, the remaining terms and provisions of the Agreement shall not
be affected thereby and shall remain in full force and effect.
12. Indemnification.
Contractor shall indemnify, defend, and hold the 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 actual or alleged
negligence, recklessness or willful misconduct of Contractor, 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 Contractor 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 indemnify City shall be limited to that allowed by state law. Acceptance of insurance
certificates and endorsements required under this Agreement does not relieve Contractor 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.
IN WITNESS WHEREOF, two identical counterparts of this Agreement, consisting of
five pages, including this page, each of which counterparts shall for all purposes be deemed an
original of this Agreement, have been duly executed by the parties hereinabove named on the day
and year first hereinabove written.
AGREEMENT-4
CITY OF BURLINGAME, Print Name:
a Municipal Corporation Company Name:
By
Lisa K. Goldman, City Manager
Approved as to form:
Kathleen Kane, City Attorney
ATTEST:
Meaghan Hassel -Shearer, City Clerk
"CONTRACTOR"
AGREEMENT-5
BiFRL- 1NAGENDA NO: 8b
STAFF REPORT
MEETING DATE: June 15, 2020
To: Honorable Mayor and City Council
Date: June 15, 2020
From: Lisa K. Goldman, City Manager — (650) 558-7243
Subject: Adoption of a Resolution Authorizing the City Manager to Execute an
Amendment to Extend the Agreement for Joint Use, Maintenance,
Operation, and for Maintaining a Strong Collaborative Relationship
Between the City of Burlingame and the Burlingame School District for One
Year
RECOMMENDATION
Staff recommends that the City Council adopt a Resolution authorizing the City Manager to
execute an amendment to extend the Agreement for Joint Use, Maintenance, Operation, and for
Maintaining a Strong Collaborative Relationship between the City of Burlingame and the
Burlingame School District for one year.
BACKGROUND
The City of Burlingame and the Burlingame School District have a long partnership that has
provided the Burlingame community with after -school sports and enrichment programs, field
space, crossing guards, and other services. In 2017, the City and the District executed a three-
year agreement to continue the partnership until June 30, 2020.
DISCUSSION
Given the significant unknowns related to school and recreation programming next year, staff
from the City and the District felt it prudent to extend the term of the existing agreement for one
year, until June 30, 2021. That will give staff from both agencies and the City/District Liaison
Committee an opportunity to review the agreement early next calendar year and propose
necessary adjustments once more information is known about the impact of COVID-19 on
schools and after -school athletic and enrichment programs.
FISCAL IMPACT
Under the existing agreement, the City sets aside 50% of the cost of the future resurfacing of the
Franklin and Osberg fields every year, currently estimated at $170,000 to $188,000 per year.
That will continue. The remaining monetary items in the existing contract relate primarily to field
fees, non -sport enrichment programs on school sites, and crossing guards. Staff is unable to
1
City/Burlingame School District Joint Use Agreement Extension June 15, 2020
estimate the revenues and expenditures associated with these programs as it is unclear which
ones will continue and at what level.
Exhibits:
1. Resolution
2. Amendment to Agreement
3. 2017 Agreement
2
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME AUTHORIZING THE
CITY MANAGER TO EXECUTE AN AMENDMENT TO EXTEND THE AGREEMENT FOR JOINT
USE, MAINTENANCE, OPERATION, AND FOR MAINTAINING A STRONG COLLABORATIVE
RELATIONSHIP BETWEEN THE CITY OF BURLINGAME AND THE CITY OF BURLINGAME FOR
ONE YEAR
WHEREAS, the City of Burlingame and the Burlingame School District have a long partnership
that has provided the Burlingame community with after -school sports and enrichment programs, field
space, crossing guards, and other services; and
WHEREAS, in 2017, the City and the District executed a three-year agreement to continue the
partnership until June 30, 2020; and
WHEREAS, given the significant unknowns related to school and recreation programming next
year, staff from the City and the District felt it prudent to extend the term of the existing agreement for
one year, until June 30, 2021.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF BURLINGAME RESOLVES AS
FOLLOWS:
The City Council approves the Amendment to the Agreement for Joint Use, Maintenance,
Operation, and for Maintaining a Strong Collaborative Relationship between the City of
Burlingame and the Burlingame School District with the Burlingame School District.
2. The City Council authorizes and directs the City Manager to execute the Amendment on
behalf of the City.
Emily Beach, 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 15'" day of June, 2020,
and was adopted thereafter by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
Meaghan Hassel -Shearer, City Clerk
AMENDMENT ONE
to the
Agreement for Joint Use, Maintenance, Operation, and for Maintaining a Strong Collaborative
Relationship Between The City of Burlingame and The Burlingame School District
This AMENDMENT ONE is made as of July 1, 2020 by The City of Burlingame (the "City") and the
Burlingame School District (the "District") (Together, "Parties") to extend the Agreement dated
July 1, 2017 that expires June 30, 2020.
The following Section is revised:
Section 7 Term. This Agreement shall commence as of the Effective Date of AMENDMENT ONE
and shall continue until June 30, 2021 unless the Agreement is otherwise terminated or revised.
In the event either party does not want to renew this Agreement, the parties agree to discuss
the matter at a Liaison Committee within (30) days following the notice of termination as
indicated herein.
All other sections of the original Agreement remain in full force and effect.
Executed as of the Effective Date set forth above
CITY OF BURLINGAME
By: _
Name:
Title:
Date:
BURLINGAME ELEMENTARY
SCHOOL DISTRICT
By:
Name:
Title:
Date:
Agreement for Joint Use, Maintenance, Operation, and
for Maintaining a Strong Collaborative Relationship
Between The City of Burlingame and The Burlingame
School District
This Agreement is entered into as of July 1, 2017 (the "Effective Date") by and between
the City of Burlingame (the "City") and the Burlingame School District (the "District")
(Together, "Parties").
Recitals
A. Whereas, the Parties exist to serve compatible community needs of the same
residents; and
B. Whereas, the Parties desire to continue to grow and increase City programs
throughout the City in locations close and convenient to all residents; and
C. Whereas, the Parties wish to replace space previously utilized at Burlingame High
School that has become cost prohibitive; and
D. Whereas, the citizens of Burlingame elect representatives to the two different
governmental entities to serve as policy makers for their respective responsibilities of
education and city services; and
E. Whereas, the Parties agree that Burlingame's residents expect that governmental
agencies will maintain cooperative and supportive relationships that will serve as a
basis for collaboration to better serve the community; and
F. Whereas, the Parties have worked together well in the past, and continue to desire to
work together in the future to provide facilities and support for appropriate recreation
and after -school programs, crossing guards and other services for the benefit of
Burlingame's citizens; and
G. Whereas, the community's needs are best served through cooperation among elected
and appointed public officials; and
H. Whereas, the provisions of California Education Code sections 10900 through
10914.5, inclusive, (the "Community Recreation Act") support joint action by the City
and the District to organize, promote and conduct programs in order to improve the
health and general welfare of the citizens of the City of Burlingame, and to cultivate
the development of good citizenship by provision of adequate programs of community
recreation; and
I. Whereas, the City acknowledges that between 2009 and 2011 the District expended
over $2.5 million to improve the District facilities that are subject to this Agreement,
including installing synthetic fields; and
06-19-17 Supt. Office Page 1 of 10
J. Whereas, both Parties understand and acknowledge the financial challenges and
realities of presenting and running a quality sustainable athletic and enrichment
program for the community and the need for each agency to maximize its potential
revenue stream in order to meet the core of their respective missions; and
K. Whereas, the elected and appointed officials for each entity are called upon to use
their in-depth knowledge to prioritize the allocation of financial resources to respond
to competing community demands for their respective responsibilities of education
and city services.
NOW, THEREFORE, THE PARTIES AGREE TO THE FOLLOWING:
1. Description of Joint Services. Set forth as Exhibit A to this Agreement is a
description of some of the resources invested by each party, and the operating guidelines
currently followed by the Parties, to provide recreation and after -school programs,
crossing guards and other services requiring cooperation between the Parties for the
benefit of the citizens of Burlingame (the "Joint Services"). This description is not meant
to be exhaustive of all the areas in which the Parties currently work together for the benefit
of Burlingame's citizens. The Parties agree that as of the date of this Agreement, the
contributions made by each party to the Joint Services are appropriate.
2. City/District Liaison Committee. The Parties agree to appoint representatives
to a City/District Liaison Committee. The City's representatives shall be two City
Councilmembers, the City Manager, and the Parks and Recreation Director. The District's
representatives shall be two District Trustees, the Superintendent, and the Chief Business
Officer. Other City and District staff may attend meetings as necessary to provide
information. The Liaison Committee shall meet at least twice annually. City staff and
District staff shall work together to provide a report regarding programming and other
matters contained in this agreement. The report shall be presented to the Liaison
Committee annually.
3. Annual Meeting. The City and District will hold an annual joint meeting of the
full Council and Board to review high-level building and planning issues.
4. Changes in Contributions to Joint Services. The Parties acknowledge that
circumstances can change and that either the City or the District may request a revision
in the resources contributed to the Joint Services or the operating guidelines concerning
such Joint Services. Should that be the case, both parties agree to work through the City -
District Liaison Committee (the "Liaison Committee") to discuss the proposed revision.
The Liaison Committee shall meet at least once annually, at a time and place agreed to
by the Parties.
5. Rules of Conduct. In order to achieve and maintain the desired collaborative
relationship between the Parties, the Parties agree that the elected and appointed officials
for each entity will act according to the following guidelines:
06-19-17 Supt. Office Page 2 of 10
a) The parties will use the Liaison Committee as the forum to communicate
and gain information to better understand any issues that may arise between the Parties
pertaining to the Joint Services.
b) Each party will provide timely notice to the other when circumstances
may require a change in the delivery of the Joint Services. If circumstances so require,
the Parties agree to convene an emergency meeting of the Liaison Committee to discuss
the proposed change.
c) In the event that an issue pertaining to the Joint Services cannot be
resolved to the satisfaction of the City and the District after they have used their best
efforts to address the matter through the Liaison Committee, the City and the District will
promptly convene a joint meeting of all available members of their respective governing
boards with a mutually agreed upon date and time to discuss the issue further (the "Joint
Meeting"). The Parties agree to use their best efforts to keep their discussion of the issue
in dispute to the following circumstances:
(i) By an official who serves on the Liaison Committee, while he or she
provides a factual update about the issue during a public meeting
of his or her governing board;
(ii) At the Joint Meeting;
(iii) At a public meeting of his or her governing board that takes place
subsequent to the Joint Meeting; and
(iv) At any time following a determination by a majority vote of that
official's governing board that it is appropriate to comment publicly
about the issue.
d) Unless required by statutory requirements, regulatory requirements, or
other applicable authority with jurisdiction related to the party's actions, no action will be
taken by either party pertaining to the Joint Services until the parties have used their best
efforts to address the matter through the Liaison Committee and the Joint Meeting.
e) The elected and appointed officials of each party will take positive steps
to encourage adherence to this Agreement. For example, should an official observe
behavior by one of his or her colleagues that is not in accord with this Agreement (e.g.,
discussing a matter publicly except as permitted above), the official will ask his or her
colleague to refrain from such behavior.
6. Major Projects. When appropriate, the District will present its plans for large
projects, such as new schools or expansions of existing schools, with the City's Planning
Commission as an informational item only as the Planning Commission has no jurisdiction
over District projects. When potential impacts on schools is foreseeable, the City will also
present its plans for large projects with the District Board of Trustees or another District
committee.
06-19-17 Supt. Office Page 3 of 10
7. Term. This Agreement shall commence as of the Effective Date and shall
continue until June 30, 2020 unless the Agreement is otherwise terminated. In the event
either party does not want to renew this Agreement, the parties agree to discuss the
matter at a Liaison Committee within thirty (30) days following the notice of termination
as indicated herein.
8. Termination. The City or the District may terminate this Agreement at.any time
by written notice of election to terminate delivered to the other party at least ninety (90)
days in advance of the effective termination date elected, but existing programs (e.g.,
enrichment, after -school sports) shall continue at least through the end of already
scheduled programs, not to exceed a period of six months.
9. Operative Provisions. The Parties agree that the following provisions are
applicable to this Agreement and to the terms indicated in Exhibit A, which is incorporated
herein by this reference.
a) Responsibility for Supervision. The City shall be responsible for
supervision and control at all times when the District's facilities are used by the City. The
District shall be responsible for supervision and control at all times when the City's
facilities are used by the District.
b) Fingerprinting and Criminal Background Verification. If the City uses any
portion of the District's facilities during school hours, the City shall be responsible for
ensuring compliance with all applicable fingerprinting and criminal background
investigation requirements for its employees described in Education Code section
45125.1, which may be met under the fingerprinting provisions of Title 22 of the California
Code of Regulations and applicable provisions of the California Health and Safety Code
relevant to community care facility licensing (Health & Safety Code, § 1500 et seq.).
c) Hold Harmless/Indemnification
(i) City Indemnification Obligations. To the fullest extent permitted
by California law, City shall defend indemnify, and hold harmless
District, its agents, representatives, officers, consultants,
employees, trustees, and volunteers (the "District Parties") from
any and all losses, liabilities, claims, suits, and actions of any
kind, nature, and description, including, but not limited to,
attorneys' fees and costs directly or indirectly arising out of,
connected with, or resulting from the performance of this
Agreement or from any activity, work, or thing done, permitted, or
suffered by City in conjunction with the performance of this
Agreement or on the School Site, to the extent caused by the
negligence or willful misconduct of the City, its agents,
representatives, officers, consultants, employees, trustees, and
volunteers (the "City Parties"); and in case any action or
proceeding be brought against District, City shall defend the
same at City's expense, including counsel acceptable to District.
06-19-17 Supt. Office Page 4 of 10
(ii) District's Indemnification Obligations. To the fullest extent
permitted by California law, District shall defend, indemnify, and
hold harmless the City Parties from any and all losses, liabilities,
claims, suits, and actions of any kind, nature, and description,
including, but not limited to, attorneys' fees and costs, directly or
indirectly arising out of, connected with, or resulting from the
performance of this Agreement or from any activity, work, or thing
done, permitted, or suffered by District in conjunction with the
performance of this Agreement or on the School Site, to the
extent caused by the negligence or willful misconduct of the
District Parties, and in case any action or proceeding be brought
against City, District shall defend the same at District's expense,
including counsel acceptable to City.
d) Liability Insurance. City and District shall, during the term of this
Agreement, each maintain in force, a combined, single -limit liability insurance policy in
the amount of not less than two million dollars ($2,000,000) with the other party, its
employees and agents, named as additional insured under those policies. All policies
shall provide for a thirty (30) day written notice of any cancellation or reduction of that
insurance. A party may satisfy this obligation by providing to the other party, evidence of
self-insurance and of participation in a liability "pool" for excess liability coverage. In
addition, the self -insured party shall provide the other party an "additional insured"
endorsement naming the other party as an additional covered party.
e) Entire Agreement of Parties. This Agreement constitutes the entire
agreement for the joint use of the District's facilities between the Parties and supersedes
all prior discussions, negotiations and agreements, whether oral or written. This
Agreement may be amended or modified only by a written instrument executed by both
Parties.
IN WITNESS WHEREOF, the parties have executed this Agreement as of the Effective
Date set forth above.
CITY OF BURLINGAME
By: �;P,�" —
Name: USA �G01—fl^ 1�1U
Title: GTE M W6�
Date:
BURLINGAME ELEMENTARY
SCHOOL DIST ICT
By:
Name: h1A;Vle MACZSGlQC1 EG{ • D.
Title: cSLIOPX IrZ CSC tnt
Date:
06-19-17 Supt. Office Page 5 of 10
Exhibit A
Description of Joint Services
A. Recreation Proarams and Fields
Resurfacina of Franklin and Osberg Fields
a. FY 2017-18 Resurfacing: The City will contribute $350,000 toward the
resurfacing of Franklin and Osberg Fields if the work is done in FY
2017-18, $400,000 if the work is done in FY18-19, and $450,000 if the
work is done in FY 19-20.
b. Future Resurfacing (2027, 2028, or 2029): In order to help with the
future resurfacing of Franklin and Osberg Fields, the City agrees that it
will contribute toward the future cost, currently estimated at $3.41M in
2027 or $3.76M in 2029. The City's contribution will be 50% of the future
cost. The City will set aside its funds each year in a dedicated City sub -
fund within the Capital Projects Fund. The Parties understand and
agree that the obligations set out in this section regarding the financial
contribution to future field replacement survives the termination of this
agreement unless otherwise agreed to in writing by both parties and
provided Sections 3 and 4 remain in effect (City scheduling the fields,
collecting fees and paying District associated fees).
2. Field Maintenance Responsibility
a. Beginning with the resurfacing of both Osberg and Franklin fields in the
summer of 2017, the District will bear sole responsibility and cost for
the maintenance of both fields following the manufacturer's and
installer's recommended maintenance schedule for such fields. Once
a year the Liaison Committee will receive an update from the Parks and
Recreation Department and the BSD Facilities Department on the
condition of Franklin and Osberg Fields. As partners, the City/District
can ensure the maintenance and upkeep and use of the fields is
appropriate for establishing practices to maximize the longevity of our
mutual investment.
b. The City will continue to pick up trash at Osberg and Franklin Fields on
Mondays.
3. Use and Scheduling of BIS and Franklin Fields
a. The City shall be responsible for scheduling the use of Franklin and
Osberg Fields for use by the District, City, Validated Youth User
06-19-17 Supt. Office Page 6 of 10
Organizations, and other potential users during all non -school hours.
Non -school hours are defined as after school, on weekends, and
during vacation hours. "Non- school hours" does not include time the
District uses the Fields for either District activities or District -sponsored
after -school or extra -curricular activities ("District Use").
b. In order to provide sufficient time for City staff to reschedule user
groups to other locations, the District will make every effort to notify
the City field scheduling representative if a conflict arises.
c. All Fields use shall be pursuant to and compliant with the Civic Center
Act (Education Code section 38130 et seq.) Use of the District's
facilities, including, without limitation, access times, cost, and
insurance coverage shall be in accordance with the Civic Center Act
and policies and procedures of the District governing public use of
District facilities.
d. The City will use its best efforts to achieve a fair and equitable
allocation of field time among all user groups with regards to the use
of the District's fields (Osberg and Franklin).
4. Field Fees
a. Charging of Fees and Updates: For all use of Franklin and Osberg
Fields except for District use, the City is responsible for charging the
applicable fees for use of the fields, as shown on the City's and
District's facilities rate schedules, which may be reviewed and updated
at any time by the District and City following a Liaison Committee
discussion. The Parties agree to review and update their facilities
rental rate schedules at least once per year after review by the 3-3-2
Committee (described below) of field rental rates charged by the San
Mateo Union High School District and other nearby jurisdictions.
(Validated Youth User Organization fees are reviewed by the City's
Parks and Recreation Commission and approved by the City Council.)
In order to provide sufficient advance notice to field users so that they
can notify their participants in a timely fashion, the parties will provide
at least 60 days' notice prior to implementing any changes in the City
or District fee schedules.
b. Payment: The City will pay the District $50,000 annually for the use of
Franklin and Osberg Fields during non -school hours.
After -school Sports Programs
a. Elementary Schools: The City will manage the elementary school after -
school sports program. The City will pay the District 10% of the activity
fees for each participant in the elementary sports program at any of
06-19-17 Supt. Office Page 7 of 10
the District's facilities.
b. Middle School: The City will manage the middle school sports program.
The City will pay the District 10% of the activity fees for each participant
in the middle school sports program at any of the District's facilities.
6. Enrichment Programming (excluding sports)
a. The City will provide non -sports enrichment programming at District
school sites. The City shall pay the District 15% (prior amount was
10%) of the activity fees for each participant enrolled in a City non -
sports enrichment program conducted at any of the District's sites. The
remainder of the fee is split 70% to the instructor and 15% to the City.)
Such payment will be made once a year in June/July.
b. The District has an interest in renting its facilities for after -school
programming. The City has an interest in providing programming that
does not compete with other programs that may rent space at the
school sites. In order to facilitate this, the 3-3-2 Committee described
below shall meet prior to the Parks and Recreation Department's
finalizing of each recreation brochure to discuss what programs, if any,
have approached the District about renting space at the school sites.
The City will then plan its programming accordingly so that any
programs the City may offer are not in competition with the District's
rentals.
c. The District will guarantee the City a minimum of two classrooms at
each school site for enrichment (non -sports) programming. In addition,
the City will request the Lincoln Auditorium and the BIS Theater for
Foxhoven Community Theater Programs as needed.
d. Once the District has confirmed the City's room requests for
enrichment programming, the City program cannot be moved to an
alternate space unless an emergency arises or the District can provide
an alternate location that is of sufficient size and can accommodate
the needs of the particular class (e.g., a cooking class that requires an
oven cannot be moved to a space without an oven; a science class
cannot be moved to a room with carpet; a class that requires a blank
wall or screen for projection must be moved to a room with this
feature.)
7. Adult Sports Programs
a. Sunday Drop In: The City will manage the Sunday Drop In adult sports
program. The City will pay the District 10% of the activity fees for each
participant in the Sunday Drop In sports program at the BIS Old Gym.
06-19-17 Supt. Office Page 9 of 10
b. Adult Basketball League: The City will manage the Adult Basketball
League. The City will pay the District 10% of the activity fees for each
team in the Adult Basketball program at the BIS Old Gym.
c. Future Programs: If the Parks and Recreation Department receives
requests from the community to add additional sports programs (e.g.,
volleyball or softball), the City will arrange facility usage with the
District, and the City will pay the District 10% of the activity fees for
each team.
8. Use of Other Facilities
a. The District shall be responsible for scheduling the use of District
gymnasiums, multipurpose rooms, libraries, and other common areas
or classrooms by the District, City, nonprofit organizations and other
potential users.
b. The City shall submit its school year requests by June 1 and its
summer requests by February 1 of each year. The District will confirm
the schedule request for the school year by July 1 and the summer
request by March 1.
c. The City shall be responsible for scheduling the use of City facilities by
the District, City, nonprofit organizations and other potential users. The
City will give the District (defined as activities managed by BSD
employees and approved by the District) first priority for use of City
facilities when they are not being used for City sponsored activities.
d. The parties will not charge each other any additional fees for use of
facilities provided for under this Agreement, or for maintenance
personnel associated with such use, unless such use results in
required overtime costs.
B. Storm Drain Fees
1. In recognition of the long standing relationship between the City and District, the
City agrees to provide additional payment to the District equal to the amount of
the annual storm drainage fee paid by the District to the City. However, in lieu of
such payment or portion thereof, and by mutual agreement, the Parties may opt
to provide consideration of equal value.
C. 3-3-2 Committee
The working committee consisting of three District representatives (including the
Chief Business Officer), three City representatives (including the Parks and
06-19-17 Supt. Office Page 9 of 10
Recreation Director), and two community members will continue to meet to
discuss the enrichment and athletic programs offered at the school sites. Other
District and City staff may be asked to attend as needed to provide information.
The community members will be mutually agreed upon. A survey will be
conducted once every two years to evaluate the programs.
D. City/Police Safety Services
1. The City will provide crossing guards at agreed -upon intersections in
proximity to BSD school sites. The City will pay 100% of the cost of 7 crossing
guards and will split the cost of 3 crossing guards with the District 50/50.
2. The City shall at its expense and through its Police Department, provide police
resources for District schools to handle crime prevention programs and police
incidents involving students.
E. Community Events/Programming
The District shall continue to support significant community events, such as the
Holiday Tree Lighting, where the District provides staging and other equipment
for student musical presentations for this long-standing holiday event. In addition
the District shall distribute information at school sites via electronic school
newsletters. School newsletters are sent home weekly. City -offered recreation
programs and other City -offered community events, such as the shoreline and
downtown volunteer clean-up events can be advertised in the weekly newsletters.
In addition, a minimal number of flyers can be dropped off at the school sites' front
office for informational purposes but not for classroom or student distribution.
F. City Scholarships
The District will send out a letterfrom the City to families on free and reduced lunch
informing them of the City scholarship program available to help defray the cost of
City recreation programs, including those offered at school sites. The City will
provide the District the letter in English and Spanish to be distributed 3 times per
year to coincide with the Parks and Recreation brochure.
06-19-17 Supt. Office Page 10 of 10
BiFRL- 1NAGENDA NO: 8c
STAFF REPORT
MEETING DATE: June 15, 2020
To: Honorable Mayor and City Council
Date: June 15, 2020
From: Sonya Morrison, Human Resources Director — (650) 558-7209
Subject: Adoption of a Resolution Approving Fiscal Year 2020-21
Personnel Chanaes
RECOMMENDATION
Staff recommends the City Council adopt a resolution approving Fiscal Year 2020-21 personnel
changes as detailed below, effective contingent upon adoption of the Fiscal Year 2020-21 budget.
BACKGROUND
The proposed Fiscal Year 2020-21 budget includes personnel changes and classification plan
amendments. These changes, which are detailed below, will be effective only upon adoption of
the Fiscal Year 2020-21 budget, presented at the same Council meeting:
1) Reclassification of two positions:
• One Recreation Supervisor to a Recreation Manager in the Parks and Recreation
Department and adoption of the Recreation Manager classification and salary range;
and
• One Automotive Mechanic to a Lead Equipment Mechanic in the Facilities and Fleet
Division of the Public Works Department and adoption of the Lead Equipment Mechanic
classification and salary range.
2) Deletion of one vacant Fleet Manager (1.0 full time equivalent (FTE)) and the addition of
one Facilities and Fleet Supervisor (1.0 FTE) in the Facilities and Fleet Division of the
Public Works Department:
• Delete 1.0 FTE Fleet Manager, unfilled
• Add 1.0 FTE Facilities and Fleet Supervisor
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. The
changes result in no increase in overall head count or FTE count.
DISCUSSION
Parks and Recreation Department
1
Fiscal Year 2020-21 Personnel Changes June 15, 2020
The City currently has two Recreation Supervisors in in the Parks and Recreation Department.
The senior Recreation Supervisor, who has been with the City for more than five years, is
responsible for many of the program areas in the Recreation division. The duties of this
incumbent have broadened to include a higher level managerial role over program areas and staff
supervision and a higher level of responsibility within the department, including responsibility for
the move to the temporary Recreation Center facilities. The existing duties of the incumbent are
more closely aligned with those of a Recreation Manager.
The City is adopting this classification and salary as part of the reclassification process. The
salary has been externally benchmarked to similar positions in the City's comparison agencies
and aligned internally against salaries in the department and across the City. The recommended
salary range is:
RECREATION
MONTHLY
$8,812.96
$9,276.80
$9,765.05
$10,279.00
$10,820.00
MANAGER
BIWEEKLY
$4,067.52
$4,281.60
$4,506.95
$4,744.15
$4,993.85
HRLY.RATE
$50.84
$53.52
$56.34
$59.30
$62.42
Public Works Department
With the departure of the Fleet Manager, the Public Works Department reorganized two small
divisions, Facilities and Fleet, into one division, under the direction of the existing Facilities
Division Manager. Replacing the vacant Fleet Manager with a Facilities and Fleet Supervisor will
provide more supervisory support to the Facilities division, and allow the Facilities Manager
(renamed the Facilities and Fleet Division Manager) sufficient time to assume management of the
Fleet Division. Reclassifying the Automotive Mechanic to a Lead Equipment Mechanic with
responsibility for fleet maintenance ensures maximum efficiency and adequate skills coverage in
both divisions.
The City is adopting the Facilities and Fleet Supervisor and Lead Equipment Mechanic
classifications and salaries as part of the reclassification process. The salaries have been
externally benchmarked to similar positions in the City's comparison agencies and aligned
internally against salaries in the department and across the City. The recommended salary
ranges are:
FACILITIES &
MONTHLY
$7,999.00
$8,398.16
$8,822.00
$9,263.77
$9,723.48
FLEET
SUPERVISOR
BIWEEKLY
$3,691.85
$3,876.08
$4,071.69
$4,275.59
$4,487.76
HRLY.RATE
$46.15
$48.45
$50.90
$53.44
$56.10
LEAD
EQUIPMENT
MONTHLY
$6,673.48
$6,998.82
$7,349.40
$7,717.62
$8,113.59
MECHANIC
BIWEEKLY
$3,080.06
$3,230.23
$3,392.03
$3,561.98
$3,744.74
HRLY.RATE
$38.50
$40.38
$42.40
$44.53
$46.81
2
Fiscal Year 2020-21 Personnel Changes
June 15, 2020
Notification of all changes has been provided to the appropriate bargaining units.
Fiscal Year 2020-21 Personnel Changes
June 15, 2020
FISCAL IMPACT
The proposed changes result in minimal salary savings; the proposed Fiscal Year 2020-21 City
budget includes sufficient funding for the personnel changes described above.
Exhibits:
• Resolution
• Recreation Manager Job Classification
• Facilities and Fleet Supervisor Classification
• Lead Equipment Mechanic Classification
• Salary Schedule
E
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 Recreation Supervisor to a Recreation Manager in the Parks and
Recreation Department, and adopt a Recreation Manager classification and salary
range;
• Reclassify one Automotive Mechanic to a Lead Equipment Mechanic in the Public
Works Department, and adopt a Lead Equipment Mechanic Classification and
salary range;
• Delete a vacant 1.0 FTE Fleet Manager;
• Add a 1.0 Facilities and Fleet Supervisor, and adopt a Facilities and Fleet Supervisor
classification and salary range; and
WHEREAS, the basis for the proposed changes is fully detailed in the staff report for this
item on the June 15, 2020 City Council agenda; and
WHEREAS, the proposed changes are contingent upon adoption of the Fiscal Year
2020-21 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:
The Council approves the reclassification of one Recreation Supervisor to a
Recreation Manager in the Parks and Recreation Department and adopts the
classification and salary range for the Recreation Manager; and
2. The Council approves the reclassification of one Automotive Mechanic to an Lead
Equipment Mechanic in the Public Works Department and adopts the classification
and salary range for the Lead Equipment Mechanic; and
3. The Council approves the deletion of a vacant 1.0 Fleet Manager in the Public Works
Department; and
4. The Council approves the addition of a 1.0 FTE Facilities and Fleet Supervisor in the
Public Works Department and adopts the classification and salary range for the
Facilities and Fleet Supervisor.
Emily Beach, 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 15th
day of June 2020, and was adopted thereafter by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
Meaghan Hassel Shearer, City Clerk
City of Burlingame Salary Schedule
Amended 6/22/20*
Class Title
Step A
Step B
Step C
Step D
Step E
A109 ACCOUNTANT I
MONTHLY
6,906.32
7,249.43
7,604.13
7,988.98
8,387.73
BIWEEKLY
3,187.53
3,345.89
3,509.60
3,687.22
3,871.26
HRLY.RATE
39.84
41.82
43.87
46.09
48.39
A104 ACCOUNTING ASSISTANT I
MONTHLY
4,720.13
4,958.92
5,206.98
5,455.04
5,717.01
BIWEEKLY
2,178.52
2,288.73
2,403.22
2,517.71
2,638.62
HRLY.RATE
27.23
28.61
30.04
31.47
32.98
A160 ACCOUNTING ASSISTANT II
MONTHLY
5,206.98
5,455.04
5,717.01
5,981.30
6,275.73
BIWEEKLY
2,403.22
2,517.71
2,638.62
2,760.60
2,896.49
HRLY.RATE
30.04
31.47
32.98
34.51
36.21
A102 ACCOUNTING ASSISTANT III
MONTHLY
5,981.30
6,275.73
6,584.07
6,915.59
7,261.02
BIWEEKLY
2,760.60
2,896.49
3,038.80
3,191.81
3,351.24
HRLY.RATE
34.51
36.21
37.99
39.90
41.89
A103 ACCOUNTING TECHNICIAN
MONTHLY
6,597.98
6,929.50
7,274.93
7,634.27
8,016.80
BIWEEKLY
3,045.22
3,198.23
3,357.66
3,523.51
3,700.06
HRLY.RATE
38.07
39.98
41.97
44.04
46.25
D202 ACTING POLICE CHIEF
MONTHLY
$16,580.49
$17,406.32
BIWEEKLY
$7,652.53
$8,033.69
HRLY.RATE
$95.66
$100.42
A105 ADMINISTRATIVE ASSISTANT I
MONTHLY
5,703.10
5,999.85
6,301.23
6,611.89
6,929.50
BIWEEKLY
2,632.20
2,769.16
2,908.26
3,051.64
3,198.23
HRLY.RATE
32.90
34.61
36.35
38.15
39.98
A100 ADMINISTRATIVE ASSISTANT II
MONTHLY
6,275.73
6,584.07
6,910.95
7,235.52
7,583.27
BIWEEKLY
2,896.49
3,038.80
3,189.67
3,339.47
3,499.97
HRLY.RATE
36.21
37.99
39.87
41.74
43.75
D502 ASSISTANT CITY ATTORNEY
MONTHLY
$12,333.09
$12,949.75
$13,597.23
$14,277.08
$14,990.92
BIWEEKLY
$5,692.20
$5,976.81
$6,275.65
$6,589.42
$6,918.89
HRLY.RATE
$71.15
$74.71
$78.45
$82.37
$86.49
ASSISTANT CITY MANAGER/
D106 ADMIN. SVCS. DIRECTOR MONTHLY $13,335.33 $13,986.39 $14,688.10 $15,415.18 $16,195.41
BIWEEKLY $6,154.77 $6,455.26 $6,779.12 $7,114.70 $7,474.81
HRLY.RATE $76.93 $80.69 $84.74 $88.93 $93.44
A605 ASSISTANT ENGINEER
MONTHLY
8,093.30
8,487.42
8,890.81
9,356.79
9,829.73
BIWEEKLY
3,735.37
3,917.27
4,103.45
4,318.52
4,536.80
HRLY.RATE
46.69
48.97
51.29
53.98
56.71
B421 ASSISTANT PARKS SUPERVISOR
MONTHLY
$7,681.75
$8,065.85
$8,469.13
$8,892.59
$9,337.25
BIWEEKLY
$3,545.42
$3,722.70
$3,908.83
$4,104.27
$4,309.50
HRLY.RATE
$44.32
$46.53
$48.86
$51.30
$53.87
A111 ASSISTANT PLANNER
MONTHLY
6,904.00
7,249.43
7,606.45
7,986.66
8,387.73
BIWEEKLY
3,186.46
3,345.89
3,510.67
3,686.15
3,871.26
HRLY.RATE
39.83
41.82
43.88
46.08
48.39
ASSISTANT TO THE CITY
D300 MANAGER
MONTHLY
$9,392.61
$9,861.22
$10,353.61
$10,872.47
$11,417.81
BIWEEKLY
$4,335.05
$4,551.33
$4,778.59
$5,018.06
$5,269.76
HRLY.RATE
$54.19
$56.89
$59.73
$62.73
$65.87
A608 ASSOCIATE ENGINEER
MONTHLY
8,900.08
9,335.93
9,781.05
10,298.04
10,817.34
BIWEEKLY
4,107.73
4,308.89
4,514.33
4,752.94
4,992.62
HRLY.RATE
51.35
53.86
56.43
59.41
62.41
A112 ASSOCIATE PLANNER
MONTHLY
7,708.46
8,093.30
8,499.01
8,930.22
9,377.66
BIWEEKLY
3,557.75
3,735.37
3,922.62
4,121.64
4,328.15
HRLY.RATE
44.47
46.69
49.03
51.52
54.10
ASST. DIRECTOR OF PUBLIC
B600 WORKS
MONTHLY
$13,051.73
$13,709.30
$14,369.45
$15,105.26
$15,861.97
BIWEEKLY
$6,023.88
$6,327.37
$6,632.05
$6,971.66
$7,320.91
HRLY.RATE
$75.30
$79.09
$82.90
$87.15
$91.51
S607 AUTOMOTIVE MECHANIC
MONTHLY
6,355.25
6,666.95
6,998.84
7,350.92
7,727.66
BIWEEKLY
2,933.19
3,077.06
3,230.24
3,392.73
3,566.61
HRLY.RATE
36.66
38.46
40.38
42.41
44.58
A705 BUILDING ATTENDANT
MONTHLY
3,804.39
3,989.85
4,196.18
4,407.15
4,620.44
BIWEEKLY
1,755.87
1,841.47
1,936.70
2,034.07
2,132.51
HRLY.RATE
21.95
23.02
24.21
25.43
26.66
A706 BUILDING ATTENDANT- CS
MONTHLY
5,007.60
BIWEEKLY
2,311.20
HRLY.RATE
28.89
A603 BUILDING INSPECTOR I
MONTHLY
7,655.14
8,016.80
8,436.42
8,835.17
9,259.42
BIWEEKLY
3,533.14
3,700.06
3,893.73
4,077.77
4,273.58
HRLY.RATE
44.16
46.25
48.67
50.97
53.42
A613 BUILDING INSPECTOR II
MONTHLY
8,037.66
8,417.87
8,858.35
9,275.65
9,723.09
BIWEEKLY
3,709.69
3,885.17
4,088.47
4,281.07
4,487.58
HRLY.RATE
46.37
48.56
51.11
53.51
56.09
BUILDING MAINTENANCE
A101 WORKER
MONTHLY
5,807.43
6,115.76
6,363.83
6,697.67
7,026.87
BIWEEKLY
2,680.35
2,822.66
2,937.15
3,091.23
3,243.17
HRLY.RATE
33.50
35.28
36.71
38.64
40.54
5603 CCTV LEADWORKER
MONTHLY
6,379.91
6,702.83
7,036.97
7,398.01
7,770.26
BIWEEKLY
2,944.58
3,093.62
3,247.83
3,414.47
3,586.28
HRLY.RATE
36.81
38.67
40.60
42.68
44.83
B604 CHIEF BUILDING OFFICIAL MONTHLY $11,186.10 $11,741.87 $12,321.15 $12,926.49 $13,568.39
BIWEEKLY
$5,162.81
$5,419.33
$5,686.69
$5,966.07
$6,262.34
HRLY.RATE
$64.54
$67.74
$71.08
$74.58
$78.28
D102 CITY ATTORNEY*
MONTHLY
$19,958.19
*Amended 41112020
BIWEEKLY
$9,211.47
HRLY.RATE
$115.14
D109 CITY CLERK
MONTHLY
$9,153.45
$9,552.65
$10,022.36
$10,505.06
$11,021.70
BIWEEKLY
$4,224.67
$4,408.91
$4,625.71
$4,848.49
$5,086.94
HRLY.RATE
$52.81
$55.11
$57.82
$60.61
$63.59
B602 CITY ENGINEER
MONTHLY
$12,041.19
$12,652.03
$13,262.79
$13,944.45
$14,639.79
BIWEEKLY
$5,557.47
$5,839.40
$6,121.29
$6,435.90
$6,756.83
HRLY.RATE
$69.47
$72.99
$76.52
$80.45
$84.46
D801 CITY LIBRARIAN
MONTHLY
$13,790.19
$14,520.79
$15,253.98
$16,018.55
$16,798.69
BIWEEKLY
$6,364.70
$6,701.90
$7,040.30
$7,393.18
$7,753.24
HRLY.RATE
$79.56
$83.77
$88.00
$92.41
$96.92
D200 CITY MANAGER
MONTHLY
$21,343.20
BIWEEKLY
$9,850.70
HRLY.RATE
$123.13
B103 CODE COMPLIANCE OFFICER
MONTHLY
$7,558.46
$7,934.80
$8,332.86
$8,747.33
$9,186.33
BIWEEKLY
$3,488.52
$3,662.21
$3,845.93
$4,037.23
$4,239.84
HRLY.RATE
$43.61
$45.78
$48.07
$50.47
$53.00
CODE COMPLIANCE OFFICER
D110 AND SENIOR RISK ANALYST
MONTHLY
$8,003.28
$8,369.74
$8,790.33
$9,225.67
$9,688.06
0.9 FTE (36 hours/week)
BIWEEKLY
$3,693.82
$3,862.96
$4,057.08
$4,258.00
$4,471.41
HRLY.RATE
$46.17
$48.29
$50.71
$53.23
$55.89
COMMUNICATION
T900 DISPATCHER I
COMMUNICATION
T901 DISPATCHER II
COMMUNITY DEVELOPMENT
D108 DIRECTOR
D100 COUNCIL MEMBER
A106 CUSTODIAN
MONTHLY
$6,205.74
$6,485.24
$6,794.55
$7,112.04
$7,462.11
BIWEEKLY
$2,864.19
$2,993.19
$3,135.95
$3,282.48
$3,444.05
HRLY.RATE
$35.80
$37.41
$39.20
$41.03
$43.05
MONTHLY
$6,512.36
$6,797.28
$7,133.74
$7,462.11
$7,844.66
BIWEEKLY
$3,005.70
$3,137.21
$3,292.50
$3,444.05
$3,620.61
HRLY.RATE
$37.57
$39.22
$41.16
$43.05
$45.26
MONTHLY
$13,904.99
$14,596.44
$15,329.65
$16,096.79
$16,897.87
BIWEEKLY
$6,417.69
$6,736.82
$7,075.23
$7,429.29
$7,799.02
HRLY.RATE
$80.22
$84.21
$88.44
$92.87
$97.49
MONTHLY
BIWEEKLY
HRLY.RATE
MONTHLY
BIWEEKLY
HRLY.RATE
$590.04
$272.33
$3.40
4,761.86
2,197.78
27.47
4,979.78
2,298.36
28.73
5,227.84
2,412.85
30.16
5,503.72
2,540.18
31.75
5,786.56
2,670.72
33.38
DEPUTY DIRECTOR OF PUBLIC
B603 WORKS OPERATIONS
MONTHLY
$11,948.13
$12,548.16
$13,172.86
$13,835.86
$14,520.79
BIWEEKLY
$5,514.52
$5,791.46
$6,079.78
$6,385.78
$6,701.90
HRLY.RATE
$68.93
$72.39
$76.00
$79.82
$83.77
B107 DEPUTY FINANCE DIRECTOR
MONTHLY
$10,630.30
$11,162.61
$11,721.01
$12,302.86
$12,921.30
BIWEEKLY
$4,906.29
$5,151.98
$5,409.70
$5,678.24
$5,963.68
HRLY.RATE
$61.33
$64.40
$67.62
$70.98
$74.55
D501 DEPUTY CITY ATTORNEY
MONTHLY
$8,842.75
$9,284.90
$9,749.15
$10,236.58
$10,748.42
BIWEEKLY
$4,081.27
$4,285.34
$4,499.61
$4,724.57
$4,960.81
HRLY.RATE
$51.02
$53.57
$56.25
$59.06
$62.01
D600 DIRECTOR OF PUBLIC WORKS
MONTHLY
$14,703.45
$15,436.65
$16,211.60
$17,020.51
$17,873.77
BIWEEKLY
$6,786.21
$7,124.61
$7,482.27
$7,855.62
$8,249.43
HRLY.RATE
$84.83
$89.06
$93.53
$98.20
$103.12
ECONOMIC DEVELOPMENT
A451 AND HOUSING SPECIALIST
MONTHLY
8,417.87
8,839.81
9,282.61
9,746.27
10,233.12
BIWEEKLY
3,885.17
4,079.91
4,284.28
4,498.28
4,722.98
HRLY.RATE
48.56
51.00
53.55
56.23
59.04
B605 ELECTRICAL SUPERVISOR
MONTHLY
$8,529.22
$8,916.38
$9,369.03
$9,829.85
$10,323.38
BIWEEKLY
$3,936.56
$4,115.25
$4,324.17
$4,536.85
$4,764.64
HRLY.RATE
$49.21
$51.44
$54.05
$56.71
$59.56
EMERGENCY
PREPAREDNESS/FIRE
A301 EDUCATION SPECIALIST
MONTHLY
6,516.84
6,827.49
7,168.29
7,536.90
7,898.56
BIWEEKLY
3,007.77
3,151.15
3,308.44
3,478.57
3,645.49
HRLY.RATE
37.60
39.39
41.36
43.48
45.57
A604 ENGINEERING TECHNICIAN II
MONTHLY
6,491.33
6,820.54
7,168.29
7,520.67
7,891.61
BIWEEKLY
2,996.00
3,147.94
3,308.44
3,471.08
3,642.28
HRLY.RATE
37.45
39.35
41.36
43.39
45.53
ENVIRONMENTAL
REGULATORY COMPLIANCE
A625 MANAGER
MONTHLY
7,316.66
7,678.32
8,067.80
8,466.55
8,890.81
BIWEEKLY
3,376.92
3,543.84
3,723.60
3,907.64
4,103.45
HRLY.RATE
42.21
44.30
46.55
48.85
51.29
D105 EXECUTIVE ASSISTANT
MONTHLY
$6,695.49
$7,000.74
$7,360.85
$7,728.77
$8,117.53
BIWEEKLY
$3,090.22
$3,231.11
$3,397.31
$3,567.12
$3,746.55
HRLY.RATE
$38.63
$40.39
$42.47
$44.59
$46.83
FACILITIES AND FLEET
B900 DIVISION MANAGER
MONTHLY
$9,085.46
$9,540.80
$10,017.98
$10,519.69
$11,043.24
BIWEEKLY
$4,193.29
$4,403.45
$4,623.68
$4,855.24
$5,096.88
HRLY.RATE
$52.42
$55.04
$57.80
$60.69
$63.71
FACILITIES & FLEET
B611 SUPERVISOR
MONTHLY
7,999.00
8,398.16
8,822.00
9,263.77
9,723.48
BIWEEKLY
3,691.85
3,876.08
4,071.69
4,275.59
4,487.76
HRLY.RATE
46.15
48.45
50.90
53.44
56.10
5704 FACILITIES LEADWORKER
MONTHLY
6,379.91
6,702.83
7,036.97
7,398.01
7,770.26
BIWEEKLY
2,944.58
3,093.62
3,247.83
3,414.47
3,586.28
HRLY.RATE
36.81
38.67
40.60
42.68
44.83
FACILITIES MAINTENANCE
S703 WORKER
MONTHLY
5,805.83
6,108.57
6,370.94
6,702.83
7,025.75
BIWEEKLY
2,679.62
2,819.34
2,940.44
3,093.62
3,242.66
HRLY.RATE
33.50
35.24
36.76
38.67
40.53
D103 FINANCE DIRECTOR
MONTHLY
$14,570.35
$15,298.36
$16,057.66
$16,866.55
$17,706.76
BIWEEKLY
$6,724.78
$7,060.78
$7,411.23
$7,784.56
$8,172.35
HRLY.RATE
$84.06
$88.26
$92.64
$97.31
$102.15
B606 FLEET MANAGER
MONTHLY
$8,880.93
$9,330.85
$9,794.38
$10,282.46
$10,795.06
BIWEEKLY
$4,098.89
$4,306.55
$4,520.48
$4,745.75
$4,982.34
HRLY.RATE
$51.24
$53.83
$56.51
$59.32
$62.28
A805 GRAPHICARTIST
MONTHLY
5,761.06
6,048.53
6,349.92
6,667.53
7,001.37
BIWEEKLY
2,658.95
2,791.63
2,930.73
3,077.32
3,231.40
HRLY.RATE
33.24
34.90
36.63
38.47
40.39
A614 GREEN BUILDING SPECIALIST
MONTHLY
6,667.53
7,001.37
7,356.07
7,717.73
8,104.89
BIWEEKLY
3,077.32
3,231.40
3,395.11
3,562.03
3,740.72
HRLY.RATE
38.47
40.39
42.44
44.53
46.76
HUMAN RESOURCES ANALYST
D107 II
MONTHLY
$7,840.95
$8,234.98
$8,628.98
$9,069.95
$9,526.59
BIWEEKLY
$3,618.90
$3,800.76
$3,982.60
$4,186.13
$4,396.89
HRLY.RATE
$45.24
$47.51
$49.78
$52.33
$54.96
HUMAN RESOURCES
D805 DIRECTOR
MONTHLY
$13,717.09
$14,445.09
$15,170.48
$15,929.78
$16,712.59
BIWEEKLY
$6,330.97
$6,666.97
$7,001.76
$7,352.21
$7,713.50
HRLY.RATE
$79.14
$83.34
$87.52
$91.90
$96.42
HUMAN RESOURCES
D400 TECHNICIAN
MONTHLY
$5,965.93
$6,247.14
$6,553.67
$6,880.44
$7,240.18
BIWEEKLY
$2,753.51
$2,883.30
$3,024.77
$3,175.59
$3,341.62
HRLY.RATE
$34.42
$36.04
$37.81
$39.69
$41.77
INSTRUMENTATION
5610 MAINTENANCE TECHNICIAN
MONTHLY
6,379.91
6,702.83
7,036.97
7,398.01
7,770.26
BIWEEKLY
2,944.58
3,093.62
3,247.83
3,414.47
3,586.28
HRLY.RATE
36.81
38.67
40.60
42.68
44.83
IRRIGATION REPAIR
S404 SPECIALIST
MONTHLY
5,781.17
6,052.51
6,355.25
6,666.95
6,998.84
BIWEEKLY
2,668.23
2,793.47
2,933.19
3,077.06
3,230.24
HRLY.RATE
33.35
34.92
36.66
38.46
40.38
A606 JUNIOR ENGINEER
MONTHLY
7,349.12
7,699.19
8,093.30
8,487.42
8,890.81
BIWEEKLY
3,391.90
3,553.47
3,735.37
3,917.27
4,103.45
HRLY.RATE
42.40
44.42
46.69
48.97
51.29
S605 LABORER
MONTHLY
5,191.39
5,453.76
5,758.74
6,027.84
6,317.12
BIWEEKLY
2,396.03
2,517.12
2,657.88
2,782.08
2,915.60
HRLY.RATE
29.95
31.46
33.22
34.78
36.44
5608 LEAD EQUIPMENT MECHANIC
MONTHLY
6,673.48
6,998.82
7,349.40
7,717.62
8,113.59
BIWEEKLY
3,080.06
3,230.23
3,392.03
3,561.98
3,744.74
HRLY.RATE
38.50
40.38
42.40
44.53
46.81
A801 LIBRARIAN I
MONTHLY
6,041.58
6,333.69
6,625.80
6,964.27
7,295.80
BIWEEKLY
2,788.42
2,923.24
3,058.06
3,214.28
3,367.29
HRLY.RATE
34.86
36.54
38.23
40.18
42.09
A800 LIBRARIAN II
MONTHLY
6,651.30
6,982.82
7,318.98
7,676.00
8,077.07
BIWEEKLY
3,069.83
3,222.84
3,377.99
3,542.77
3,727.88
HRLY.RATE
38.37
40.29
42.22
44.28
46.60
B801 LIBRARIAN III
MONTHLY
$8,185.59
$8,594.64
$9,009.09
$9,475.38
$9,938.90
BIWEEKLY
$3,777.97
$3,966.76
$4,158.04
$4,373.25
$4,587.19
HRLY.RATE
$47.22
$49.58
$51.98
$54.67
$57.34
A804 LIBRARY ASSISTANT I
MONTHLY
4,627.39
4,866.18
5,107.29
5,341.44
5,621.96
BIWEEKLY
2,135.72
2,245.93
2,357.21
2,465.28
2,594.75
HRLY.RATE
26.70
28.07
29.47
30.82
32.43
A803 LIBRARY ASSISTANT II
MONTHLY
5,162.93
5,392.44
5,682.24
5,937.25
6,229.36
BIWEEKLY
2,382.89
2,488.82
2,622.57
2,740.27
2,875.09
HRLY.RATE
29.79
31.11
32.78
34.25
35.94
A802 LIBRARY ASSISTANT III
MONTHLY
5,763.38
6,025.35
6,340.64
6,655.94
6,968.91
BIWEEKLY
2,660.02
2,780.93
2,926.45
3,071.97
3,216.42
HRLY.RATE
33.25
34.76
36.58
38.40
40.21
LIBRARY CIRCULATION
B803 SUPERVISOR
MONTHLY
$6,456.88
$6,762.28
$7,081.28
$7,452.12
$7,795.67
BIWEEKLY
$2,980.10
$3,121.05
$3,268.28
$3,439.44
$3,598.00
HRLY.RATE
$37.25
$39.01
$40.85
$42.99
$44.98
B805 LIBRARY SERVICES MANAGER
MONTHLY
$9,543.54
$10,031.59
$10,527.85
$11,056.87
$11,629.46
BIWEEKLY
$4,404.71
$4,629.96
$4,859.01
$5,103.17
$5,367.44
HRLY.RATE
$55.06
$57.87
$60.74
$63.79
$67.09
5606 MAINTENANCE ELECTRICIAN
MONTHLY
7,119.94
7,476.50
7,857.72
8,250.16
8,667.26
BIWEEKLY
3,286.13
3,450.69
3,626.64
3,807.77
4,000.28
HRLY.RATE
41.08
43.13
45.33
47.60
50.00
B610 MANAGEMENT ANALYST
MONTHLY
$8,275.57
$8,653.50
$9,089.81
$9,539.99
$10,017.96
BIWEEKLY
$3,819.49
$3,993.92
$4,195.30
$4,403.07
$4,623.67
HRLY.RATE
$47.74
$49.92
$52.44
$55.04
$57.80
A120 MANAGEMENT ASSISTANT
MONTHLY
6,880.81
7,226.25
7,583.27
7,965.79
8,362.23
BIWEEKLY
3,175.76
3,335.19
3,499.97
3,676.52
3,859.49
HRLY.RATE
39.70
41.69
43.75
45.96
48.24
A107 OFFICE ASSISTANT I
MONTHLY
4,532.34
4,761.86
5,000.65
5,237.12
5,522.27
BIWEEKLY
2,091.85
2,197.78
2,307.99
2,417.13
2,548.74
HRLY.RATE
26.15
27.47
28.85
30.21
31.86
A670 OFFICE ASSISTANT II
MONTHLY
4,963.55
5,190.75
5,450.40
5,721.65
5,983.62
BIWEEKLY
2,290.87
2,395.73
2,515.57
2,640.76
2,761.67
HRLY.RATE
28.64
29.95
31.44
33.01
34.52
PARK MAINTENANCE
5401 LEADWORKER
MONTHLY
6,379.91
6,702.83
7,036.97
7,398.01
7,770.26
BIWEEKLY
2,944.58
3,093.62
3,247.83
3,414.47
3,586.28
HRLY.RATE
36.81
38.67
40.60
42.68
44.83
PARK MAINTENANCE WORKER
S407 I
MONTHLY
5,213.81
5,453.76
5,758.74
6,027.84
6,317.12
BIWEEKLY
2,406.38
2,517.12
2,657.88
2,782.08
2,915.60
HRLY.RATE
30.08
31.46
33.22
34.78
36.44
PARK MAINTENANCE WORKER
5406 II
MONTHLY
5,453.76
5,758.74
6,027.84
6,317.12
6,628.83
BIWEEKLY
2,517.12
2,657.88
2,782.08
2,915.60
3,059.46
HRLY.RATE
31.46
33.22
34.78
36.44
38.24
PARKING ENFORCEMENT
A201 OFFICER
MONTHLY
5,065.56
5,306.67
5,568.64
5,851.47
6,143.58
BIWEEKLY
2,337.95
2,449.23
2,570.14
2,700.68
2,835.50
HRLY.RATE
29.22
30.62
32.13
33.76
35.44
A200 PARKING SYSTEM TECHNICIAN
MONTHLY
5,503.72
5,786.56
6,053.17
6,347.60
6,665.21
BIWEEKLY
2,540.18
2,670.72
2,793.77
2,929.66
3,076.25
HRLY.RATE
31.75
33.38
34.92
36.62
38.45
PARKS & RECREATION
D705 DIRECTOR
MONTHLY
$13,790.19
$14,520.79
$15,253.98
$16,018.55
$16,798.69
BIWEEKLY
$6,364.70
$6,701.90
$7,040.30
$7,393.18
$7,753.24
HRLY.RATE
$79.56
$83.77
$88.00
$92.41
$96.92
PARKS SUPERINTENDENT/CITY
B410 ARBORIST
MONTHLY
$9,873.62
$10,385.02
$10,891.25
$11,441.81
$12,034.12
BIWEEKLY
$4,557.06
$4,793.09
$5,026.73
$5,280.84
$5,554.21
HRLY.RATE
$56.96
$59.91
$62.83
$66.01
$69.43
B420 PARKS SUPERVISOR
MONTHLY
$8,199.25
$8,616.43
$9,049.99
$9,505.38
$10,091.61
BIWEEKLY
$3,784.27
$3,976.82
$4,176.92
$4,387.10
$4,657.67
HRLY.RATE
$47.30
$49.71
$52.21
$54.84
$58.22
PARKS SUPERVISOR/CITY
B430 ARBORIST
MONTHLY
$8,398.32
$8,831.88
$9,268.14
$9,728.96
$10,328.82
BIWEEKLY
$3,876.15
$4,076.25
$4,277.60
$4,490.29
$4,767.15
HRLY.RATE
$48.45
$50.95
$53.47
$56.13
$59.59
A114 PAYROLL ADMINISTRATOR
MONTHLY
6,906.32
7,249.43
7,604.13
7,988.98
8,387.73
BIWEEKLY
3,187.53
3,345.89
3,509.60
3,687.22
3,871.26
HRLY.RATE
39.84
41.82
43.87
46.09
48.39
A609 PERMIT TECHNICIAN
MONTHLY
6,062.44
6,361.51
6,688.39
7,015.28
7,363.03
BIWEEKLY
2,798.05
2,936.08
3,086.95
3,237.82
3,398.32
HRLY.RATE
34.98
36.70
38.59
40.47
42.48
A108 PLANNER
MONTHLY
7,708.46
8,090.98
8,503.65
8,900.08
9,356.79
BIWEEKLY
3,557.75
3,734.30
3,924.76
4,107.73
4,318.52
HRLY.RATE
44.47
46.68
49.06
51.35
53.98
D104 PLANNING DIRECTOR
MONTHLY
$13,646.68
$14,319.88
$15,045.24
$15,593.20
$16,574.32
BIWEEKLY
$6,298.47
$6,609.18
$6,943.96
$7,196.86
$7,649.69
HRLY.RATE
$78.73
$82.61
$86.80
$89.96
$95.62
B111 PLANNING MANAGER
MONTHLY
$10,812.96
$11,353.09
$11,916.67
$12,514.22
$13,143.05
BIWEEKLY
$4,990.60
$5,239.89
$5,500.00
$5,775.80
$6,066.02
HRLY.RATE
$62.38
$65.50
$68.75
$72.20
$75.83
POLICE ADMINISTRATIVE
A205 SERVICES COORDINATOR
MONTHLY
5,914.07
6,208.50
6,514.52
6,822.86
7,149.74
BIWEEKLY
2,729.57
2,865.46
3,006.70
3,149.01
3,299.88
HRLY.RATE
34.12
35.82
37.58
39.36
41.25
M200 POLICE CAPTAIN
MONTHLY
$13,145.75
$13,784.25
$14,386.52
$15,095.20
$15,828.79
BIWEEKLY
$6,067.27
$6,361.96
$6,639.93
$6,967.02
$7,305.60
HRLY.RATE
$75.84
$79.52
$83.00
$87.09
$91.32
D201 POLICE CHIEF
MONTHLY
$15,887.33
$16,679.44
$17,511.43
$18,377.92
$19,302.96
BIWEEKLY
$7,332.62
$7,698.20
$8,082.20
$8,482.12
$8,909.06
HRLY.RATE
$91.66
$96.23
$101.03
$106.03
$111.36
A202 POLICE CLERK I
MONTHLY
4,720.13
4,958.92
5,206.98
5,455.04
5,717.01
BIWEEKLY
2,178.52
2,288.73
2,403.22
2,517.71
2,638.62
HRLY.RATE
27.23
28.61
30.04
31.47
32.98
A203 POLICE CLERK II
MONTHLY
5,206.98
5,455.04
5,717.01
5,981.30
6,275.73
BIWEEKLY
2,403.22
2,517.71
2,638.62
2,760.60
2,896.49
HRLY.RATE
30.04
31.47
32.98
34.51
36.21
A204 POLICE CLERK III
MONTHLY
7,226.25
BIWEEKLY
3,335.19
HRLY.RATE
41.69
M202 POLICE LIEUTENANT
MONTHLY
$11,248.62
$11,808.33
$12,401.11
$13,019.87
$13,671.69
BIWEEKLY
$5,191.67
$5,450.00
$5,723.59
$6,009.17
$6,310.01
HRLY.RATE
$64.90
$68.13
$71.54
$75.11
$78.88
P200 POLICE OFFICER
MONTHLY
$7,774.61
$8,202.07
$8,572.85
$9,023.93
$9,453.75
BIWEEKLY
$3,588.28
$3,785.57
$3,956.70
$4,164.89
$4,363.27
HRLY.RATE
$44.85
$47.32
$49.46
$52.06
$54.54
P201 POLICE OFFICER TRAINEE
MONTHLY
$7,481.26
BIWEEKLY
$3,452.89
HRLY.RATE
$43.16
M201 POLICE SERGEANT
MONTHLY
$9,444.31
$9,890.66
$10,381.89
$10,910.90
$11,465.89
BIWEEKLY
$4,358.91
$4,564.92
$4,791.64
$5,035.80
$5,291.95
HRLY.RATE
$54.49
$57.06
$59.90
$62.95
$66.15
B201 POLICE SERVICES MANAGER
MONTHLY
$9,480.82
$9,954.88
$10,452.62
$10,975.25
$11,524.02
BIWEEKLY
$4,375.77
$4,594.56
$4,824.29
$5,065.50
$5,318.78
HRLY.RATE
$54.70
$57.43
$60.30
$63.32
$66.48
A711 PROGRAM COORDINATOR
MONTHLY
4,124.32
4,328.33
4,541.62
4,766.49
5,007.60
BIWEEKLY
1,903.53
1,997.69
2,096.13
2,199.92
2,311.20
HRLY.RATE
23.79
24.97
26.20
27.50
28.89
PROJECT MANAGER/GIS
A610 COORDINATOR
MONTHLY
11,359.83
BIWEEKLY
5,243.00
HRLY.RATE
65.54
A611 PUBLIC WORKS INSPECTOR
MONTHLY
7,631.95
8,007.52
8,413.23
8,832.85
9,280.29
BIWEEKLY
3,522.44
3,695.78
3,883.03
4,076.70
4,283.21
HRLY.RATE
44.03
46.20
48.54
50.96
53.54
A701 RECREATION COORDINATOR
MONTHLY
5,951.16
6,236.32
6,530.75
6,855.31
7,196.11
BIWEEKLY
2,746.69
2,878.30
3,014.19
3,163.99
3,321.28
HRLY.RATE
34.33
35.98
37.68
39.55
41.52
RECREATION
B710 SUPERINTENDENT
MONTHLY
$9,543.54
$10,034.33
$10,527.85
$11,062.32
$11,632.19
BIWEEKLY
$4,404.71
$4,631.23
$4,859.01
$5,105.69
$5,368.70
HRLY.RATE
$55.06
$57.89
$60.74
$63.82
$67.11
B711 RECREATION MANAGER
MONTHLY
$8,812.96
$9,276.80
$9,765.05
$10,279.00
$10,820.00
BIWEEKLY
$4,067.52
$4,281.60
$4,506.95
$4,744.15
$4,993.85
B700 RECREATION SUPERVISOR
B106 SENIOR ACCOUNTANT
SENIOR BUILDING
A602 INSPECTOR/PLAN CHECKER
B601 SENIOR CIVIL ENGINEER
A113 SENIOR PLANNER
HRLY.RATE $50.84 $53.52
MONTHLY
$8,035.64
$8,452.83
BIWEEKLY
$3,708.76
$3,901.31
HRLY.RATE
$46.36
$48.77
MONTHLY
$7,539.20
$7,933.80
BIWEEKLY
$3,479.63
$3,661.75
HRLY.RATE
$43.50
$45.77
$56.34
$59.30
$62.42
$8,842.77
$9,306.30
$9,769.85
$4,081.28
$4,295.22
$4,509.16
$51.02
$53.69
$56.36
$8,356.18
$8,792.46
$9,256.57
$3,856.70
$4,058.06
$4,272.26
$48.21
$50.73
$53.40
MONTHLY
8,587.11
9,011.36
9,437.94
9,938.70
10,439.46
BIWEEKLY
3,963.28
4,159.09
4,355.97
4,587.09
4,818.21
HRLY.RATE
49.54
51.99
54.45
57.34
60.23
MONTHLY
$11,465.85
$12,038.48
$12,643.80
$13,273.66
$13,941.71
BIWEEKLY
$5,291.93
$5,556.22
$5,835.60
$6,126.31
$6,434.64
HRLY.RATE
$66.15
$69.45
$72.95
$76.58
$80.43
MONTHLY
$9,539.94
$10,012.88
$10,511.32
$11,037.59
$11,593.99
BIWEEKLY
$4,403.05
$4,621.33
$4,851.38
$5,094.27
$5,351.07
HRLY.RATE
$55.04
$57.77
$60.64
$63.68
$66.89
SENIOR PUBLIC WORKS
A607
INSPECTOR
MONTHLY
8,475.83
8,900.08
9,335.93
9,781.05
10,298.04
BIWEEKLY
3,911.92
4,107.73
4,308.89
4,514.33
4,752.94
HRLY.RATE
48.90
51.35
53.86
56.43
59.41
B608
STREET & SEWER SUPERVISOR
MONTHLY
7,999.00
8,398.16
8,822.00
9,263.77
9,723.48
BIWEEKLY
3,691.85
3,876.08
4,071.69
4,275.59
4,487.76
HRLY.RATE
46.15
48.45
50.90
53.44
56.10
STREET, SEWER &
DOWNTOWN MAINTENANCE
S604
WORKER
MONTHLY
5,453.76
5,758.74
6,027.84
6,317.12
6,628.83
BIWEEKLY
2,517.12
2,657.88
2,782.08
2,915.60
3,059.46
HRLY.RATE
31.46
33.22
34.78
36.44
38.24
STREET, SEWER AND
5601
DOWNTOWN LEADWORKER
MONTHLY
6,379.91
6,702.83
7,036.97
7,398.01
7,770.26
BIWEEKLY
2,944.58
3,093.62
3,247.83
3,414.47
3,586.28
HRLY.RATE
36.81
38.67
40.60
42.68
44.83
STREETS, STORM DRAINS, AND
B607 SEWER DIVISIONS MANAGER MONTHLY $9,085.46 $9,540.80 $10,017.98 $10,519.69 $11,043.24
BIWEEKLY
$4,193.29
$4,403.45
$4,623.68
$4,855.24
$5,096.88
HRLY.RATE
$52.42
$55.04
$57.80
$60.69
$63.71
SUSTAINABILITY
A115 COORDINATOR
MONTHLY
$8,291.36
$8,706.99
$9,141.14
$9,599.11
$10,078.31
BIWEEKLY
$3,826.78
$4,018.61
$4,218.99
$4,430.36
$4,651.53
HRLY.RATE
$47.83
$50.23
$52.74
$55.38
$58.14
TRAFFIC SIGN & PAINT
S602 LEADWORKER
MONTHLY
6,379.91
6,702.83
7,036.97
7,398.01
7,770.26
BIWEEKLY
2,944.58
3,093.62
3,247.83
3,414.47
3,586.28
HRLY.RATE
36.81
38.67
40.60
42.68
44.83
A601 TRAFFIC -CIVIL ENGINEER
MONTHLY
8,487.42
8,890.81
9,356.79
9,829.73
10,325.86
BIWEEKLY
3,917.27
4,103.45
4,318.52
4,536.80
4,765.78
HRLY.RATE
48.97
51.29
53.98
56.71
59.57
A600 TRANSPORTATION ENGINEER
MONTHLY
9,785.69
10,279.49
10,794.16
11,329.70
11,904.64
BIWEEKLY
4,516.47
4,744.38
4,981.92
5,229.09
5,494.45
HRLY.RATE
56.46
59.30
62.27
65.36
68.68
TRANSPORTATION PROGRAM
A612 MANAGER
MONTHLY
9,915.51
10,416.27
10,928.62
11,480.39
12,053.02
BIWEEKLY
4,576.39
4,807.51
5,043.98
5,298.64
5,562.93
HRLY.RATE
57.20
60.09
63.05
66.23
69.54
S405 TREE LEADWORKER
MONTHLY
6,379.91
6,702.83
7,036.97
7,398.01
7,770.26
BIWEEKLY
2,944.58
3,093.62
3,247.83
3,414.47
3,586.28
HRLY.RATE
36.81
38.67
40.60
42.68
44.83
5409 TREE MAINTENANCE WORKER
MONTHLY
5,590.55
5,908.99
6,178.09
6,476.34
6,794.78
BIWEEKLY
2,580.26
2,727.23
2,851.43
2,989.08
3,136.05
HRLY.RATE
32.25
34.09
35.64
37.36
39.20
5411 TREE WORKER
MONTHLY
5,769.95
6,041.30
6,346.28
6,657.98
6,994.36
BIWEEKLY
2,663.06
2,788.29
2,929.05
3,072.92
3,228.17
HRLY.RATE
33.29
34.85
36.61
38.41
40.35
UTILITIES
S400 INSPECTOR/LOCATOR
MONTHLY
6,379.91
6,702.83
7,036.97
7,398.01
7,770.26
BIWEEKLY
2,944.58
3,093.62
3,247.83
3,414.47
3,586.28
HRLY.RATE
36.81
38.67
40.60
42.68
44.83
B500 WATER DIVISION MANAGER
MONTHLY
$9,085.46
$9,540.80
$10,017.98
$10,519.69
$11,043.24
BIWEEKLY
$4,193.29
$4,403.45
$4,623.68
$4,855.24
$5,096.88
HRLY.RATE
$52.42
$55.04
$57.80
$60.69
$63.71
WATER MAINTENANCE
S501
LEADWORKER
MONTHLY
6,379.91
6,702.83
7,036.97
7,398.01
7,770.26
BIWEEKLY
2,944.58
3,093.62
3,247.83
3,414.47
3,586.28
HRLY.RATE
36.81
38.67
40.60
42.68
44.83
WATER MAINTENANCE
S503
WORKER
MONTHLY
5,453.76
5,758.74
6,027.84
6,317.12
6,628.83
BIWEEKLY
2,517.12
2,657.88
2,782.08
2,915.60
3,059.46
HRLY.RATE
31.46
33.22
34.78
36.44
38.24
S502
WATER METER REPAIRER
MONTHLY
5,507.58
5,772.20
6,048.02
6,350.76
6,666.95
BIWEEKLY
2,541.96
2,664.09
2,791.40
2,931.12
3,077.06
HRLY.RATE
31.77
33.30
34.89
36.64
38.46
B501
WATER OPERATIONS SUPERVIS MONTHLY
7,999.00
8,398.16
8,822.00
9,263.77
9,723.48
BIWEEKLY
3,691.85
3,876.08
4,071.69
4,275.59
4,487.76
HRLY.RATE
46.15
48.45
50.90
53.44
56.10
WATER QUALITY AND METER
S508
LEAD WORKER
MONTHLY
6,379.91
6,702.83
7,036.97
7,398.01
7,770.26
BIWEEKLY
2,944.58
3,093.62
3,247.83
3,414.47
3,586.28
HRLY.RATE
36.81
38.67
40.60
42.68
44.83
WATER QUALITY AND METER
S507
TECHNICIAN
MONTHLY
5,758.74
6,045.78
6,348.52
6,666.95
6,998.84
BIWEEKLY
2,657.88
2,790.36
2,930.09
3,077.06
3,230.24
HRLY.RATE
33.22
34.88
36.63
38.46
40.38
B503 WATER QUALITY SUPERVISOR MONTHLY 7,999.00
BIWEEKLY 3,691.85
HRLY.RATE 46.15
8,398.16
3,876.08
48.45
8,822.00
4,071.69
50.90
WATER SERVICE &
S505 OPERATIONS TECHNICIAN MONTHLY
6,379.91
6,702.83
7,036.97
BIWEEKLY
2,944.58
3,093.62
3,247.83
HRLY.RATE
36.81
38.67
40.60
A110 ZONING TECHNICIAN MONTHLY
6,579.43
6,897.04
7,237.84
BIWEEKLY
3,036.66
3,183.25
3,340.54
HRLY.RATE
37.96
39.79
41.76
NOTES
All positions are 40-hour week, unless otherwise noted
Effective 6/26/2017
612612017 3% salary increase for all AFSCME bargaining unit positions, per applicable MOUs
9,263.77 9,723.48
4,275.59 4,487.76
53.44 56.10
7,398.01 7,770.26
3,414.47 3,586.28
42.68 44.83
7,606.45 7,977.39
3,510.67 3,681.87
43.88 46.02
Amended 7110117 FY2017-18 budget classification and compensation revisions
Amended 8121117 classification and compensation revisions
Amended 9118117 classification and compensation revisions
Amended 12125117 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 612512018 3% salary increase for AFSCME Admin and Maint bargaining unit, per applicable MOUs
3% salary increase City Attorney, per employment agreement
Amended 9117118 classification and compensation revisions
Amended 121241187 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 1121119 4.5% salary increase Teamsters Unit, effective 1212412018
Amended 3113119 classification and compensation revisions
Amended 6117119 adding Environmental Regulatory Compliance Manager
Amended 6117119 4.5% salary increase AFSCME Admin Unit, effective 6124119 per applicable MOU
Amended 8119119 4.5% salary increase AFSCME Maintenance Unit, effective 8119119 per applicable MOU
Amended 12123119 3% salary increase Department Head and Unrepresented Unit
2.5% Teamsters, per applicable MOU
4% salary increase POA, Police Sergeants, Police Administrators, per applicable MOUs
4.5% AFSCME BAM, per applicable MOU
Amended 11612020 3% salary increase City Manager, effective 12123119
Amended 211812020 to include new classifications
Amended 612212020 2.5% salary increase for AFSCME Admin and Maint bargaining unit, per applicable MOUs
3% salary increase City Attorney, per employment agreement (effective 41112020)
Adding new classifications
�'•.RL1K G FACILITIES AND FLEET SUPERVISOR
Class specifications are only intended to present a descriptive summary of the range of duties and responsibilities 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, plans, coordinates, and supervises lead workers and their crews in the Facilities
and Fleet Division in the maintenance and repair of City facilities, fleet, and mechanical
equipment; implements maintenance policies and procedures; outlines, assigns, and determines
work projects; performs a variety of technical tasks; ensures safe work practices; acts as the Facilities
and Fleet Manager in his/her absence; performs other related duties as required.
DISTINGUISHING CHARACTERISTICS
The Facilities and Fleet Supervisor is the full supervisory classification assigned to direct the daily
operations of a major Facilities and Fleet Division. Positions within this class serve as supervisors
for all facilities, fleet, and mechanical equipment maintenance projects, inspecting, evaluating, and
approving completion of assignments by assigned facilities and fleet maintenance work crews.
Performance of the work requires the use of considerable independence, initiative, and discretion
within established guidelines. This classification is distinguished from the next higher
classification of Facilities and Fleet Manager in that the latter has overall responsibility for the
administration and management of all of the Facilities and Fleet Division operations.
SUPERVISION RECEIVED/EXERCISED
Receives direction from the Facilities and Fleet Manager. Exercises supervision over assigned
staff.
ESSENTIAL FUNCTIONS (Include, but are not limited to the following)
Management reserves the right to add, modify, change, or rescind the work assignments of
different positions and to make reasonable accommodations so that qualified employees can
perform the essential functions of the job.
• Assists in the planning, coordinating, and supervising of the City's building and facilities
maintenance; inspecting City buildings, structures, and facilities to locate and determine
extent of repair, maintenance, or suggested improvements required; ensuring all routine
and major repairs, replacements, renovations, and maintenance plans are completed;
operating a central store with items to be used in all departments; and establishing and
maintaining practices consistent with conservation of energy and natural resources.
• Assists in the planning, coordinating, and supervising of the City's Fleet by developing
equipment specifications in conjunction with other City departmental representatives;
conferring with other City staff and suppliers regarding the purchase and maintenance of
all City vehicles and equipment; ensuring all City vehicles and equipment are maintained
FACILITIES AND FLEET SUPERVISOR
Page 1 of 5
according to standard; inspecting work in progress and upon completion to ensure
conformance to shop standards; providing technical expertise and assistance to shop staff.
• Determines priority of work to be done and estimates or obtains estimates of repair cost.
• Prepares work schedules; assigns work; evaluates and reviews the work of subordinates;
trains staff in the safe and proper methods of carrying out assigned tasks; and solves
difficult problems encountered by the staff.
• Monitors operations and activities of the Facilities and Fleet Division; identifies
opportunities for improving service delivery methods and procedures; provides
recommendations concerning process changes; reviews with appropriate management
staff; implements improvements.
• Establishes and maintains a variety of paper and electronic records, such as vehicle
replacement accounts and preventive maintenance schedules; facilities maintenance and
upgrade activity records.
• Prepares required reports; makes recommendations on the types of equipment needed for
the program's activities; conducts special studies and prepares reports orally and in writing.
• Inspects work in progress and upon completion to ensure conformance to established
standards for City grounds, facilities, infrastructure, equipment, and other areas under the
scope of the work assignment to ensure it is properly maintained.
• Ensures that required materials and equipment are available to carry out assigned tasks;
determines stock requirements; orders parts, supplies, and equipment as needed.
• Confers with superiors to discuss work projects and establish priorities.
• Conducts safety and other training specific to the unit's work; oversees and enforces safe
work practices.
• Evaluates employee performance, counsels employees, and effectively recommends initial
disciplinary action; assists in selection and promotion.
• Investigates complaints from the public or internal customers concerning the work unit;
takes appropriate action.
• Understands and implements sustainability and conservation strategies to preserve natural
resources and energy efficiencies.
• Attends various meetings and makes presentations as needed in order to provide
information relating to the City's overall maintenance services programs.
• Demonstrates the highest standards of internal and external customer service, including
professionalism, follow-through, timeliness, and clear communication.
• Assists in the preparation of the budget for the division, monitors and controls expenditures
within appropriations, recommends revenue opportunities, and explores avenues for cost
recovery.
• Facilitates the disposal of surplus City vehicles and equipment removed from service,
utilizing the competitive bid and auction process.
• Responds to emergency situations as necessary.
• Performs other related duties as assigned.
FACILITIES AND FLEET SUPERVISOR
Page 2 of 5
KNOWLEDGE/ABILITIES/SKILLS: (The following are a representative sample of the
knowledge/abilities and skills necessary to perform essential duties of the position.)
Knowledte of,
• Principles and practices of employee supervision, including work planning, assignment,
review and evaluation, discipline, and the training of staff in work procedures.
• Principles and practices of automotive and equipment maintenance and repair program
development and administration.
• Operational characteristics of vehicle diagnostic equipment and components.
• Principles, practices, equipment, tools, and materials used in the maintenance, diagnosis,
and repair of automobiles, light- and heavy-duty trucks and equipment, and specialized
equipment, including hydraulic and computer -controlled systems.
• Principles and practices of monitoring and maintaining of fuel storage systems.
• Principles and practices of facilities maintenance program development and
administration.
• Principles, practices, equipment, tools, and materials of construction, maintenance, and
repair of City facilities and buildings, including carpentry, plumbing, painting, masonry,
and mechanical and electrical work.
• Applicable Federal, State, and local laws, regulatory codes, ordinances, and procedures
relevant to assigned area of responsibility.
• Basic principles and practices of budget development, administration, and accountability.
• Safety principles, practices, and procedures of equipment maintenance and repair,
including related parts, tools, supplies, and materials.
• The operation and maintenance of a variety of hand and power tools, vehicles, and power
equipment.
• Basic mathematics.
• Safe driving rules and practices.
• Modern office practices, methods, and computer equipment and applications.
• English usage, grammar, spelling, vocabulary, and punctuation.
• Techniques for providing a high level of customer service by effectively dealing with the
public, vendors, contractors, and City staff.
Ability to:
• Participate in developing and implementing goals, objectives, practices, policies,
procedures, and work standards.
• Supervise, train, plan, organize, schedule, assign, review, and evaluate the work of staff.
• Organize, implement, and direct assigned maintenance and operations activities.
• Manage the use, operations, maintenance, and repair fuel storage systems.
• Develop cost estimates for supplies, equipment, and vehicles.
• Work safely and effectively under pressure, including during emergency situations.
• Interpret, explain, and apply applicable laws, codes, and regulations.
• Read, interpret, and record data accurately.
• Establish and maintain a variety of manual and computerized files, record -keeping, and
project management systems.
FACILITIES AND FLEET SUPERVISOR
Page 3 of 5
• Organize and prioritize a variety of projects and multiple tasks in an effective and timely
manner; organize own work, set priorities, and meet critical time deadlines.
• Work independently and as part of a team.
• Make sound independent decisions within established guidelines.
• Identify problems, research and analyze relevant information, develop and present
recommendations, and justification for solution.
• Research, analyze, and evaluate new service delivery methods, procedures, and techniques.
• Read, and interpret, drawings, blueprints, maps, and specifications.
• Safely and effectively use and operate hand tools, mechanical equipment, power tools, and
equipment required for the work; perform routine equipment maintenance.
• Observe safety principles and work in a safe manner.
• Use English effectively to communicate in person, over the telephone, and in writing.
• Establish, maintain, and foster positive and effective working relationships with those
contacted in the course of work.
QUALIFICATIONS
Education & Experience
Any combination of education and experience that has provided the knowledge, skills, and abilities
necessary for a Facilities and Fleet Supervisor. A typical way of obtaining the required
qualifications is to possess the equivalent of two years of increasingly responsible experience in
the maintenance and repair of automotive equipment or in general repair and maintenance in one
or more of the building trades, in a lead or supervisory capacity, and a high school diploma or
equivalent.
License
Possession of valid Class C California driver's license and a satisfactory driving record. EPA
Type I certification required. Possession of, or ability to obtain, a Class B California driver's
license with tank and airbrake endorsement is desirable, but not required.
SPECIAL REQUIREMENTS
Position requires sitting, standing, walking on level and slippery surfaces, reaching, twisting,
turning, kneeling, bending, stooping, squatting, crouching, grasping, and making repetitive hand
movements in the performance of daily duties. The position also requires both near and far vision
when inspecting work and operating assigned equipment. The position requires work in confined
spaces and off creeper; to lift up to ninety (90) pounds; work with hazardous materials used in
vehicular and industrial equipment repair such as used motor oil, gasoline, solvents, related brake
parts, coolants, and transmission fluids. Additionally, the incumbent in this outdoor position works
in all weather conditions, including wet, hot, and cold. The incumbent may use cleaning and
lubricating chemicals, which may expose the employee to fumes or airborne particles, and the
incumbents may be exposed to mechanical and electrical hazards. The nature of the work also
requires the incumbent to use power and noise producing tools and equipment, drive motorized
vehicles and heavy equipment, and often work with constant interruptions. The incumbent may
be required to be on -call and to work various shifts or emergencies on evenings, weekends, and/or
holidays.
FACILITIES AND FLEET SUPERVISOR
Page 4 of 5
Some of these requirements may be accommodated for otherwise qualified individuals requiring
and requesting such accommodations.
S611
FACILITIES AND FLEET SUPERVISOR
AFSCME 829 MAINTENANCE UNIT
NON-EXEMPT
JULY 2020
FACILITIES AND FLEET SUPERVISOR
Page 5 of 5
�'•.RL1K G LEAD EQUIPMENT MECHANIC
Class specifications are only intended to present a descriptive summary of the range of duties and responsibilities 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 general supervision, oversees the day-to-day operation of the Fleet Maintenance shop,
which includes assigning, prioritizing, and reviewing work performed by shop staff, performing
skilled minor and major mechanical repairs to automotive and other power -driven equipment;
directing the daily work of shop staff; assisting in training of automotive mechanic staff; and doing
related work as required.
DISTINGUISHING CHARACTERISTICS
The Lead Equipment Mechanic is the lead level classification in the automotive mechanic series
responsible for the daily operation of the Fleet Maintenance shop and maintenance of City vehicles
and Public Works construction equipment. Incumbents perform skilled and semi -skilled repair and
maintenance tasks and provide direction to work crews as required. This classification differs
from the next higher classification of Facilities and Fleet Supervisor in that the latter has overall
full supervisory responsibility for fleet crews in the division.
SUPERVISION RECEIVED/EXERCISED
Receives general supervision from the Facilities and Fleet Supervisor. Exercises function,
technical, and lead supervision over assigned staff.
ESSENTIAL FUNCTIONS (Include, but are not limited to the following)
• Directs the daily operation of the Fleet Maintenance shop on a regular basis by scheduling,
assigning, prioritizing, and reviewing jobs.
• Determines vehicles due for dealer repair and warranty service, and schedules such work.
• Performs advanced journey -level work in the inspection, repair, and/or overhaul of a wide
variety of City -owned or operated heavy and light equipment, their components, systems,
and accessories. This includes, but is not limited to: light and medium trucks, construction
equipment, emergency vehicles, landscape equipment, automobiles, small gasoline
engines, and similar equipment.
• Performs equipment inspections, adjustments, and certifications.
• Overhauls, repairs, and adjusts engines, transmissions, differentials, and clutches.
• Tunes engines, replaces ignition parts, and cleans and adjusts carburetors.
• Replaces or repairs faulty parts including wheel bearings, clutches, oil seals, shock
absorbers, exhaust systems, steering mechanisms, and related parts and equipment.
• Replaces such components as generators, distributors, relays, lights, and switches.
• Performs welding in the repair of equipment.
LEAD EQUIPMENT MECHANIC
Pagel of 3
• Maintains accurate and efficient inventory of parts. Electronically updates and maintains
accurate fleet and equipment asset inventory system.
• Provides lead supervision over assigned vehicle/equipment maintenance personnel;
reviews work and controls quality of work; provides input into employee evaluations.
• Leads fleet management operation; analyzes data to recommend and implement process
improvements; manages changes and improvements in the fleet operation; recommends
goals for the fleet management operation; assists the Facilities and Fleet Supervisor in
developing work plans, procedures, and schedules.
• Maintains records of time and materials; assists the Facilities and Fleet Supervisor with
budget.
• Confers with departments regarding immediate repair needs and organizes future repair
schedules. Answers department questions and resolves department complaints.
• Maintains the shop in a clean, organized, safe, and orderly manner.
• Ensures compliance with shop safety rules and conducts safety meetings.
• Assumes responsibility of the garage in the absence of the supervisor.
• Performs other related duties as assigned.
KNOWLEDGE/ABILITIES/SKILLS: (The following are a representative sample of the
knowledge/abilities and skills necessary to perform essential duties of the position.)
Knowledge of: The principles and operation of two and four cycles internal combustion gasoline
and diesel engines; the maintenance and repair requirements of automobile, street construction,
and maintenance equipment; functions of automobile parts, garage supplies, and tools; proper
usage of oils, greases, and lubricating devices; tune-ups and testing instruments; electrical
principles, hydraulic, brake, and suspension system repair and maintenance; methods and
techniques of scheduling work assignments; modern office procedures, practices, methods, and
equipment, including a computer and applicable software; methods and techniques for record
keeping and report preparation; proper English, spelling, and grammar; occupational hazards and
standard safety practices; and operation of various types of shop equipment.
Ability to: Diagnose and troubleshoot electrical circuits, develop wiring circuits and build wiring
harnesses for installation of new add -on safety equipment and accessories for in-service vehicles.
This includes installation of hard -wired laptops, computers and two-way radio installation in
emergency and Public Works vehicles. Ability to diagnose and troubleshoot fuel systems, brakes
(hydraulic air and ABS), differentials and hydraulic systems; remove, repair and replace major and
minor engine component parts, perform tune-ups; perform arc and gas welding and fabricating of
tools and equipment; use shop power and hand tools to perform vehicle repairs and adjustments;
work safely and effectively under pressure during emergency situations; work safely,
independently, and with others; interpret, explain, and apply applicable laws, codes, and
regulations; read, interpret, and record data accurately; organize, prioritize, and follow-up on work
assignments; work independently and as part of a team; make sound decisions within established
guidelines; follow written and oral directions; observe safety principles and work in a safe manner;
communicate clearly and concisely, both orally and in writing in proper English; establish and
maintain effective working relationships.
LEAD EQUIPMENT MECHANIC
Page 2 of 3
Skills: Ability to safely and efficiently operate brake lathe, tire changer, wheel balancer, battery
tester, air drills, electric drills, power and hand tools, arc welder, acetylene torch, and hydraulic
lifts. Ability to use a laptop and software to help diagnose vehicles.
QUALIFICATIONS
Education & Experience
Any combination of education and experience that has provided the knowledge, skills, and abilities
necessary for a Lead Equipment Mechanic. Typically, this may be obtained through three years of
journeyman level experience in the maintenance and repair of automotive equipment, including
some experience in heavy equipment. Automotive Service Excellence (ASE) Master certification
is desirable.
License
Possession of valid Class B California driver's license or the ability to obtain this license within
six months of hire. M1 license is desirable.
SPECIAL REQUIREMENTS
Position requires sitting, standing, walking on level and slippery surfaces, reaching, twisting,
turning, kneeling, bending, stooping, squatting, crouching, grasping, and making repetitive hand
movements in the performance of daily duties. The position also requires both near and far vision
when inspecting work and operating assigned equipment. The position requires work in confined
spaces and off creeper; to lift up to ninety (90) pounds; work with hazardous materials used in
vehicular and industrial equipment repair such as used motor oil, gasoline, solvents, related brake
parts, coolants, and transmission fluids. The incumbent may use cleaning and lubricating
chemicals, which may expose the employee to fumes or airborne particles, and the incumbents
may be exposed to mechanical and electrical hazards. The nature of the work also requires the
incumbent to use power and noise producing tools and equipment, drive motorized vehicles and
heavy equipment, and often work with constant interruptions. The incumbent may be required to
respond to after-hours emergency call -outs and perform routine standby duties.
Some of these requirements may be accommodated for otherwise qualified individuals requiring
and requesting such accommodations.
S608
LEAD EQUIPMENT MECHANIC
AFSCME 829 MAINTENANCE UNIT
NON-EXEMPT
JULY 2020
LEAD EQUIPMENT MECHANIC
Page 3 of 3
}
LP'°`"1e RECREATION 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 the general direction of the Parks & Recreation Director, to plan, organize and direct the
operation of assigned Recreation Division programs; to provide highly responsible professional
and technical staff assistance; and to do related work as required.
SUPERVISION RECEIVED AND EXERCISED:
Receives general direction from the Parks & Recreation Director. Exercises direct supervision
over Recreational Division staff including recreation supervisors, coordinators, clerical,
casual/seasonal and contract, volunteer, and intern staff.
ESSENTIAL FUNCTIONS: (include but are not limited to the following)
• Formulate policies, procedures, goals and objectives of the Recreation Division.
• Analyze the effectiveness of Division programs and delivery systems and recommend
operational changes.
• Plan, organize, direct and supervise the work of assigned Recreation Division staff to
develop and implement broad and comprehensive community recreation, cultural, athletic,
social and human services programs, including the implementation of various service
delivery systems.
• Coordinate the work of the division with other City departments, City divisions, other
groups and agencies and various vendors.
• Plan, organize, coordinate and direct the development, maintenance and operation of
recreation buildings and facilities.
• Plan, organize, coordinate and direct the planning, staffing and operation of support staff
personnel who deal with the public, provide clerical support to program staff, collect and
handle program fees and other revenues, and other office operations.
• Select, train, supervise, motivate and evaluate assigned recreation staff, provide or
coordinate staff training; work with employees to correct deficiencies, implement
discipline and termination procedures.
• Survey City recreation and other facilities and identify infrastructure concerns.
• Develop and assist in the administration of recreation capital improvements.
• Assist in the preparation and administration of improvement projects.
• Perform on -site supervision of recreation facility construction and repair projects.
• Manage Recreation Division's motor vehicles and other major equipment.
• Supervise the development and production of the City's Recreation Activities Guide and
other promotional materials prepared for public dissemination.
• Supervise Parks & Recreation Department public relations and marketing programs, as
assigned.
• Negotiate and administer contracts for maintenance, custodial services, activities
instruction, sports officials and other related programs.
RECREATION MANAGER
Pagel of 3
• Prepare reports, provide staff support, and/or attend meetings for the Parks & Recreation
Director, City Manager, City Boards and Commissions, and community groups as
required.
• Provide support, advice and facilities for various cosponsored community groups and other
public and private recreation, cultural, athletic, social, human service and education
agencies.
• Meet with citizens to discuss City recreation and other programs and facilities.
• Receive and resolve citizen complaints.
• Establish and maintain effective working relationships with those contacted in the course
of work.
• May be assigned to act as Director of Parks & Recreation in the Director's absence.
KNOWLEDGE/ABILITIES/SKILLS: (The following are representative sample of the KAS's
necessary to perform essential duties of the position)
Knowledge of: Theories, techniques and methods for planning, implementing and maintaining a
variety of recreation, cultural, social and human service activities, through community programs;
marketing and promotion techniques to insure community -wide knowledge of City and other
community group services and to maintain revenue streams necessary to maintain City programs;
principles of parks and recreation facility planning, development, operation and maintenance;
pertinent laws, codes and safety orders covering recreation and related programs and work.
Principles and techniques of organization, supervision and training, budgeting and budget control,
personnel management, record keeping procedures, safe work practices, report preparation and
contract preparation and administration; methods to establish and maintain cooperative working
relationships with subordinate employees, other City staff, community groups and members of the
general public.
Ability to: Analyze and take action to meet the needs of the community for recreational, cultural,
athletic, social and human service facilities, programs and activities. Recruit, train, plan, assign,
direct and evaluate the activities of program supervisors and coordinators, support staff,
maintenance and custodial staff, and part time program leaders, contractors and others. Monitor
new programs and facility operation procedures and techniques; analyze new trends and ideas in
the field of public recreation and community services; and implement, as appropriate, to better
serve the residents of the community. Analyze situations accurately and adopt an effective course
of action; follow oral and written directions; keep accurate records and prepare clear and concise
oral and written reports, Establish and maintain cooperative working relationships with municipal
officials, subordinate employees and the general public; administer Memoranda of Understanding.
QUALIFICATIONS: (The following are minimal qualifications necessary for entry into the
classification.)
Education/Experience: Sufficient education to satisfactorily perform the duties of the
classification. A typical qualifying education would be the equivalent of a four year college degree
in recreation, public administration or a related field. Four years of increasingly responsible
administrative and supervisory experience in recreation, cultural, athletic, social, and/or human
service programs and activities.
License: Possession of a Class C California Driver's License.
PHYSICAL, MENTAL AND ENVIRONMENTAL WORKING CONDITIONS:
Ability to remain calm when dealing with conflict; deal courteously and effectively with the general
public; use independent judgment and initiative.
RECREATION MANAGER
Page 2 of 3
Must possess mobility to work in a standard office setting and to use standard office equipment,
including a computer, and to attend meetings at various sites within and away ftom the City, and
have availability to work off -hours shifts or events as required; strength to lift and carry materials
weighing to 40 lbs.; ability to sit, stand and walk for long periods of time daily; mobility to lead
groups in activities involving steep or rough terrain; ability to work outdoors in a variety of weather
and temperature conditions; vision to read printed materials and a computer screen; and hearing
and speech to communicate in person and over the phone.
B711
RECREATION MANAGER
BAMM
EXEMPT
MARCH 2O20
RECREATION MANAGER
Page 3 of 3
NG4 STAFF REPORT AGENDA NO: 8d
MEETING DATE: June 15, 2020
To: Honorable Mayor and City Council
Date: June 15, 2020
From: Syed Murtuza, Director of Public Works — (650) 558-7230
Subject: Adoption of a Resolution Approving the Tentative and Final Subdivision
Map (PM 20-04), Subdivision of Lot 2-A, Block 3, Map of Town of
Burlingame No. 1 Subdivision at 21 Park Road
RECOMMENDATION
Staff recommends that the City Council adopt the attached resolution approving the Tentative and
Final Subdivision Map (PM 20-04) for subdivision of Lot 2-A, Block 3, Map of Town of Burlingame
No. 1 Subdivision, subject to the following conditions:
1. All frontage sidewalks, driveways, storm drain inlet, and curb and gutter within in the public -
right -of -way shall be replaced with new improvements.
2. The final condominium map shall comply with all the conditions of approval associated with
the condominium permit.
3. All property corners shall be set in the field and be shown on the map.
4. The conditions, covenants, and restrictions for the condominium map shall be in a form
acceptable to the City Attorney and shall conform to all approved conditions and City codes.
5. The developer is required to underground all utilities that service the project.
6. The developer is also required to obtain a Caltrans permit to repair the rear sidewalk fronting
El Camino Real.
BACKGROUND
The project consists of construction of a three-story, seven -unit condominium building at 21 Park
Road. On May 29, 2018, the Planning Commission reviewed and approved the Tentative
Subdivision Map. Staff has reviewed the map and recommends its approval subject to the above
conditions.
Exhibits:
Resolution
1
Approval of Tentative and Final Subdivision Map (PM 20-04) at 21 Park Road June 15, 2020
• Final Subdivision Map
• May 29, 2018 Planning Commission Minutes
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME APPROVING THE
TENTATIVE AND FINAL SUBDIVISION MAP (PM 20-04), SUBDIVISION OF LOT 2-A,
BLOCK 3, MAP OF TOWN OF BURLINGAME NO. 1 SUBDIVISION
AT 21 PARK ROAD
The City Council of the City of Burlingame resolves as follows:
WHEREAS, City staff recommends City Council approve the subdivision map with the
following conditions:
1. All frontage sidewalks, driveways, storm drain inlet, and curb and gutter within in the
public -right-of-way shall be replaced with new improvements.
2. The final condominium map shall comply with all the conditions of approval associated
with the condominium permit.
3. All property corners shall be set in the field and be shown on the map.
4. The conditions, covenants, and restrictions for the condominium map shall be in a
form acceptable to the City Attorney and shall conform to all approved conditions and
City codes.
5. The developer is required to underground all utilities that service the project.
6. The developer is also required to obtain a Caltrans permit to repair the rear sidewalk
fronting El Camino Real.
NOW, THEREFORE BE IT RESOLVED, DETERMINED AND ORDERED BY THE
COUNCIL, AS FOLLOWS:
The Final Subdivision Map (PM 20-04) with the conditions described above is
approved.
2. Staff is directed to verify that all conditions of approval are met and arrange for the
recording of the Tentative and Final Subdivision Map.
Emily Beach, 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 15tth day
of June, 2020, and was adopted thereafter by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
Meaghan Hassel -Shearer, City Clerk
OWNER'S STATEMENT BENEFICIARY'S ACKNOWLEDGEMENT SURVEYOR'S STATEMENT
WE HEREBY STATE THAT WE ARE THE OWNERS OF OR HAVE SOME RIGHT, TITLE, OR
INTEREST IN AND TO THE REAL PROPERTY INCLUDED WITHIN THE SUBDIVISION SHOWN
UPON THE HEREIN MAP; THAT WE ARE THE ONLY PERSONS WHOSE CONSENT IS
NECESSARY TO PASS A CLEAR TITLE TO SAID REAL PROPERTY; AND THAT WE CONSENT
TO THE PREPARATION AND RECORDATION OF SAID MAP AND SUBDIVISION.
THE REAL PROPERTY DESCRIBED BELOW IS DEDICATED AS AN EASEMENT FOR PUBLIC
PURPOSES:
— A PUBLIC UTILITY EASEMENT AS SHOWN ON SHEET 2.
AS OWNERS:
21 PARK RD LLC, A CALIFORNIA LIMITED LIABILITY COMPANY
C�
NAME PRINTED:
AS BENEFICIARY:
BANK OF THE ORIENT
NAME PRINTED:
OWNER'S ACKNOWLEDGEMENT
A NOTARY PUBLIC OR OTHER OFFICER COMPLETING THIS CERTIFICATE VERIFIES ONLY THE
IDENTITY OF THE INDIVIDUAL WHO SIGNED THE DOCUMENT TO WHICH THIS CERTIFICATE IS
ATTACHED, AND NOT THE TRUTHFULNESS, ACCURACY, OR VALIDITY OF THAT DOCUMENT.
STATE OF CALIFORNIA
COUNTY OF
Cell
BEFORE ME,
A NOTARY PUBLIC, PERSONALLY APPEARED
WHO PROVED TO ME ON THE BASIS OF SATISFACTORY EVIDENCE TO BE THE PERSON(S)
WHOSE NAME(S) IS/ARE SUBSCRIBED TO THE WITHIN INSTRUMENT AND ACKNOWLEDGED
TITLE: ----------------------- TO ME THAT HE/SHE/THEY EXECUTED THE SAME IN HIS/HER/THEIR AUTHORIZED
CAPACITY(IES), AND BY HIS/HER/THEIR SIGNATURES) ON THE INSTRUMENT THE PERSON(S),
OR THE ENTITY UPON BEHALF OF WHICH THE PERSON(S) ACTED, EXECUTED THE INSTRUMENT.
TI TLE:
A NOTARY PUBLIC OR OTHER OFFICER COMPLETING THIS CERTIFICATE VERIFIES ONLY THE
IDENTITY OF THE INDIVIDUAL WHO SIGNED THE DOCUMENT TO WHICH THIS CERTIFICATE IS
ATTACHED, AND NOT THE TRUTHFULNESS, ACCURACY, OR VALIDITY OF THAT DOCUMENT.
STATE OF CALIFORNIA
COUNTY OF
ON
BEFORE ME,
A NOTARY PUBLIC, PERSONALLY APPEARED
WHO PROVED TO ME ON THE BASIS OF SATISFACTORY EVIDENCE TO BE THE PERSON(S)
WHOSE NAME(S) IS/ARE SUBSCRIBED TO THE WITHIN INSTRUMENT AND ACKNOWLEDGED
TO ME THAT HE/SHE/THEY EXECUTED THE SAME IN HIS/HER/THEIR AUTHORIZED
CAPACITY(IES), AND BY HIS/HER/THEIR SIGNATURE(S) ON THE INSTRUMENT THE PERSON(S),
OR THE ENTITY UPON BEHALF OF WHICH THE PERSON(S) ACTED, EXECUTED THE INSTRUMENT.
I CERTIFY UNDER PENALTY OF PERJURY UNDER THE LAWS OF THE STATE OF CALIFORNIA
THAT THE FOREGOING PARAGRAPH IS TRUE AND CORRECT.
WITNESS MY HAND:
SIGNATURE
NAME (TYPED OR PRINTED), NOTARY PUBLIC IN AND FOR
SAID COUNTY AND STATE.
PRINCIPAL COUNTY OF BUSINESS:
COMMISSION EXPIRES:
COMMISSION # OF NOTARY:
JOB #4352-16
I CERTIFY UNDER PENALTY OF PERJURY UNDER THE LAWS OF THE STATE OF CALIFORNIA
THAT THE FOREGOING PARAGRAPH IS TRUE AND CORRECT.
WITNESS MY HAND:
SIGNATURE
NAME (TYPED OR PRINTED), NOTARY PUBLIC IN AND FOR
SAID COUNTY AND STATE.
PRINCIPAL COUNTY OF BUSINESS:
COMMISSION EXPIRES:
COMMISSION # OF NOTARY:
SOILS REPORT STATEMENT
A SOILS REPORT FOR THIS SUBDIVISION WAS PREPARED BY SILICON VALLEY SOIL
ENGINEERING, DATED APRIL 30, 2013. A COPY OF THE REPORT IS ON FILE WITH THE
CITY OF BURLINGAME BUILDING DEPARTMENT.
CITY CLERK'S STATEMENT
I, MEAGHAN HASSEL—SHEARER, CLERK OF THE CITY OF BURLINGAME, STATE OF
CALIFORNIA, HEREBY STATE THAT THE CITY COUNCIL OF SAID CITY APPROVED
THE WITHIN MAP ON ----------- AND DID ACCEPT ON BEHALF OF THE
PUBLIC, THE PUBLIC UTILITY EASEMENT (P.U.E.) OFFERED FOR DEDICATION FOR
PUBLIC USE IN CONFORMITY WITH THE TERMS OF THE OFFER OF DEDICATION.
DATED:
MEAGHAN HASSEL—SHEARER
CITY CLERK
CITY OF BURLINGAME, CALIFORNIA
COUNTY RECORDER'S STATEMENT
FILED FOR RECORD THIS DAY OF
2020, AT
----- M. IN VOLUME ---------- OF SUBDIVISION MAPS AT PAGES
AT THE REQUEST OF FIRST AMERICAN TITLE COMPANY.
FILE N0.----------- FEE ------------
THIS MAP WAS PREPARED BY ME OR UNDER MY DIRECTION AND IS BASED UPON A
FIELD SURVEY IN CONFORMANCE WITH THE REQUIREMENTS OF THE SUBDIVISION MAP
ACT AND LOCAL ORDINANCE AT THE REQUEST OF 21 PARK RD LLC ON NOVEMBER 13,
2019. I HEREBY STATE THAT ALL THE MONUMENTS SHOWN HEREON ARE OF THE
CHARACTER AND OCCUPY THE POSITIONS INDICATED, OR WILL BE SET IN SUCH
POSITION ON OR BEFORE DECEMBER 31, 2021, AND ARE OR WILL BE SUFFICIENT TO
ENABLE THE SURVEY TO BE RETRACED; AND THAT THIS FINAL MAP SUBSTANTIALLY
CONFORMS TO THE CONDITIONALLY APPROVED TENTATIVE MAP.
DATED:
DANIEL G. MACLEOD, L.S. #5304
CITY SURVEYOR'S STATEMENT
I HAVE EXAMINED THIS MAP ON BEHALF OF THE CITY OF BURLINGAME AND I AM
SATISFIED THAT IT IS TECHNICALLY CORRECT.
DATED:
FREDERICK T. SEHER, L.S. 6216
ACTING CITY SURVEYOR, CITY OF BURLINGAME
COR� CK TND SG
E SFyF!'G�o
No. 6216
TF OF CA0�R�\
CITY ENGINEER'S STATEMENT
I HEREBY STATE THAT I HAVE EXAMINED THIS MAP; THAT THE SUBDIVISION AS
SHOWN IS SUBSTANTIALLY THE SAME AS IT APPEARED ON THE TENTATIVE MAP, AND
ANY APPROVED ALTERATIONS THEREOF; THAT ALL PROVISIONS OF THE CALIFORNIA
SUBDIVISION MAP ACT AND LOCAL ORDINANCES APPLICABLE AT THE TIME OF THE
APPROVAL OF THE TENTATIVE MAP HAVE BEEN COMPLIED WITH. APPROVAL WAS
RECOMMENDED BY THE PLANNING COMMISSION ON
DATED:
ART MORIMOTO R.C.E. #42634
ASSISTANT DIRECTOR OF PUBLIC WORKS
21 PARK ROAD
A SUBDIVISION FOR A 7-UNIT CONDOMINIUM PROJECT
BEING A SUBDIVISION OF THE LANDS OF 21 PARK RD LLC AS DESCRIBED IN
DOC. NO. 2015-049084; BEING ALL OF LOT 2A, BLOCK 3, AS SHOWN ON THE
MAP ENTITLED "SUPPLEMENTARY MAP NO. 1 TO SUPPLEMENTARY MAP NO. 1 OF
TOWN OF BURLINGAME", FILED JANUARY 20, 1906, IN BOOK C OF MAPS AT
PAGE 21, AND COPIED INTO BOOK 4 OF MAPS AT PAGE 6, IN THE OFFICE OF
THE RECORDER OF SAN MATEO COUNTY, STATE OF CALIFORNIA.
BURLINGAME SAN MATEO COUNTY CALIFORNIA
---------------------------------------------------
MAY 2020
HacLIE(015 &IN10 &330CUTES
MARK CHURCH, COUNTY RECORDER
CIVIL ENGINEERING LAND SURVEYING
965 CENTER STREET SAN CARLOS CA 94070 (650) 593-8580
BY:
DEPUTY
SHEET 1 OF 2
AND 1-1/2" DIA.
WASHER
"LS 7701"
PER 35 LLS 24
HOLE. ASSUMED AS
MAG NAIL & WASHER
"LS 7701 "
PER 35 LLS 24
N 48'29'30" E
50.00'
35 LLS 24
S 48'29'30" W 125.33'
s
SET 3 4" IRON PIPE
WITH PLASTIC PLUG
AND TACK
"LS 5304"
SET 3/4" IRON PIPI
WITH PLASTIC PLUG
AND TACK
"LS 5304"
BAYSWATER AVENUE
(70' - RAW)
FOUND 3/4" IRON
PIPE WITH ROTTED
PLASTIC PLUG
PER 35 LLS 24
N 48'29 30 E 200.00
- - --------------------------------------
N 48'29'30" E 70.00'
S 48'29'30" W 125.00'
3
0
0
ip 0
z
97 MAPS 1
S 48'29'30" W 191.67'
LOT 1
8,850 S.F.
J
N 48'29'30" E 162.34' (162.33')(1)
DOC. NO. 2019-016005
SET 3/4"
WITH PLAS
AND TACK
"LS 5304"
o
0
2.10' FOUND 3/4" IRON
PIPE, OPEN
PER 35 LLS 24
0.48'
00
00
� l
iz
0.03'
0 0.07
0 w
8.00' N 0 0
po
0 0
0 O to
Lo Lo
N
8.00 P.U.E.
FIC PLUG
0
w
0
0
ItI
U)I
FOUND 3/4" IRON
PIPE WITH PLASTIC
PLUG, BRASS TAG,
AND PIN "LS 391,
PER 35 LLS 24
OPEN. ASSUMED TO
BE PER 35 LLS 24 &
18 LLS 66
GRAPHIC SCALE
30 0 15 30 60 120
( IN FEET )
1 inch = 30 ft.
BASIS OF BEARINGS:
THE BEARING NORTH 41°30'30" WEST TAKEN ON THE SOUTHWESTERLY LINE
OF PARK ROAD AS SHOWN ON THAT RECORD OF SURVEY FILED IN VOLUME
35 OF LLS MAPS AT PAGE 24, SAN MATEO COUNTY RECORDS, WAS USED
AS THE BASIS OF BEARINGS SHOWN ON THIS MAP.
y:.
LEGEND:
18 LLS 66
P.U.E.
DISTINCTIVE BORDER
PUBLIC UTILITY EASEMENT
RECORD DATA PER 4 MAPS 6
21 PARK ROAD
A SUBDIVISION FOR A 7-UNIT CONDOMINIUM PROJECT
BEING A SUBDIVISION OF THE LANDS OF 21 PARK RD LLC AS DESCRIBED IN
DOC. NO. 2015-049084; BEING ALL OF LOT 2A, BLOCK 3, AS SHOWN ON THE
MAP ENTITLED "SUPPLEMENTARY MAP NO. 1 TO SUPPLEMENTARY MAP NO. 1 OF
TOWN OF BURLINGAME", FILED JANUARY 20, 1906, IN BOOK C OF MAPS AT
PAGE 21, AND COPIED INTO BOOK 4 OF MAPS AT PAGE 6, IN THE OFFICE OF
THE RECORDER OF SAN MATEO COUNTY, STATE OF CALIFORNIA.
BURLINGAME SAN MATEO COUNTY CALIFORNIA
SCALE: 1" = 30' MAY 2020
HacLIEDo G.HID aSOCCocaTES
CIVIL ENGINEERING • LAND SURVEYING
965 CENTER STREET SAN CARLOS CA 94070 (650) 593-8580
JOB # 4352-16
SHEET 2 OF 2
CITY
ryc�l 11
o�
- 9
RPORATE
Tuesday, May 29, 2018
1. CALL TO ORDER
City of Burlingame
Meeting Minutes
Planning Commission
7:00 PM
BURLINGAME CITY HALL
501 PRIMROSE ROAD
BURLINGAME, CA 94010
Council Chambers
The meeting was called to order at 7:00 p.m. Staff in attendance: Planning Manager Kevin Gardiner,
Senior Planner Ruben Hurin, and City Attorney Kathleen Kane.
2. ROLL CALL
Present 7 - Sargent, Loftis, Kelly, Comaroto, Gaul, Terrones, and Tse
3. APPROVAL OF MINUTES
There were no minutes to approve.
4. APPROVAL OF AGENDA
There were no changes to the agenda.
5. PUBLIC COMMENTS, NON -AGENDA
There were no Public Comments.
6. STUDY ITEMS
There were no Study Items.
7. CONSENT CALENDAR
A motion was made by Commissioner Kelly, seconded by Commissioner Terrones, to approve
the Consent Calendar. The motion passed by the following vote:
Aye: 7 - Sargent, Loftis, Kelly, Comaroto, Gaul, Terrones, and Tse
a. 25 Arundel Road, zoned R-1 - Application for a One -Year Permit Extension for a
previously approved application for Design Review for a first and second story addition to
an existing split-level house. This project is categorically exempt from review pursuant to
the California Environmental Quality Act (CEQA), per Section 15301 (e)(1). (Robert
Wehmeyer, Wehmeyer Design, applicant and designer; Channing and Carrie Chen,
property owners) (127 noticed) Staff Contact: Catherine Keylon
Attachments: 25 Arundel Rd - Staff Report
25 Arundel Rd - Attachments
25 Arundel Rd - Notice and Aerial Photo
City of Burlingame Page 1 Printed on 711312018
Planning Commission Meeting Minutes May 29, 2018
b. 1125 Jackling Drive, zoned R-1 - Application for Design Review for a first and second
story addition to an existing single family dwelling. This project is categorically exempt
from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines
Section 15301 (e)(1). (James Neubert, applicant and architect; Michael Stein, property
owner) (64 noticed) Staff Contact: Erika Lewit
Attachments: Staff Report
1125 Jackling Rd - Attachments
1125 Jacklina Rd - Plans - 05.29.18
8. REGULAR ACTION ITEMS
a. 709 Plymouth Way, zoned R-1 - Application for Design
addition to an existing single family dwelling with an
categorically exempt from the California Environmental
CEQA Guidelines Section 15301 (e)(1). (Jesse
applicant; Ibrahim and Maha Kaileh, property owners)
Lewit
Attachments: Staff Report
709 Plymouth Way -Attachments
709 Plymouth Way - Plans - 05.29.18
Review for first and second story
attached garage. This project is
Quality Act (CEQA) pursuant to
Guerse, designer; Luai Kaileh,
(135 noticed) Staff Contact: Erika
All Commissioners had visited the project site. There were no ex-parte communications to report.
Planning Manager Gardiner provided an overview of the staff report.
There were no questions of staff.
Chair Gaul opened the public hearing.
Jesse Geurse, Geurse Conceptual Design, represented the applicant.
Commission Questions/Comments:
> None.
Public Comments:
There were no public comments.
Chair Gaul closed the public hearing.
Commission Discussion:
> Appreciates the revisions.
> Has tweaked the size of the decks. Is more comfortable with the revisions.
> Appreciates having the sizes of the second floor balconies reduced.
Commissioner Sargent made a motion, seconded by Commissioner Comaroto, to approve the
Action Item. The motion carried by the following vote:
City of Burlingame Page 2 Printed on 711312018
Planning Commission Meeting Minutes May 29, 2018
Aye: 7 - Sargent, Loftis, Kelly, Comaroto, Gaul, Terrones, and Tse
b. 21 Park Road, zoned BMU - Application for Design Review, Condominium Permit and
Tentative Condominium Map for a new 3-story, 7-unit residential condominium building.
The project is Categorically Exempt from review pursuant to the California Environmental
Quality Act (CEQA), per Section 15332 of the CEQA Guidelines. (Levy Design Partners,
applicant and architect; GGH Investment LLC, property owner) (167 noticed) Staff
Contact: Ruben Hurin
Attachments: 21 Park Rd - Staff Report
21 Park Rd - Attachments
21 Park Rd - Plans - 05.29.18
All Commissioners had visited the project site. Commissioner Comaroto reported ex parte communication
with the applicant.
Senior Planner Hurin provided an overview of the staff report.
There were no questions of staff.
Chair Gaul opened the public hearing.
Brian Yang, Levy Design Partners, represented the applicant.
Commission Questions/Comments:
> Will the trees be planted on neighbors' property and they would be responsible for upkeep of hedges?
(Yang: The neighbors will be responsible for the upkeep. The project is responsible for the installation.)
Public Comments:
There were no public comments.
Chair Gaul closed the public hearing.
Commission Discussion:
> Project has been reviewed several times, in several iterations.
> Project has been massaged with additional details that are satisfactory, and addresses the points in
the design guidelines.
> The detailed revisions are an improvement.
> The fencing adds a bit of greenery.
> Wood on balconies give more articulation, softens the facade.
> Condominium permit is in compliance with the General Plan, is compatible with the neighborhood with
six additional units (seven total) in a neighborhood comprised of multiunit housing.
> Did a nice job working with neighbors on the evergreens.
> Has come along way since it was first submitted several years ago.
> Not trying to force too many units onto a site that is not capable of handling it. It's a good addition to
the neighborhood and fits in well.
Commissioner Sargent made a motion, seconded by Commissioner Loftis, to approve the Action
Item. The motion carried by the following vote:
City of Burlingame Page 3 Printed on 711312018
Planning Commission Meeting Minutes May 29, 2018
Aye: 7 - Sargent, Loftis, Kelly, Comaroto, Gaul, Terrones, and Tse
C. 556 El Camino Real, zoned R-3 - Application for Environmental Review, Condominium
Permit, Design Review, and Conditional Use Permit for building height for a new
five -story, 21-unit residential condominium with below -grade parking (VMK Design
Group, designer; Roman Knop, property owner) (950 noticed) Staff Contact: Kevin
Gardiner
Attachments: 556 El Camino Real - Staff Report
556 El Camino Real - Attachments
556 El Camino Real - Plans - 05.29.18
556 El Camino Real - 2nd Revised Initial Studv Mav 2018
556 El Camino Real - Revised Initial Studv Aooendix D Geotechnical
Investigation
556 El Camino Real - Revised Initial Study Appendix E Traffic Queuing
Analyses
556 El Camino Real - Appendix A Shade and Shadow Analysis
556 El Camino Real - Appendix B Construction Health Risk
Assessment
556 El Camino Real - Appendix C Tree Survey
All Commissioners had visited the project site. There were no ex-parte communications to report.
Planning Manager Gardiner provided an overview of the staff report.
Questions of staff:
> The traffic study provides analysis of potential operational impacts. Would potential impacts on traffic
from construction also be evaluated? (Gardiner. The traffic analysis that has been prepared focuses on
the potential queueing that would be associated with the parking mechanism. Otherwise the relatively
small size of the project would only warrant a simple trip generation estimate, rather than a full traffic
impact analysis. Construction traffic is not typically studied given it is a temporary situation and the project
is relatively small.)
> Have the vehicle charging stations provided any credits against other project requirements? (Gardiner:
No.)
Chair Gaul opened the public hearing.
Jane Knop, Roman Knop, designer Vadim Melik-Karamov, and Mike Brinck of Citylift represented the
applicant.
Commission Questions/Comments:
> Is there a contractor on board? (Jane Knop: We are general contractors. Have worked on projects in
Belmont and San Carlos with significant excavation within the last 1 1/2 years.)
> Are the trucks 18 cubic yards or 10 cubic yards? (Roman Knop: 18 cubic yards.)
> How long will the excavation take? Caltrans does not allow lane closures before 9 am or after 3 pm.
(Roman Knop: Estimates 15 working days, 6 hours per day.)
> Where are the three queuing spaces for the garage located? (Jane Knop: There is space for three
cars on the ramp.)
> What does the 90-second duration for parking refer to? (Mike Brinck, Citylift: One car pulls into the
City of Burlingame Page 4 Printed on 711312018
Planning Commission Meeting Minutes May 29, 2018
loading bay and three cars can queue behind it. The loading bay is similar to a residential garage, 24-feet
wide by 20-feet deep. The user parks their vehicle, they leave their vehicle and the loading bay, the garage
door closes, and the lift takes the car and parks it on one of the three levels. The 90 seconds is an
average; there are 11 cars on the first level, which will have faster retrieval times. Assumes time for people
to get out of their cars and unload their cars.)
> Where could a guest stop to pick someone up? (Jane Knop: There are two spaces next to the
driveway designated for short-term parking.)
> Is one of those two spaces for charging an electric car? (Jane Knop: The system allows for electrical
charging throughout the system. There does not need to be a separate space in front for charging.)
> Concern with how people will use the circular drive and possibly block traffic on El Camino Real. (Jane
Knop: There are already 14 units on site, and the incremental increase in trips is only 3 trips in the peak
hour. The existing building has a similar circular driveway with one lane in and one lane out, and there have
not been problems.)
> The Hexagon peer review suggested switching the direction of the driveway to provide more room for
queuing. Has that been considered? (Melik-Karamov: Had this design in the past, only concern from
the traffic study was the turning radius being too big to get into the driveway.)(Jane Knop: Also makes it
more difficult to access the visitor spaces.)
> How were the driveway widths determined? (Melik-Karamov: 10 feet for each car.) Has the Caltrans
design manual for driveways on state highways been consulted? Recollection with Caltrans is there are
minimum and maximum widths. Concern the maximum is 14 feet, but the proposal shows wider widths.
Concerned with how the queuing and ingress/egress to the site would be impacted if Caltrans
requires narrower driveways. (Jane Knop: Each driveway is one-way. Has had multiple conversations with
Caltrans. Caltrans engineers have reviewed this design and indicated it will be acceptable. However Caltrans
will not provide sign -off until the environmental review has been approved.)
> Has the basement size been reduced? (Gardiner: The reference in the staff report is that the garage
has been shifted away from the property lines, not reduced.)(Melik-Karamov: The garage has been moved
10'-8".)
> Groundwater has been encountered at depths of 5 feet. However the Downtown Specific Plan does not
allow dewatering. Is the geotechnical engineer confident this can be achieved? (H. Allen Gruen,
Geotechnical Engineer: Yes.)(Jane Knop: 30 feet is only in one small portion where the system goes
down. Most of the garage is only 20 feet.)
> Some of the buildings behind on Almer have subterranean garages only down 10 feet and they
constantly pump water. Concern with water in the garage. (Jane Knop: This project is later than those
buildings and using different techniques that are capable of dealing with the drainage. This is not the first
project in Burlingame that would be doing this.)
> How is the water being removed from the garage? (Jane Knop: There is waterproofing for the project.
The intent is not to have water going into the garage. For stormwater, there will be underground tanks to
retain water to take out to El Camino Real at speeds specified by Caltrans.)(Roman Knop: Has a letter
from Caltrans providing approval of the drainage.)
Public Comments:
John Weiner: Lives behind the building. A lot of people are concerned with the project. Concern with
process of building it. Concern with the water table. Does not matter with the technology, there will be
entropy and can't guarantee that water will be able to be kept out over the lifespan of the building. Lives in
a building where the first level only goes down 10 feet but has water coming in through the walls. Building
a 30-foot swimming pool is a concern. Letter submitted mentions additional new units, but it is 14 rental
units being displaced by 21 high value condos. One electric car charging outlet will not be sufficient.
Bobbi Benson, 550 El Camino Real: Big decks jutting out 10 feet from the south side of the building.
Health risks from toxic pollution and dust, 30 feet down along the property line, 10 feet from the condo
building. A hole large enough to put the 3-story condo building in. Experimental project will effect traffic.
Needs a permit to park on Floribunda Avenue, nowhere for guests to park. Peak 15 minute period with 6
or 10 cars arriving during peak hour, while other people come home. 12 units at 550 El Camino Real has
City of Burlingame Page 5 Printed on 711312018
Planning Commission Meeting Minutes May 29, 2018
17 working people come home every day in rush hour traffic. Can't block the sidewalk. Parking system is
better suited to a hotel or office building, too ambitious and experimental for El Camino Real.
Property manager from building next door at 1545 Floribunda Avenue: 5-foot deep garage floods.
Geotechnical report was prepared during the drought. Huge redwood tree 8 feet from the property line, root
systems shallow but extend out, doesn't see how the tree would survive if the roots are cut off. There are
no buildings higher than 35 feet on the block. Concern with shadow impacts. Solar system on the roof,
had expected zoning would protect it from being ruined. Project is too ambitious.
Chair Gaul closed the public hearing.
Commission Discussion:
> Are the construction impacts on traffic evaluated as part of the environmental review? (Will Burns,
David J. Powers and Associates, environmental review consultant for the City: In terms of traffic the
assumption is excavation would avoid peak hours.)(Kane: Caltrans has restrictions on when lanes can be
blocked. The Building Division reviews a construction management plan as part of the review of the
building permit application.)
> Are the construction logistics something the Planning Commission should not be concerned with?
(Gardiner: Construction logistics are evaluated as part of the building permit application review.)
> Should the environmental review have considered traffic impacts from construction? (Burns: It is
considered a temporary impact. The environmental review considers long-term operational issues.)
> Can the environmental review be asked to consider construction traffic? (Gardiner: The environmental
document has already been revised twice. These issues had not been brought up at the scoping session
or in subsequent reviews of the documents.)(Kane: If this is something that needs to be addressed it is a
City and Caltrans issue, not a project issue. The environmental review has considered the impacts on air
quality from construction, but when the scope of the study was established there were not instructions to
evaluate construction traffic impacts. If the commission deems the environmental review inadequate it can
deem it so.)
> Project has been coming before the commission for several years. It has made incredible changes
since it was first submitted.
> Design review has made strides. Condominium permit is acceptable.
> Hard to support the Conditional Use Permit in finding the proposed use will not be detrimental to the
neighborhood. The additional height allows additional units, which puts pressure on the design to
accommodate the units. In particular the parking system, circulation, and queuing will effect
the neighborhood. Cannot make the findings for the Conditional Use Permit.
> Environmental review is acceptable in the analysis applicable to a CEQA document. Can accept the
Initial Study/Mitigated Negative Declaration from a technical standpoint. There are not impacts that rise to
the level of a significance under CEQA.
> The condominium will have 21 individual owners who would expect the vetting for the project was
sound.
> Intense project with very little room for error. Parking is not allowed on El Camino Real, and there is no
backup plan if the cars cannot queue on the ramp and within the property. Cannot make the finding that
the proposed use at the proposed location will not be detrimental or injurious to properties or
improvements in the vicinity.
> Does not think the building is a bad building in terms of design review. Would have liked to see the
decks enclosed.
> Concern El Camino Real is already congested.
> Concerned with the groundwater with the subterranean garage. Concern a subterranean garage with a
sloped ramp will not be able to dispel rainwater.
> Shadowing does not seem fair to the other buildings in the neighborhood.
> Project fits well on El Camino Real in terms of design.
> Condominium permit findings refer to "sound community planning." Tenuous in that everything relies
on the garage being functional. If the garage goes out, the project is no longer compliant with the parking
City of Burlingame Page 6 Printed on 711312018
Planning Commission Meeting Minutes May 29, 2018
requirements for the city. Cannot support placing a complex mechanical system in a bathtub, and
consider that to be sound community planning. Does not know where the cars would go if the garage fails,
since parking is not allowed on the street.
> The height is OK. El Camino Real needs some 5-story buildings.
> Appreciates the architectural style of the project, but with reservations in relation to the neighboring
buildings. There is a taller building down the street on El Camino Real, but it is on the corner, not
impacting neighbors as much in the middle of the block. Does not have the trees in front of the building to
provide scale.
> The issue is not the height, it is the number of units. One less floor is only two less units. The issue
is too much of a burden on site, particularly the functionality of the traffic with the potentially risky
technology to solve the parking.
> Number of units not necessarily the problem. The program is the queuing of the cars, the ingress
and egress, and the parking system in a pit.
> It is not the height or number of stories that is an absolute. The issue is a building that relies on
certain given systems and configurations to function. A 5-story project with a level of parking in the rear
with a conventional basement and stackers could be a different issue.
> Problem is not the height and design, it is the parking structure. Could consider parking reconfigured
with podium parking or parking in the back.
> Not opposed to the project in the height and design, but has problem with the parking system. Does
not seem like it will work, will put impacts on the residents.
> The concerns with the parking system are beyond a few tweaks, hence the motion for Denial With
Prejudice.
Commissioner Sargent made a motion, seconded by Commissioner Kelly, to deny the
application with prejudice. The motion carried by the following vote:
Aye: 6 - Sargent, Kelly, Comaroto, Gaul, Terrones, and Tse
Nay: 1 - Loftis
d. 1818 Gilbreth Road, zoned IB - Application for a Parking Variance
existing office building. This project is categorically exempt
Environmental Quality Act (CEQA) pursuant to CEQA Guidelines
(Carol Chou, Ingenious Learning, applicant; George and Jenny
owners) (38 noticed) Staff Contact: Erika Lewit
Attachments: 1818 Gilbreth Rd - Attachments 1
1818 Gilbreth Rd - Attachments 2
1818 Gilbreth Rd - Attachments 3
1818 Gilbreth Rd.sr
for a class use in an
from the California
Section 15303 Class I.
Chang Trust, property
All Commissioners had visited the project site. There were no ex-parte communications to report.
Senior Planner Hurin provided an overview of the staff report.
Questions of staff:
> Can the variance be conditioned to this specific operation for child -age learning classes? (Hurin: Can
be conditioned to a specific to a type of use.)(Kane: Should stay within the use category unless there is a
particular reason for distinction.)
> Premise for this variance is that the students will not be driving, they will be dropped off. (Kane: Can
be stated as for school -aged children or other participants who do not drive themselves to the facility.)
Chair Gaul opened the public hearing.
City of Burlingame Page 7 Printed on 711312018
Planning Commission Meeting Minutes May 29, 2018
Carol Chou, Intelligent Learning School, represented the applicant.
Commission Questions/Comments:
> In the summer program that goes from 9-5, do the students go all day or just come for parts of the
day? (Chou: Depends. They have the flexibility.) Do they study all day or do the get breaks? (Chou: Yes,
but not outside. There will be a field trip once a week outside the building.)
> What is average amount of time a typical parent spends waiting to pick up their student? (Chou: Most
are quick, just pickup and go. Only stay if there is something to discuss with the teacher. Typically just a
couple of minutes, in and out.)
Public Comments:
There were no public comments.
Chair Gaul closed the public hearing.
Commission Discussion:
> Good community resource to have after -school and summer programs.
> Likes that the number of students has been decreased. The parking and queueing can work in this
area.
> Doesn't see an issue with the parking variance. Application is supportable.
> Parking study is pragmatic and compelling based on the fact that the students don't drive, are not of
driving age.
> Doesn't like the trend of businesses asking for forgiveness rather than permission but the application
has come to a good common ground.
> Has a problem with premise of starting with a building that is substandard with parking now, then
further intensifying the use. Could become a problem with a change of mix of tenants in the building.
> Symbiotic relationship with the other businesses and does not intensify the site, but specifically and
only if it is school -age users who are not driving to the site. This type of use will not further intensify and
contribute to additional parking demand provided it is this type of use and class.
> In the proposed General Plan Update would this area be rezoned for different uses, and would there
be an impact? (Gardiner: The proposed General Plan has this area designated "Innovation Industrial"
which would have similar characteristics to existing uses.)
Commissioner Terrones made a motion, seconded by Commissioner Loftis, to approve the Action
Item with the following conditions:
> To be occupied by an educational program for school -aged children or other participants
who do not drive themselves to the facility (educational facility).
> Change the reference to the business name in the Conditions of Approval to "educational
facility."
The motion carried by the following vote:
Aye: 6 - Loftis, Kelly, Comaroto, Gaul, Terrones, and Tse
Nay: 1 - Sargent
9. DESIGN REVIEW STUDY
a. 2104 Roosevelt Avenue, zoned R-1 - Application for Design Review for a first and
City of Burlingame Page 8 Printed on 711312018
Planning Commission Meeting Minutes May 29, 2018
second story addition to an existing single family dwelling (J. Deal Associates, Jerry
Deal, applicant and designer; Tom and Katie Eiseman, property owners) (107 noticed)
Staff contact: Catherine Keylon
Attachments: 2104 Roosevelt Ave - Staff Report and Attachments
2104 Roosevelt Ave - Plans - 05.29.18
All Commissioners had visited the project site. There were no ex-parte communications to report.
Planning Manager Gardiner provided an overview of the staff report.
Questions of staff:
> Doesn't anything over 70 square feet count as a bedroom? (Gardiner: It is a combination, both of the
dimensions as well as the direct access to the garage in this instance would not allow it to be considered
a bedroom.)
Chair Gaul opened the public hearing.
Jerry Deal, J. Deal and Associates, represented the applicant.
Commission Questions/Comments:
> Page A7 wood brackets under the second floor do not appear on the side elevation. (Deal: Should be
shown.)
> Square footage is being removed from the front on the second floor. Is there also square footage
being removed in the back adjacent to Bedroom #3? (Deal: Yes. The original floor plan is very complex.)
Public Comments:
There were no public comments.
Chair Gaul closed the public hearing.
Commission Discussion:
> Straightforward, no issues with the design.
Commissioner Kelly made a motion, seconded by Commissioner Sargent, to place the item on
the Consent Calendar. The motion carried by the following vote:
Aye: 7 - Sargent, Loftis, Kelly, Comaroto, Gaul, Terrones, and Tse
b. 209 Channing Road, zoned R-1- Application for Design Review and Special Permit for
building height for a first and second story addition to an existing single-family dwelling.
(Winges Architects, Inc., Jerry Winges, applicant and designer; Truman and Pamela
Wong, property owners) (133) noticed) Staff contact: Sonal Aggarwal
Attachments: 209 Channing Rd - Staff Report
209 Channing Rd - Attachments
209 Channing Road - Plans - 5.29.18
All Commissioners had visited the project site. There were no ex-parte communications to report.
City of Burlingame Page 9 Printed on 711312018
Planning Commission Meeting Minutes May 29, 2018
Senior Planner Hurin provided an overview of the staff report.
There were no questions of staff.
Chair Gaul opened the public hearing.
Jerry Winges represented the applicant.
Commission Questions/Comments:
> Was there consideration of reducing the pitch slightly to meet the height limit without needing to
request a Special Permit for the 9-inch differential? Most houses in the area are single story with low pitch
roofs. (Winges: Had looked at a 7/12 pitch to get below the height limit, but the 8/12 pitch looks better. It
seems like a small portion of the roof and should not be a problem for neighbors. Floor to floor heights
are at the minimum, at 8' 4" on the lower floor and 8 feet on the upper floor, so feels it is compatible with
the design guidelines.)
> Is the existing flat roof structure on the back being retained, just with a mansard roof added?
(Winges: Yes. The portion of the house is in good condition. The mansard has been added to tie it in with
the rest of the house.)
> No access from the second floor to the flat roof in the back from the second floor? (Winges: Just a
small window to access the water heater bumpout. It is not a usable deck.)
Public Comments:
There were no public comments.
Chair Gaul closed the public hearing.
Commission Discussion:
> Good project.
> Transitioning neighborhood, will probably change over time.
> Agrees with the analysis of the special permit. Special permits have been approved in the past to
maintain the integrity of the design. The pitch looks good, and it will have a low impact on the
neighborhood.
Commissioner Sargent made a motion, seconded by Commissioner Loftis, to place the item on
the Consent Calendar. The motion carried by the following vote:
Aye: 7 - Sargent, Loftis, Kelly, Comaroto, Gaul, Terrones, and Tse
C. 1697 Broadway, zoned R-1- Application for Design Review for a new, two-story
single-family dwelling with a detached garage. (Chu Design and Associates, Inc., James
Chu, applicant and designer, Huan Wang, property owner) (109 noticed) Staff contact:
Sonal Aggarwal
Attachments: 1697 Broadway - Staff Report
1697 Broadway - Attachments
1697 Broadway - Plans - 5.29.18
Commissioner Kelly was recused, as he lives within 500 feet of the subject property.
All Commissioners had visited the project site. There were no ex-parte communications to report.
City of Burlingame Page 10 Printed on 711312018
Planning Commission Meeting Minutes May 29, 2018
Planning Manager Gardiner provided an overview of the staff report.
There were no questions of staff.
Chair Gaul opened the public hearing.
James Chu, Chu Design Associates, represented the applicant.
Commission Questions/Comments:
> Why the curved roof over the entry? (Chu: There is a similar curved entry on a house up the street on
Hillside, which the homeowner liked.) It does not seem consistent with the rest of the design. Perhaps
there could be other curves elsewhere in the design.
> Could provide a photo or the address of the other property with the curved roof element. Has seen
other examples where it works.
> Likes the curved element, it is something different.
> The average setback is approximately 16 feet. Why not place the house closer to the street? Would
provide more back yard space, be more consistent with the neighborhood. (Chu: It is a good suggestion.
Will consider it.)
> Have the arborist assess the 18" pine on the corner. Is does not appear to be in good shape. Since it
is being retained, is there anything that can be done to help the tree? (Chu: Yes, will follow up.)
Public Comments:
Neighbor to the left (1601 Broadway): Likes the design, it looks like a lovely house. Inquiring what the
rights of the neighbor is in the process. Best part is the house is the back yard, will be changed with a
two-story house and assumes rules have been adhered to. Has a young child, wants to know what
provisions there are during demolition for dust and debris. (Kane: Leave contact information with staff for
follow-up. Construction -related impacts are handled through the Building Division.)
Chair Gaul closed the public hearing.
Commission Discussion:
> Handsome project.
> Curved porch roof is not a problem. Some eyebrow dormers or other curves might integrate it and help
tie things in better.
> Impacts to neighbor will be modest given house is across the alley, and bulk of massing is shifted to
the corner. The larger garage will be replaced with a smaller garage.
> Staff can provide neighbor with information on controls available during construction.
> Suggest moving the house forward to the block average setback and gain extra yard space.
Commissioner Terrones made a motion, seconded by Commissioner Comaroto, to place the item
on the Consent Calendar. The motion carried by the following vote:
Aye: 6 - Sargent, Loftis, Comaroto, Gaul, Terrones, and Tse
Recused: 1 - Kelly
d. 1104 Clovelly Lane, zoned R-1- Application for Design Review and Special Permit for
attached garage for a new, two-story single family dwelling. (Best Construction, applicant;
Cornelia Haber, designer; Symagny LLC, propert owner) (108 noticed) Staff Contact:
Sonal Aggarwal
City of Burlingame Page 11 Printed on 711312018
Planning Commission Meeting Minutes
Attachments: 1104 Clovelly Ln - Staff Report
1104 Clovelly Ln - Attachments
1104 Clovelly Ln - Plans - 5.29.18
All Commissioners had visited the project site. There were no ex-parte communications to report.
Senior Planner Hurin provided an overview of the staff report.
There were no questions of staff.
Chair Gaul opened the public hearing.
Cornelia Haber represented the applicant.
Commission Questions/Comments:
May 29, 2018
> Is there a strategy for which of the interlocking boxes is wood vs stucco? (Haber: There is not a rule.
The idea is to create a play on the two materials, and emphasize the protruding pieces. A small departure
on the previous designs which are a little more traditional.)
> Sheet A5 has a deck with a tiled parapet cap, with horizontal siding. However on the right side
elevation looks like it will be stucco. Should it all be the same material or was the intention to just have
the siding on the front side? (Haber. Yes, two different finishes.)
> Concern the tile cap will not fit in. Perhaps wood would integrate better.
Public Comments:
There were no public comments.
Chair Gaul closed the public hearing.
Commission Discussion:
> Looks confused, like it got expanded from inside.
> Does not see a rhythm or logic in the materials.
> Not sure the pitched roof works. Could either go full modern or go back to more traditional.
> Lots of blank spaces, and nooks and crannies where it does not seem natural for them to be there.
> Project is trying to do the right things but not doing it quite right.
> OK with the subdued contemporary style. Massing is reminiscent of the existing house.
> Needs better order for how the bump -outs and various pieces have the wood siding applied. Should
only change materials at an inside corner so whatever mass feels like a wood piece.
> Every other house on the street has an attached garage so not an issue with the special permit.
> Heights could be revisited. W-6" on first floor, plus the first floor is already 3 feet off grade - adds to
the height and massing, makes the proportions difficult. Work with the plate height, also maybe the first
floor finished floor height.
> Front door looks massive, is maybe taller than 8 feet so makes the first floor proportions look taller.
> Should look at window patterns. There are are a lot of designs and styles.
> First floor plate height creates a proportion issue with the garage.
> Siding should turn corners, not look like wallpaper.
> Likes the contrasting materials, but they need to be ordered in a legible way.
> Talk to the rear neighbor about planting per the letter received, see what kind of additional planting
there could be. Noted that the proposed house is pulling away from the property line further than the
existing house.
Commissioner Sargent made a motion, seconded by Commissioner Comaroto, to refer the
City of Burlingame Page 12 Printed on 711312018
Planning Commission Meeting Minutes May 29, 2018
application to a design review consultant. The motion carried by the following vote:
Aye: 7 - Sargent, Loftis, Kelly, Comaroto, Gaul, Terrones, and Tse
10. COMMISSIONER'S REPORTS
None.
11. DIRECTOR REPORTS
A special General Plan study session will be held on July 11 th or 18th, to be determined by
commissioners' availability.
The Neighborhood Consistency Subcommittee will meet on June 7th to discuss the Accessory Dwelling
Unit regulations.
12. ADJOURNMENT
The meeting was adjourned at 9:57 p.m.
Note: An action by the Planning Commission is appealable to the City Council within 10 days of the
Planning Commission's action on May 29, 2018. If the Planning Commission's action has not been
appealed or called up for review by the Council by 5:00 p.m. on June 8, 2018, the action becomes final.
In order to be effective, appeals must be in writing to the City Clerk and must be accompanied by an
appeal fee of $533, which includes noticing costs.
Any writings or documents provided to a majority of the Planning Commission regarding any item on
this agenda will be made available for public inspection during normal business hours at the
Community Development/Planning counter, City Hall, 501 Primrose Road, Burlingame, California.
City of Burlingame Page 13 Printed on 711312018
A
BiFRLINGAME STAFF REPORT AGENDA NO: 8e
MEETING DATE: June 15, 2020
To: Honorable Mayor and City Council
Date: June 15, 2020
From: Syed Murtuza, Director of Public Works — (650) 558-7230
Subject: Adoption of a Resolution Accepting the 2019 Sidewalk Repair Program by
J.J.R. Construction, Inc., City Project No. 85520
RECOMMENDATION
Staff recommends that the City Council adopt the attached resolution accepting the 2019
Sidewalk Repair Program by J.J.R. Construction, Inc., City Project No. 85520, in the amount of
$1,021,938.
BACKGROUND
On March 5, 2018, the City Council adopted Ordinance No. 2018-1949 to update Chapter 12.12
of the Burlingame Municipal Code "Sidewalk and Park Maintenance." The updated code
authorized the City to implement sidewalk repairs through the Capital Improvement Program
utilizing 100% City funds with no contributions from property owners. On October 21, 2019, the
City Council awarded the 2019 Sidewalk Repair Program to J.J.R. Construction, Inc., in the
amount of $786,698. The project scope consisted of replacing defective sidewalks, driveways,
curb ramps, valley gutters, and curb and gutters in the area shown on the attached map.
DISCUSSION
The 2019 Sidewalk Repair Program has been satisfactorily completed in compliance with the
project plans and specifications. The completed work included installation of approximately
53,300 square feet of new sidewalk, 14 Americans with Disabilities Act (ADA) curb ramps, 27
curb ramp upgrades, and 1,500 linear feet of curb and gutter.
The final project construction cost is $1,021,938, which is $235,240, above the base contract
award amount. The extra work included sidewalk improvements at the Lions Club, 1080 Howard
Avenue, and 1199 Howard Avenue as well as valley gutter improvements at Eastmoor Road and
Rosedale Avenue. Construction at the Lions Club and 1080 Howard Avenue was part of the
improvements needed for the temporary facilities for the Community Center project. The work at
1199 Howard Avenue was needed as part of the new parking garage at Lot N. The valley gutter
replacement was completed to address concerns with the deterioration of the existing storm drain
facility and pedestrian safety. All of these improvements accounted for 3,050 square feet of
sidewalk, 640 square feet of driveway, 240 square feet of valley gutter, and two curb ramps, for a
1
Resolution Accepting the 2019 Sidewalk Repair Program by J.J.R. Construction, Inc. June 15, 2020
total cost of $67,700. Staff took advantage of the favorable low bid prices to complete these
improvements, which resulted in the 4.9% exceedance over the approved 25% contingency but
within the project budget.
FISCAL IMPACT
The following are the estimated final project expenditures:
Construction $1,021,938
Construction Inspection $53,662
Engineering Design & Administration $44,400
Total $1,120,000
There are adequate funds available in the Capital Improvement Program budget to cover the
estimated final costs.
Exhibits:
• Resolution
• Final Progress Payment
• Project Location Map
2
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME
ACCEPTING IMPROVEMENTS — 2019 SIDEWALK REPAIR PROGRAM
BY J.J.R. CONSTRUCTION, INC.
CITY PROJECT NO. 85520
RESOLVED by the CITY COUNCIL of the City of Burlingame, California, which finds,
orders, and determines as follows:
1. The Director of Public Works of said City has certified the work done by J.J.R.
Construction., Inc. under the terms of its contract with the City dated January 10, 2020 has been
completed in accordance with the plans and specifications approved by the City Council and to
the satisfaction of the Director of Public Works.
2. Said work is particularly described as City Project No. 85520.
3. Said work is accepted.
Emily Beach, 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 15tn
day of June, 2020, and was adopted thereafter by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
Meaghan Hassel -Shearer, City Clerk
J.J.R.
CONSTRUCTION, INC.
CITY OF BURLINGAME
DATE:
June-01-20
ADDRESS:
1120 NINTH AVENUE
PROGRESS PAYMENT
NO. 5
FOR THE MONTH OF:
May
SAN MATEO, CA 94402
2019
SIDEWALK REPAIR PROGRAM
PURCHASE ORDER #
TELEPHONE:
(650) 343-6109 FAX (650) 343-6207
CITY PROJECT NO.
85520
**** *
***************************************************************
* *************
**********
************* *
****************
**************
********** *
****************
* ****************
* ****************
ITEM
UNIT
BID
UNIT
BID
QUANTITY
o
AMOUNT
PREVIOUS
AMOUNT
#
ITEM DESCRIPTION
PRICE
QUANTITY
SIZE
AMOUNT
TO DATE
PAID
TO DATE
PAID
THIS PMT.
**** *
***************************************************************
* *************
**********
************* *
****************
* ********** *
********** *
****************
* ****************
* ****************
1 :
REMOVE AND REPLACE SIDEWALK
$13.38
29,000.0:
S. F.
$388,020.00
45,095.9 :
155.500:
$603,383.14
$397,749.27
$205,633.88
2 :
REMOVE AND REPLACE DRIVEWAY
$20.29
3,500.0:
S. F.
$71,015.00
8,220.5 :
234.870:
$166,793.95
$123,403.78
$43,390.17
3 :
REMOVE AND REPLACE CURB AND GUTTER
$50.81
2,000.0:
L. F.
$101,620.00
1,507.00 :
75.350:
$76,570.67
$42,019.87
$34,550.80
4 :
REMOVE AND REPLACE CURB
$32.78
100.0:
L.F.
$3,278.00
39.00 :
39.00% :
$1,278.42
$1,278.42
$0.00
5 :
CROSS GUTTER
$27.32
1,000.0:
S. F.
$27,320.00
246.00 :
24.600:
$6,720.72
$0.00
$6,720.72
6 :
CONSTRUCT CURB RAMP
$3,550.00
20.00:
EACH
$71,000.00
14.00 :
70.00% :
$49,700.00
$39,050.00
$10,650.00
7 :
INSTALL DETECTABLE WARNING SURFACE ON EXISTING RAMP
$375.00
20.0:
EACH
$7,500.00
27.00 :
135.00% :
$10,125.00
$10,125.00
$0.00
8 :
REMOVE SIDEWALK AND REPLACE WITH TOP SOIL
$9.75
1,000.00:
S. F.
$9,750.00
72.00 :
7.200:
$702.00
$341.25
$360.75
9 :
AGGREGATE BASE
$155.00
25.0:
TONS
$3,875.00
221.67 :
886.680:
$34,358.85
$24,054.45
$10,304.40
10 :
REMOVE ASPHALT CONCRETE AND CONCRETE BASE
$7.80
2,500.0:
S. F.
$19,500.00
1,784.50 :
71.380:
$13,919.10
$5,440.50
$8,478.60
11 :
REMOVE ASPHALT CONCRETE ONLY
$7.80
1,000.0:
S.F.
$7,800.00
564.00 :
56.400:
$4,399.20
$4,399.20
$0.00
12 :
NEW ASPHALT CONCRETE SURFACING
$311.00
120.0:
TONS
$37,320.00
131.63 :
109.690:
$40,936.93
$22,267.60
$18,669.33
13 :
REPAIR IRRIGATION SYSTEM
$8,050.00
1.0:
L.S.
$8,050.00
1.00 :
100.00% :
$8,050.00
$4,025.00
$4,025.00
14 :
REMOVE TREE AND GRIND STUMP (<-24" DIAMETER)
$2,000.00
2.0:
EACH
$4,000.00
0.00% :
$0.00
$0.00
$0.00
15 :
REMOVE TREE AND GRIND STUMP (>24" DIAMETER)
$2,500.00
10.0:
EACH
$25,000.00
2.00
20.00% :
$5,000.00
$0.00
$5,000.00
16 :
NEW SEWER CLEAN -OUT FRAME AND COVER
$250.00
1.0:
EACH
$250.00
0.00% :
$0.00
$0.00
$0.00
17 :
REPAIR / REPLACE WATERLINE (10' MAX.)
$500.00
1.0:
EACH
$500.00
0.00% :
$0.00
$0.00
$0.00
18 :
ADJUST MANHOLES TO GRADE
$500.00
: 1.0:
EACH
$500.00
0.00% :
$0.00
$0.00
$0.00
19 .
SIGN POST
$200.00
. 1.0:
EACH
$200.00
0.00% :
$0.00
$0.00
$0.00
20 .
NEW PARKING METER POSTS
$200.00
. 1.0:
EACH
$200.00
0.00% :
$0.00
$0.00
$0.00
ORIGINAL BID $786,698.00 $1,021,937.98 $674,154.34 $347,783.64
- - - - - - - - - - - - - - - - - - - - - - - - - -
CHANGE ORDERS:
CO 1 .
CO 2 .
CO 3 .
CHANGE ORDERS $0.00
**** **************************************************************** * ************* ********** *************** **************** * ********** * ********** **************** * **************** * ****************
DATE
PREPARED BY: VICTOR VOONG
CHECKED BY:
APPROVED BY
CITY ENGINEER:
APPROVED BY
CONSULTANT:
6-01-2020
SUBTOTAL **************** * $786, 698 . 00
**********
**********
$1, 021, 937. 98
$674, 154 . 34
$347, 783 . 64
LESS RETENTION (5 0)
**********
**********
($51, 096. 90)
($33, 707 .72)
($17, 389.18)
********** ************* *****************
**********
**********-----------------
-----------------
- ----------------
SUBTOTAL WITHOUT DEDUCTIONS
**********
**********
$970,841.08
$640,446.62
$330,394.46
AMOUNT DUE FROM CONTRACTOR
********
**********
$0.00
$0.00
$0.00
********** *************** ****************
**********
**********-----------------
-----------------
- ----------------
TOTAL THIS PERIOD ****************
**********
**********
$970,841.08
$640,446.62
$330,394.46
S:\A PUBLIC WORKS DIRECTORY\PROJECTS\8027\Final Progress Payment.xls, (SHEET - PAYMENT NO. 5)
6/1/2020, 3:55 PM
PAGE 1 OF 1
2019 SIDEWALK REPAIR PROGRAM
PROJECT LOCATIONS
OP 4
c
F�4
AGENDA ITEM NO: 8f
STAFF REPORT
MEETING DATE: June 15, 2020
To:
Honorable Mayor and City Council
Date: June 15, 2020
From: Syed Murtuza, Director of Public Works — (650) 558-7230
Subject Adoption of a Resolution Rejecting All Bids Received for the 2020 Street
Resurfacing Program, City Project No. 85640, and Authorizing Staff to
Re -advertise the Project
RECOMMENDATION
Staff recommends that the City Council adopt the attached resolution rejecting all bids received
for the 2020 Street Resurfacing Program, City Project No. 85640, and authorizing staff to re -
advertise the project.
BACKGROUND
The 2020 Street Resurfacing Program consists of resurfacing 15 collector and residential
streets. The project involves performing asphalt base -failure repair (digouts), asphalt overlay,
striping improvements, and minor concrete repairs for the following streets.
• 2700 to 3000 block of Arguello Drive
• 2900 to 3100 block of Atwater Drive
1300 block of Benito Avenue
• 1800 block of Castaneda Drive
• 500 block of Corbitt Drive
• 1600 block of Coronado Way
• 2900 block of Dolores Way
• 1500 block of Drake Avenue
1600 block of Quesada Way
1600 block of Lassen Way
• 1600 block of Marco Polo Way
• 3100 block Margarita Avenue
• 1500 block of Los Montes Drive
• 10 block of Mills Canyon Court
• 1300 block of Benito Avenue
1
Rejecting All Bids Received for the 2020 Street Resurfacing Program June 15, 2020
and Authorizing Staff to Re -advertise the Project
DISCUSSION
The project was advertised for construction bids on May 4, 2020, and the bids were opened on
May 26, 2020. The City received three bid proposals, with base bids ranging from
$1,394,378.50 to $1,650,462.00. Interstate Grading and Paving, Inc. was the low apparent
bidder with its bid price of $1,394,378.50. As part of the bid proposals review, staff discovered
certain inconsistencies in the project plans and specifications, which contributed to significant
variations in bid proposals, and could potentially present problems during construction. Staff
recommends that the City Council reject all bids received, and authorize staff to re -advertise the
project after updating the plans and specifications.
FISCAL IMPACT
None.
Exhibits:
• Resolution
• Bid Summary
• Project Map
2
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME
REJECTING ALL BIDS RECEIVED FOR THE 2020 RESURFACING PROGRAM AND
AUTHORIZING STAFF TO RE -ADVERTISE THE PROJECT
CITY PROJECT NO. 85640
WHEREAS, on May 4, 2020, the City issued a notice inviting sealed bids for the 2020
Resurfacing Program, City Project No. 85640; and
WHEREAS, on May 26, 2020, all bid proposals were opened before the City Clerk and
representatives of the Public Works Department; and
WHEREAS, the City received a total of three bid proposals, with base bids ranging from
$1,394,378.50 to $1,650,462.00; and
WHEREAS, Interstate Grading and Paving, Inc. was the low apparent bidder with its bid
of $1,394,378.50; and
WHEREAS, after reviewing the bid proposals, staff discovered that there are
inconsistencies in the project plans and specifications, which need to be updated to avoid
potential problems during construction; and
WHEREAS, the project scope, plans, and specifications will be updated to provide
clarifications prior to re -advertising the project.
NOW, THEREFORE, BE IT RESOLVED, and ORDERED, that all bids for the above -
named project are rejected; all bonds and security received in connection with the bids received
shall be returned to the bidders; and City staff is authorized to re -advertise the project in
accordance therewith.
Emily Beach, 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 15t—"
day of June, 2020, and was adopted thereafter by the following vote:
AYES:
COUNCILMEMBERS:
NOES:
COUNCILMEMBERS:
ABSENT:
COUNCILMEMBERS:
Meaghan Hassel -Shearer, City Clerk
Interstate Grading & Paving.
BASE BID SCHEDULE: 2020 STREET RESURFACING
Engineer's Estimate
G Bortolotto
O'Grady
Inc.
ESTIMATED
ITEM
DESCRIPTION OF ITEM
QUANTITY
I UNIT
UNIT PRICE
TOTAL COST
UNIT PRICE
TOTAL COST
UNIT PRICE
I TOTAL COST
I UNIT PRICE
TOTAL COST
BASE BID SCHEDULE:
1A
A.C. Digout Repair
533
TON
$ 264.60
$ 141,031.80
$ 223.00
$ 118,859.00
$ 255.00
$ 135,915.00
$ 308.00
$ 164,164.00
1 B
Allowance for additional AC Digout Repairs
250
TON
$ 264.60
$ 66,150.00
$ 75.00
$ 18,750.00
$ 255.00
$ 63,750.00
$ 308.00
$ 77,000.00
2
Concrete Removal
38
C. Y.
$ 194.25
$ 7,381.50
$ 290.00
$ 11,020.00
$ 210.00
$ 7,980.00
$ 200.00
$ 7,600.00
3
Aggregate Base
60
TON
$ 92.40
$ 5,544.00
$ 80.00
$ 4,800.00
$ 90.00
$ 5,400.00
$ 100.00
$ 6,000.00
4
A.C. Overlay
5,940
TON
$ 141.75
$ 841,995.00
$ 105.75
$ 628,155.00
$ 136.00
$ 807,840.00
$ 141.00
$ 837,540.00
5
Cold Plane A.C.
2,970
C. Y.
$ 86.10
$ 255,717.00
$ 142.00
$ 421,740.00
$ 108.00
$ 320,760.00
$ 105.00
$ 311,850.00
6
Adjust Maholes to Grade
22
EACH
$ 945.00
$ 20,790.00
$ 1.00
$ 22.00
$ 900.00
$ 19,800.00
$ 800.00
$ 17,600.00
7
Adjust and Replace Water Valve Boxes, Lampholes, Monuments and
other structures to Grade
127
EACH
$ 630.00
$ 80,010.00
$ 1.00
$ 127.00
$ 625.00
$ 79,375.00
$ 400.00
$ 50,800.00
8
Type "A" & "AY" Pavement Markers
294
EACH
$ 9.56
$ 2,810.64
$ 4.25
$ 1,249.50
$ 6.00
$ 1,764.00
$ 5.00
$ 1,470.00
9
Type "D" & Blue (Pavement Markers)
140
EACH
$ 15.75
$ 2,205.00
$ 6.50
$ 910.00
$ 9.00
$ 1,260.00
$ 7.00
$ 980.00
10A
4" Solid and Dashed Line -- Thermoplastic
630
L. F.
$ 3.25
$ 2,047.50
$ 3.25
$ 2,047.50
$ 5.00
$ 3,150.00
$ 3.50
$ 2,205.00
10B
12" Solid and Dashed Line -- Thermoplastic
2,935
L. F.
$ 5.83
$ 17,111.05
$ 6.00
$ 17,610.00
$ 7.00
$ 20,545.00
$ 6.00
$ 17,610.00
11
Thermoplastic Legends and Arrows
629
S.F.
$ 6.77
$ 4,258.33
$ 6.50
$ 4,088.50
$ 7.00
$ 4,403.00
$ 7.00
$ 4,403.00
12
Grind Existing Thermoplastic/Paint
1
L.S.
$ 6,200.00
$ 6,200.00
$ 15,000.00
$ 15,000.00
$ 6,000.00
$ 6,000.00
$ 13,000.00
$ 13,000.00
13A
Remove and Replace Concrete C&G
120
L.F.
$ 220.50
$ 26,460.00
$ 110.00
$ 13,200.00
$ 124.00
$ 14,880.00
$ 120.00
$ 14,400.00
13B
Concrete Curb Ramp
15
EACH
$ 9,450.00
$ 141,750.00
$ 6,500.00
$ 97,500.00
$ 6,300.00
$ 94,500.00
$ 6,000.00
$ 90,000.00
14
Remove and Replace SD Grates with Bicycle Proof Grates
28
EACH
$ 2,100.00
$ 58,800.00
$ 1,200.00
$ 33,600.00
$ 1,100.00
$ 30,800.00
$ 1,100.00
$ 30,800.00
15
Engineered Paving Mat
760
EACH
$ 8.00
$ 6,080.00
$ 7.50
1 $ 5,700.00
$ 10.00
$ 7,600.00
$ 4.00
$ 3,040.00
BID ALTERNATE SCHEDULE:
BA - 1 lEaston Path: Asphalt Concrete Leveling and Overlay 60 TON 1 $ 141.75 $ 8,505.00 1 $ 190.00 1 $ 11,400.00 300.00 $ 18,000.00 1 $ 350.00 21,000.00
BA - 2 1 Easton Path: Cold Plane Asphalt Concrete 30 C.Y. 1 $ 86.10 $ 2,583.00 $ 380.00 $ 11,400.00 1 $ 400.00 $ 12,000.00 1 $ 500.00 $ 15,000.00
I TOTAL BASE BID CONSTRUCTION COST
I TOTAL BID ALTERNATE CONSTRUCTION COST
BASE BID + BID ALTERNATE TOTAL COST
$ 1,686,341.82 $ 1,394,378.50 $ 1,625,722.00 $ 1,650,462.00
$ 11,088.00 $ 22,800.00 $ 30,000.00 $ 36,000.00
$ 1,686,341.82 $ 1,417,178.50 $ 1,655,722.00 $ 1,686,462.00
CITY PROJECT 85480
2020 STREET RESURFACING PROGRAM
PROJECT MAP
SAN FRANCISCO BAY
PROJECT STREETS
BURLINGAME AGENDA NO: 8g
STAFF REPORT
MEETING DATE: June 15, 2020
To: Honorable Mayor and City Council
Date: June 15, 2020
From: Syed Murtuza, Director of Public Works — (650) 558-7230
Subject: Adoption of Resolutions Awarding a Construction Contract to Trinet
Construction, Inc., for the Culvert Crossing Repair Project, Phase 1, in the
Amount of $774,400; and Approving a Professional Services Agreement
with Tanner Pacific, Inc. for Construction Management Services Related to
the Project in the Amount of $161,220
RECOMMENDATION
Staff recommends that the City Council adopt the attached resolutions as follows:
(1) Award a construction contract to Trinet Construction, Inc., for the Culvert Crossing
Repair, Phase 1, City Project No. 84920, in the amount of $774,400, and authorizing the
City Manager to execute the contract; and
(2) Approve a professional services agreement with Tanner Pacific, Inc., in the amount of
$161,220 for construction management services related to the project, and authorizing
the City Manager to execute the same.
BACKGROUND
As part of the City's effort to address aging storm drainage infrastructure, the City contracted
with Kennedy Jenks to perform a condition assessment of all storm drain culvert crossings in
Burlingame. The assessment report was completed in June 2018. From the report, staff has
identified four culverts to repair, ranked by priority and based on the severity and magnitude of
the deteriorating conditions. This is the first phase of a multi -phase project to repair several
culvert crossings identified in the report.
The four locations for culvert crossings are the 1200 block of Drake Avenue between Easton
Drive and Broadway, the 1200 block of Bernal Avenue between Easton Drive and Broadway,
the 1000 block of Drake Avenue between Carmelita Avenue and Sanchez Avenue, and the
1000 block of Cabrillo Avenue between Carmelita Avenue and Sanchez Avenue. The project
work consists of repairing voids as a result of erosion and rehabilitating the ceiling of the
1
Construction Contract Award to Trinet Construction and Professional Services June 15, 2020
Agreement to Tanner Pacific for the Culvert Crossing Repair Project, Phase 1
roadway decks at the crossings, construction of new storm drain inlets, storm drain mains, curbs
and gutters, curb ramps, and facilities in public -right-of-ways, in several areas as shown in the
project plans.
DISCUSSION
Construction Contract: The project engineering design was successfully completed and was
advertised for construction bids on May 1, 2020. The City received six bid proposals, with bids
ranging from $774,400 to $2,880,033. Trinet Construction, Inc is the lowest responsible bidder
with its bid amount of $774,400, which is 17% below the engineer's estimate of $936,205. Staff
has reviewed their bid proposal and determined that the contractor has met all the project
requirements and has a successful history of performing similar work for the City and for other
public agencies. As a result, staff recommends that the Council award the construction contract
to Trinet Construction, Inc.
Professional Services Agreement: Tanner Pacific, Inc. was selected from a list of 14 firms that
submitted a statement of qualifications (SOQ) to perform construction management services for
City projects. Tanner Pacific, Inc. was selected from the list to provide a proposal for Phase 1 of
the Culvert Crossing Project due to their experience in storm drainage projects. Staff has
negotiated the following scope of professional services with Tanner Pacific, Inc., in the amount
of $161,220, which is described in detail in Exhibit A of the agreement:
• Attend and manage pre -construction meetings between the City and Contractor;
• Review and advise the City on Contractor's overall and weekly construction
schedule;
• Perform public outreach services and provide notifications to residents;
• Perform daily construction inspection services for an estimated 70 construction
working days;
• Prepare daily written construction reports and maintain photographic records of the
project;
• Attend weekly construction progress meetings, perform necessary field engineering
work, and perform quality assurance assessments;
• Perform project close out inspections and develop final punch list;
• Review and process construction progress payments and change orders; and
• Provide a final report and advise the City on final payment.
The professional services fee of $161,220 represents approximately 21 % of the estimated
construction cost. The fee is consistent with industry standards for construction inspection
services and includes fees related to material testing based on the scope and complexity of the
project involving various methods of culvert crossing repairs. The project construction is
tentatively scheduled to begin in July 2020 and will be completed by October 15, 2020, barring
delays. Staff will conduct public outreach to the affected residents and will coordinate with the
contractor to minimize construction impacts and inconveniences.
2
Construction Contract Award to Trinet Construction and Professional Services
Agreement to Tanner Pacific for the Culvert Crossing Repair Project, Phase 1
June 15, 2020
FISCAL IMPACT
The following are the estimated project construction expenditures:
Construction Contract $774,400
Construction Contingencies (15%) $116,160
Construction Management $161,220
Design and Administration $100,000
Total $1,151,780
Funding Availability:
There are adequate funds available in the Capital Improvement Program funded by the Storm
Drainage Fee to complete the work.
Exhibits:
• Resolution Awarding Construction Contract
• Resolution Approving Professional Service Agreement
• Construction Contract Agreement
• Professional Service Agreement
• Bid Summary
• Project Location Map
3
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME
AWARDING A CONSTRUCTION CONTRACT TO TRINET CONSTRUCTION, INC.
FOR THE CULVERT CROSSING REPAIR PROJECT, PHASE 1
AND AUTHORIZING THE CITY MANAGER TO EXECUTE THE CONTRACT
CITY PROJECT NO. 84920
WHEREAS, on May 1, 2020, the City issued notice inviting bid proposals for the Culvert
Crossing Repair, Phase 1, City Project No. 84920; and
WHEREAS, on May 26, 2020, the City received six bid proposals, which were opened
before the City Clerk and representatives of the Public Works Department; and
WHEREAS, Trinet Construction, Inc. submitted the lowest responsible bid for the job in
the amount of $774,400.
NOW, THEREFORE, it is RESOLVED and ORDERED, that:
1. The Plans and Specifications, including all addenda, are approved and adopted; and
2. The bid of Trinet Construction, Inc., for said project in the amount of $774,400, and
the same hereby is accepted; and
3. A contract be entered into between the successful bidder and the City of Burlingame
for the performance of the work, and that the City Manager is authorized on behalf of the City of
Burlingame to execute the contract and to approve the faithful performance bond and the labor
materials bond required to be furnished by the contractor.
Emily Beach, 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 15tt"
day of June, 2020, 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 PROFESSIONAL SERVICES AGREEMENT WITH TANNER
PACIFIC, INC. FOR THE CONSTRUCION MANAGEMENT, INSPECTION AND
MATERIAL TESTING SERVICES FOR THE CULVERT CROSSING REPAIR
PROJECT, PHASE I; AND AUTHORIZING THE CITY MANAGER TO EXECUTE
THE AGREEMENT
CITY PROJECT NO. 84920
RESOLVED, by the CITY COUNCIL of the City of Burlingame, California which FINDS,
and ORDERS 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.
Emily Beach, 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 15tth
day of June, 2020 and was adopted thereafter by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
Meaghan Hassel -Shearer, City Clerk
AGREEMENT FOR PUBLIC IMPROVEMENT
CULVERT CROSSING REPAIRS — PHASE I
CITY PROJECT NO. 84920
THIS AGREEMENT, made in duplicate and entered into in the City of
Burlingame, County of San Mateo, State of California on , 2020 by and
between the CITY OF BURLINGAME, a Municipal Corporation, hereinafter called "City",
and Trinet Construction, Inc., a California Corporation, hereinafter called "Contractor."
WITNESSETH:
WHEREAS, City has taken appropriate proceedings to authorize construction of
the public work and improvements herein provided for and to authorize execution of this
Contract; and
WHEREAS, pursuant to State law and City requirements, a notice was duly
published for bids for the contract for the improvement hereinafter described; and
WHEREAS, on , after notice duly given, the City Council of
Burlingame awarded the contract for the construction of the improvements hereinafter
described to Contractor, which the Council found to be the lowest responsive,
responsible bidder for these improvements; and
WHEREAS, City and Contractor desire to enter into this Agreement for the
construction of said improvements.
NOW, THEREFORE, IT IS AGREED by the parties hereto as follows:
1. Scope of work.
Contractor shall perform the work described in those Contract Documents
entitled: CULVERT CROSSING REPAIRS — PHASE I, CITY PROJECT NO. 84920.
2. The Contract Documents.
The complete contract between City and Contractor consists of the following
documents: this Agreement; Notice Inviting Sealed Bids, attached hereto as Exhibit A;
the accepted Bid Proposal, attached hereto as Exhibit B; the specifications, provisions,
addenda, complete plans, profiles, and detailed drawings contained in the bid
AGREEMENT-1
documents titled "CULVERT CROSSING REPAIRS — PHASE I, CITY PROJECT NO.
84920" attached as Exhibit C; the State of California Standard Specifications 2010, as
promulgated by the California Department of Transportation; prevailing wage rates of
the State of California applicable to this project by State law; and all bonds; which are
collectively hereinafter referred to as the Contract Documents. All rights and obligations
of City and Contractor are fully set forth and described in the Contract Documents,
which are hereby incorporated as if fully set forth herein. All of the above described
documents are intended to cooperate so that any work called for in one, and not
mentioned in the other, or vice versa, is to be executed the same as if mentioned in all
said documents
3. Contract Price.
The City shall pay, and the Contractor shall accept, in full, payment of the work
above agreed to be done, the sum of seven hundred, seventy-four thousand and four -
hundred dollars ($774,400), called the "Contract Price". This price is determined by the
lump sum and unit prices contained in Contractor's Bid. In the event authorized work is
performed or materials furnished in addition to those set forth in Contractor's Bid and the
Specifications, such work and materials will be paid for at the unit prices therein
contained. Said amount shall be paid in progress payments as provided in the Contract
Documents.
4. Termination
At any time and with or without cause, the City may suspend the work or any
portion of the work for a period of not more than 90 consecutive calendar days by notice
in writing to Contractor that will fix the date on which work will be resumed. Contractor
will be granted an adjustment to the Contract Price or an extension of the Time for
Completion, or both, directly attributable to any such suspension if Contractor makes a
claim therefor was provided in the Contract Documents.
The occurrence of any one or more of the following events will justify termination
of the contract by the City for cause: (1) Contractor's persistent failure to perform the
work in accordance with the Contract Documents; (2) Contractor's disregard of Laws or
Regulations of any public body having jurisdiction; (3) Contractor's disregard of the
AGREEMENT-2
authority of the Engineer; or (4) Contractor's violation in any substantial way of any
provision of the Contract Documents. In the case of any one or more of these events,
the City, after giving Contractor and Contractor's sureties seven calendar days written
notice of the intent to terminate Contractor's services, may initiate termination
procedures under the provisions of the Performance Bond. Such termination will not
affect any rights or remedies of City against Contractor then existing or that accrue
thereafter. Any retention or payment of moneys due Contractor will not release
Contractor from liability. At the City's sole discretion, Contractor's services may not be
terminated if Contractor begins, within seven calendar days of receipt of such notice of
intent to terminate, to correct its failure to perform and proceeds diligently to cure such
failure within no more than 30 calendar days of such notice.
Upon seven calendar days written notice to Contractor, City may, without cause
and without prejudice to any other right or remedy of City, terminate the Contract for
City's convenience. In such case, Contractor will be paid for (1) work satisfactorily
completed prior the effective date of such termination, (2) furnishing of labor, equipment,
and materials in accordance with the Contract Documents in connection with
uncompleted work, (3) reasonable expenses directly attributable to termination, and (4)
fair and reasonable compensation for associated overhead and profit. No payment will
be made on account of loss of anticipated profits or revenue or other economic loss
arising out of or resulting from such termination.
5. Provisions Cumulative.
The provisions of this Agreement are cumulative and in addition to and not in
limitation of any other rights or remedies available to the City.
6. Notices.
All notices shall be in writing and delivered in person or transmitted by certified
mail, postage prepaid.
Notices required to be given to the City shall be addressed as follows:
Martin Quan, Senior Engineer
City of Burlingame
501 Primrose Road
Burlingame, California 94010
AGREEMENT-3
Notices required to be given to Contractor shall be addressed as follows:
Nora Hickey, President
Trinet Construction, Inc.
3934 Geary Blvd.
San Francisco, CA 94118
7. Interpretation
As used herein, any gender includes the other gender and the singular includes
the plural and vice versa.
8. Waiver or Amendment.
No modification, waiver, mutual termination, or amendment of this Agreement is
effective unless made in writing and signed by the City and the Contractor. One or
more waivers of any term, condition, or other provision of this Agreement by either party
shall not be construed as a waiver of a subsequent breach of the same or any other
provision.
9. Controllina Law.
This Agreement is to be governed by and interpreted in accordance with the laws
of the State of California.
10. Successors and Assianees.
This Agreement is to be binding on the heirs, successors, and assigns of the
parties hereto but may not be assigned by either party without first obtaining the written
consent of the other party.
11. Severability.
If any term or provision of this Agreement is deemed invalid, void, or
unenforceable by any court of lawful jurisdiction, the remaining terms and provisions of
the Agreement shall not be affected thereby and shall remain in full force and effect.
12. Indemnification.
AGREEMENT-4
Contractor shall indemnify, defend, and hold the 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 actual or alleged negligence, recklessness or willful misconduct of
Contractor, 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 Contractor 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 indemnify City
shall be limited to that allowed by state law. Acceptance of insurance certificates and
endorsements required under this Agreement does not relieve Contractor 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.
IN WITNESS WHEREOF, two identical counterparts of this Agreement,
consisting of five pages, including this page, each of which counterparts shall for all
purposes be deemed an original of this Agreement, have been duly executed by the
parties hereinabove named on the day and year first hereinabove written.
CITY OF BURLINGAME,
a Municipal Corporation
By
Lisa K. Goldman, City Manager
Approved as to form:
Kathleen Kane, City Attorney
ATTEST:
Meaghan Hassel -Shearer, City Clerk
"CONTRACTOR"
By
Print Name:
Trinet Construction, Inc.
AGREEMENT-5
AGREEMENT FOR PROFESSIONAL CONSTRUCTION MANAGEMENT,
INSPECTION AND MATERIAL TESTING
WITH TANNER PACIFIC, INC
FOR CULVERT CROSSING REPAIR — PHASE I
CITY PROJECT NO. 84920
THIS AGREEMENT is entered into this day of June 2020, by and
between the City of Burlingame, State of California, herein called the "City", and Tanner
Pacific, Inc. engaged in providing Professional Construction Management, Inspection and
Material Testing services herein called the "Consultant".
RECITALS
A. The City is considering conducting activities for consultant engineering services
for construction management, inspection and material testing services for the
Culvert Crossing Repair, City Project No. 84920.
B. The City desires to engage a professional construction management firt to provide
these 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 inspection and material testing services, 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 December, 31,
2020.
3. Compliance with Laws. The Consultant shall comply with all applicable laws,
codes, ordinances, and regulations of governing federal, state and local laws.
Consultant represents and warrants to City that it has all licenses, permits,
qualifications and approvals of whatsoever nature which are legally required for
Page 1 of 8
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 161 220; 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
personnel of the City at the Consultant's offices during business hours upon written
request of the City.
Page 2 of 8
8. Project Manager. The Project Manager for the Consultant for the work under this
Agreement shall be Jonathan Tristao, P.E., Construction Manager.
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: Martin Quan
City of Burlingame
501 Primrose Road
Burlingame, CA 94010
To Consultant: Jonathan Tristao, P.E.
Construction Manager
Tanner Pacific, Inc
751 Laurel Street, Suite 609
San Carlos, CA 94070
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
brought by Consultant or is based on allegations of Consultant's negligent
performance or wrongdoing.
Page 3 of 8
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:
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.
ii. Consultant agrees to have and maintain for the duration of the
contract, an Automobile Liability insurance policy ensuring him/her
Page 4 of 8
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:
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.
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.
Page 5 of 8
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
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
Page 6 of 8
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 7 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
By
Lisa K. Goldman
City Manager
Approved as to form:
City Attorney — Kathleen Kane
ATTEST:
City Clerk - Meaghan Hassel -Shearer
"Consultant"
Tanner Pacific, Inc.
Print Name:
Title:
Page 8 of 8
EXHIBIT A
r"
TANNER
PACIFIC
June 3, 2020
Martin Quan, PE
Sr. Civil Engineer
City of Burlingame
501 Primrose Road
Burlingame, CA 94010
751 Laurel street, Suite 509
San Carlos, CA 94070
Subject: Construction Management and Inspection Service for the Culvert Crossings Repair Phase I
Project
Project: Culvert Crossings Repair Phase I Project
Dear Mr. Quan,
Tanner Pacific Inc. (TPI) is pleased to submit the following proposal to provide Construction Management
and Inspection Services for the Culvert Crossings Repair Phase I Project. Our proposed Construction
Management budget scope is attached. Below is the proposal summary.
Culvert Crossings Repair Phase I Project
$161, 220.00
Please contact me at 209-277-0483 or at itristao@tannerpacific.com with any questions regarding this
proposal.
We appreciate this opportunity to provide construction management and inspection services to the City
of Burlingame
Sincerely,
Tanner Pacific, Inc.
Jonathan Tristan, P.E.
Senior Construction Manager
(65O) 585-04B4 phone wynm.tennerpecific.ccm
EXHIBIT A
TANNER 751 Laurel Street, Suite 609
PACIFIC San Carlos, CA 94070
City of Burlingame
Culvert Crossing Repairs Phase I
Tanner Pacific, Inc.
Proposed Scope of Services
Construction Management
& Inspection
Construction Manager (CM)
A. Project Responsibilities
1. Construction Administration
a. Provide administrative services on a part-time basis
to manage documentation and communications
throughout the project duration.
2. Meetings
a. Prepare Agendas, facilitate and provide record of
discussions for all project related meetings including
the Pre -Construction meeting.
3. Submittals
a. City shall receive all submittals, manage routing and
coordinate all comments to and from the Designer
and the City. TPI will receive copies of the final
submittal packages for inclusion in the Procore filing
system.
4. Requests for Information (RFI)
a. City shall receive and manage all requests for
information (RFIs) from the Contractor. Final
copies shall provided to TPI for inclusion in the
Procore filing system.
5. Change Order Preparation, Negotiation & Processing
a. Assist the City in preparing any change requests by
the City. Work with all parties to negotiate an
equitable resolution.
b. Prepare all documentation to adjust the original
contract for any and all time and cost impacts.
6. Field Orders (FO) and Field Directives (FD)
a. In the event that the Contractor encounters a time
sensitive problem where it is not practical to take
time to negotiate a settlement, the CM will issue a
FO. All work done under a FO will be completed on
a time and material basis. The CM and the City will
execute the FO.
7. Progress Payments
a. Assist the City with review and processing of
the monthly progress payments.
8. Scheduling
a. Document and transmit the City's written
comments to the Contractor on the project
schedule.
(650] 585-4484 phone www.tannerpacific.com
EXHIBIT A
TANNER 751 Laurel Street, Suite 609
PACIFIC San Carlos, CA 94070
Pagel of 2
H. Field Inspection
A. Project Responsibilities
1. Field Observation (When in the field)
a. Provide part-time field observation services to
monitor compliance with Contract Documents.
b. Prepare a daily observation report documenting
all observed field activities, field crews,
Contractor equipment, and field problems.
Information in the report will only reflect
observations for the time the inspector was on
site.
c. Maintain the database, implemented by Tanner
Pacific, for daily observation reports and
photographs.
d. Provide photographic documentation of The
Project prior to construction and maintain
photographs of observed field activities for
status monitoring of the project.
e. Tanner Pacific will not be responsible for
information, photos or other actions that take
place when our inspector is not on site.
Ill. Special Inspections, Testing
A. Subcontract, schedule and coordinate special inspections, materials
testing, as needed. At a minimum:
a. Backfill sampling and compaction testing
b. Concrete quality
B. The City will contract for all other design related services.
IV. Project Closeout
A. City shall review Redlines provided by the Contractor for completeness and coordinate
distribution to the Designer for the creation of Record Drawings. TPI will not be responsible for
providing as -built drawings for this work.
B. Final Inspection and Punch List.
1. The City and Schaaf & Wheeler (if necessary) will
participate and provide input on final inspection.
2. Tanner Pacific will compile and issue the punch list with
input from The City and Schaaf & Wheeler.
3. Tanner Pacific to provide the City with notification
when all Punch List items are complete, so City may
formally accept the project for record purposes.
C. Tanner Pacific to provide the City with project documentation electronically.
V. Warranty Coordination
A. The City will coordinate warranty work after the start of the warranty period.
Page 2 of 2
(650] 585-4484 phone www.tannerpacific.com
EXHIBIT A
City of Burlingame
Culvert Crossing Repairs - Phase I City Project No. 84920
Construction Management/Inspection Services
Proposed Work Hours and Budget
Tanner Pacific, Inc.
Personnel/Service
Hours and Hourly Rates
Pre
Construction
Close -Out
Hours
Rate
Amount
Jul-20
Jul-20
Aug-20
Sep-20
Oct-20
Oct-20
Tanner Pacific Labor
Pre -Construction
Principal
$ 285
$
Construction Manager
4
$ 250
$ 1,000
4
Project Engineer
4
$ 130
$ 520
8
,Inspector
8
$ 175
$ 1,400
8
Pre -Construction Subtotal
$ 2,920
Construction
Construction Manager
28
$ 250
$ 7,000
8
8
8
4
Project Engineer
70
$ 130
$ 9,100
20
16
16
10
8
Inspector
560
$ 175
$ 98,000
152
160
160
80
8
Labor Subtotall
1
1 $ 114,100
Optional Labor
Inspection OT
40
$ 175
$ 7,000
20
20
Optional Labor Subtotal
$ 7,000
Other Direct Costs
Materials Testing (CE&G)
1
$ 40,000.00
$ 40,000
Inspector Vehicle
3.5
$1,200
$ 4,200
1.0
1.0
1.0
0.5
ODC Subtotall
$ 44,200
Pre/Construction Subtotal w/ Optional Labor
$ 168,220
Pre/Construction subtotal w/o Optional Labor
$ 161,220
Notes and Assumptions:
Start of Services 30-Jun-20
Construction NTP 1-Jul-20
Final Acceptance 15-Oct-20
1. Budget is based on FY 19-20 Fee Schedule that will remain constant for full period of Contract and a TPI NTP of June 15, 2020.
2. TPI rates include normal operating and home office expenses such as telephone, computers, in-house reproduction. The budget does not include any expenses for
a field trailer.
3. Budget is based on a 70 working day construction duration (June 2020-October 15, 2020). Time extensions may require an amendment to cover the additional cost.
4. Hours shown in July 2020 include time for photo/video of pre -construction conditions and other pre -construction services
5. Budget includes some hours in October 2020 for Close Out services.
6. Services are provided on an hourly basis. Tanner Pacific, Inc. has no obligation to provide services above the budget without a fee adjustment.
7. Project involves construction work which may continue beyond scheduled work hours.
TPI has included Overtime (OT) hours in the budget for this potential. OT will only be invoiced if the situation actually occurs.
8. Materials testing estimate does not include water quality/bacteriological testing services.
BASE BID SCHEDULE: Culvert Crossing Project - Phase 1
Engineer's Estimate
I Trinet Construction, Inc
Westland Contractors, In
I WD Forde Associates, Inc
D.D Pipelines Inc
I Disney Construction
ITEM DESCRIPTION OF ITEM ESTIMATED UNIT
QUANTITY
I UNIT PRICE I TOTAL COST
I UNIT PRICE I TOTAL COST
I UNIT PRICE I TOTAL COST
I UNIT PRICE I TOTAL COST
I UNIT PRICE I TOTAL COST
I UNIT PRICE TOTAL COST
I UNIT PRICE TOTAL COST
BASE BID SCHEDULE:
1
Mobilization
1
LS
$ 85,110.00
$ 85,110.00
$ 35,000.00
$ 35,000.00
$ 40,000.00
$ 40,000.00
$ 40,000.00
$ 40,000.00
$ 40,000.00
$ 40,000.00
$ 53,000.00
$ 53,000.00
$ 51,000.00
$ 51,000.00
2
Traffic Control
1
LS
$ 5,000.00
$ 5,000.00
$ 15,000.00
$ 15,000.00
$ 12,000.00
$ 12,000.00
$ 30,000.00
$ 30,000.00
$ 50,000.00
$ 50,000.00
$ 30,000.00
$ 30,000.00
$ 80,000.00
$ 80,000.00
3
Construction, Staking, and Survey
1
LS
$ 6,000.00
$ 6,000.00
$ 10,000.00
$ 10,000.00
$ 1,000.00
$ 1,000.00
$ 10,000.00
$ 10,000.00
$ 30,000.00
$ 30,000.00
$ 4,000.00
$ 4,000.00
$ 25,000.00
$ 25,000.00
4
Site Investigation and Potholing
1
LS
$ 3,000.00
$ 3,000.00
$ 20,000.00
$ 20,000.00
$ 15,000.00
$ 15,000.00
$ 20,000.00
$ 20,000.00
$ 50,000.00
$ 50,000.00
$ 10,000.00
$ 10,000.00
$ 50,000.00
$ 50,000.00
5
Storm Water Pollution Prevention
1
LS
$ 6,000.00
$ 6,000.00
$ 10,000.00
$ 10,000.00
$ 15,000.00
$ 15,000.00
$ 10,000.00
$ 10,000.00
$ 10,000.00
$ 10,000.00
$ 10,000.00
$ 10,000.00
$ 105,000.00
$ 105,000.00
6
Shotcrete Sloped Channel
1,606
SF
$ 50.00
$ 80,000.00
$ 40.00
$ 64,000.00
$ 30.00
$ 48,000.00
$ 80.00
$ 128,000.00
$ 65.00
$ 104,000.00
$ 100.00
$ 160,000.00
$ 20.00
$ 32,000.00
7
Storm Drain Replacement 8" Pipe with 10" Pipe)
40
LF
$ 250.00
$ 10,000.00
$ 300.00
$ 12,000.00
$ 800.00
$ 32,000.00
$ 350.00
$ 14,000.00
$ 300.00
$ 12,000.00
$ 500.00
$ 20,000.00
$ 150.00
$ 6,000.00
8
Reline 12" Pipe with 10" Pipe
200
LF
$ 285.00
$ 57,000.00
$ 150.00
.$ 30,000.00
$ 580.00
$ 116,000.00
$ 100.00
.$ 20,000.00
$ 165.00
$ 33,000.00
$ 300.00
$ 60,000.00
$ 220.00
$ 44,000.00
9
Reline 15" Pipe with 12" Pipe
15
LF
$ 290.00
$ 4,350.00
$ 300.00
$ 4,500.00
$ 680.00
$ 10,200.00
$ 350.00
$ 5,250.00
$ 400.00
$ 6,000.00
$ 1,000.00
$ 15,000.00
$ 450.00
$ 6,750.00
10
Concrete Beam Repair
240
SF
$ 125.00
$ 30,000.00
$ 70.00
$ 16,800.00
$ 20.00
$ 4,800.00
$ 80.00
$ 19,200.00
$ 135.00
$ 32,400.00
$ 150.00
$ 36,000.00
$ 60.00
$ 14,400.00
11
Concrete Culvert Ceiling Repair
2,890
SF
$ 125.00
$ 361,250.00
$ 70.00
$ 202,300.00
$ 20.00
$ 57,800.00
$ 100.00
$ 289,000.00
$ 95.00
$ 274,550.00
$ 100.00
$ 289,000.00
$ 700.00
$ 2,023,000.00
12
Inlet G1
7
EACH
$ 8,000.00
$ 56,000.00
$ 15,000.00
$ 105,000.00
$ 8,000.00
$ 56,000.00
$ 9,500.00
$ 66,500.00
$ 8,000.00
$ 56,000.00
$ 10,000.00
$ 70,000.00
$ 8,000.00
$ 56,000.00
13
Fill
50
Cy
$ 45.00
$ 2,250.00
$ 200.00
$ 10,000.00
$ 800.00
$ 40,000.00
$ 100.00
$ 5,000.00
$ 300.00
$ 15,000.00
$ 300.00
$ 15,000.00
$ 600.00
$ 30,000.00
14
6" PVC Pipe
64
LF
$ 300.00
$ 19,200.00
$ 300.00
$ 19,200.00
$ 600.00
$ 38,400.00
$ 400.00
$ 25,600.00
$ 200.00
$ 12,800.00
$ 500.00
$ 32,000.00
$ 150.00
$ 9,600.00
15
12" Steel Pipe Casing
61
LF
$ 345.00
$ 21,045.00
$ 150.00
$ 9,150.00
$ 700.00
$ 42,700.00
$ 400.00
$ 24,400.00
$ 300.00
$ 18,300.00
$ 300.00
$ 18,300.00
$ 240.00
$ 14,640.00
16
Pipe Casing S acers
9
EACH
$ 50.00
$ 450.00
$ 50.00
$ 450.00
$ 1,500.00
.$ 13,500.00
$ 1,500.00
.$ 13,500.00
$ 500.00
.$ 4,500.00
$ 200.00
$ 1,800.00
$ 260.00
$ 2,340.00
17
Pipe Hanger
12
EACH
$ 1,500.00
$ 18,000.00
$ 250.00
$ 3,000.00
$ 1,400.00
$ 16,800.00
$ 400.00
$ 4,800.00
$ 1,500.00
$ 18,000.00
$ 1,000.00
$ 12,000.00
$ 800.00
$ 9,600.00
18
Pipe Casing End Seal 6" to 12"
2
EACH
$ 500.00
$ 1,000.00
$ 1,500.00
$ 3,000.00
$ 1,500.00
$ 3,000.00
$ 1,000.00
$ 2,000.00
$ 650.00
$ 1,300.00
$ 1,000.00
.$ 2,000.00
$ 300.00
$ 600.00
19
12" Linked Seal
2
EACH
$ 2,500.00
$ 5,000.00
$ 1,000.00
$ 2,000.00
$ 1,500.00
$ 3,000.00
$ 2,000.00
$ 4,000.00
$ 2,500.00
$ 5,000.00
$ 1,000.00
$ 2,000.00
$ 3,000.00
$ 6,000.00
20
6" Water Valves
2
EACH
$ 4,000.00
$ 8,000.00
$ 4,500.00
$ 9,000.00
$ 1,200.00
$ 2,400.00
$ 4,500.00
$ 9,000.00
$ 2,500.00
$ 5,000.00
$ 5,000.00
$ 10,000.00
$ 12,000.00
$ 24,000.00
21
Water Valve Box
2
EACH
$ 1,000.00
$ 2,000.00
$ 250.00
$ 500.00
$ 100.00
$ 200.00
$ 1,000.00
$ 2,000.00
$ 400.00
$ 800.00
$ 250.00
$ 500.00
$ 500.00
$ 1,000.00
22
Pavement Restoration
30
SF
$ 75.00
$ 2,250.00
$ 150.00
$ 4,500.00
$ 32.00
$ 960.00
$ 120.00
$ 3,600.00
$ 150.00
$ 4,500.00
$ 30.00
$ 900.00
$ 240.00
$ 7,200.00
23
Curb Ramp
1
EACH
$ 9,500.00
$ 9,500.00
$ 12,000.00
$ 12,000.00
$ 5,000.00
$ 5,000.00
$ 15,000.00
$ 15,000.00
$ 9,000.00
$ 9,000.00
$ 15,000.00
$ 15.000.00
$ 19,903.00
$ 19,903.00
24
12" PVC Pie
330
LF
$ 360.00
$ 118,800.00
$ 400.00
$ 132,000.00
$ 730.00
$ 240,900.00
$ 300.00
$ 99,000.00
$ 300.00
$ 99,000.00
$ 500.00
$ 165,000.00
$ 700.00
$ 231,000.00
25
Manhole
1
EACH
$ 5,000.00
$ 8,000.05
$ 15,000.00
$ 15,000.00
$ 12,000.00
$ 12,000.00
$ 15,000.00
$ 15,000.00
$ 10,000.00
$ 10,000.00
$ 15,000.00
$ 15,000.00
$ 15,000.00
$ 15,000.00
26
Inlet GO
2
EACH
$ 8,500.00
$ 17,000.00
$ 15,000.00
$ 30,000.00
$ 8,000.00
$ 16,000.00
$ 12,500.00
$ 25,000.00
$ 8,000.00
$ 16,000.00
1 $ 10,000.00
$ 20,000.00
$ 8,000.00
$ 16,000.00
TOTAL PROJECT CONSTRUCTION COST
$ 936,205.00
$ 774,400.00
$ $42,660.00
$ 899,850.00
$ 917,150.00
$ 1,066,500.00
$ 2,880,033.00
PROJECT LOCATION MAP
O\ 1240 TO 1248 DRAKE AVE
\\``!!.•//// PROJECT SITE 1
e \ SHEET 4
0O
l0AP �e 0
0 �-5
9
1801 CARMELITA AVE TO a
O 1016 CABRILLO AVE
PROJECT SITE 4 0 O Reu
SHEET 10-13 00
1234 TO 11238 BERNAL AVE (�
PROJECT SITE 2 O
SHEET 5-6
1901 CARMELITA AVE TO
_ 1017 DRAKE AVE
PROJECT SITE 3 =
SHEET 7-9 ~
0
GRAPHIC SCALE
(w er)
RJL 03/06/20 CITY OF BURLINGAME "`"`°
Eoq. LFH u"°`"�me °'x`Jrn°" °r SHEET
Q KDP FREYEF�Qr7 SAN MATED COUNTY CALIFORNIA
oar RJL ®LAURETR INC. LOCATION MAP ° 3
Zo,�M ey: KDP m�excaxeeu suvuEroxs co"s,6orn°xnwa CULVERT CROSSING REPAIRS - PHASE I - - a. 17
N0. DATE ISSUE REVISION DESCRIPTION BY BY DATE
issoiJ�%soo Mrlesolxen °amm CITY PROJECT NO. 84920 Ps _ _ '"`-�-�' of
SHEETS
BiFRL- 1NAGENDA NO: 9a
STAFF REPORT
MEETING DATE: June 15, 2020
To: Honorable Mayor and City Council
Date: June 15, 2020
From: Lisa K. Goldman, City Manager — (650) 558-7243
Kathleen Kane, City Attorney — (650) 558-7204
Carol Augustine, Finance Director — (650) 558-7222
Subject: Public Hearing and Adoption of a Resolution Reducing the 2020 San Mateo
County Tourism Business Improvement District Assessments on Hotel
Businesses within the District
RECOMMENDATION
Staff recommends that the City Council hold a public hearing to consider any protests to the
reduced San Mateo County Tourism Business Improvement District (TBID) assessments; close
the public hearing and ask the City Clerk to report out any protests filed with the City; determine
whether a majority (in relation to the total number of hotel rooms in the district — 18,029 rooms)
protest has been made; and, if a majority protest has not been made, adopt a resolution reducing
the assessments for 2020.
BACKGROUND
The San Mateo County Tourism Business Improvement District (TBID) was formed in 2001 and
now has 13 participating cities throughout San Mateo County and the City of Palo Alto in Santa
Clara County. Pursuant to the authority provided by the California Streets and Highways Code
(section 36500 et seq.), the District collects assessments from the member hotel properties in the
District and uses those annual assessments to fund its successful and wide-ranging hotel -
business promotional activities. At the end of each year, the Advisory Board of the District files
with the City an annual report stating the past year's activities and accomplishments. In addition,
the Advisory Board also recommends the assessment for the coming year. In November 2019,
the City Council reviewed and approved the TBID Advisory Board's annual report for 2019. In
December 2019, the City Council held a public hearing and approved the assessments for the
2020 calendar year.
DISCUSSION
As a result of the COVID-19 public health emergency, and with 21% of members' room inventory
closed, TBID staff approached the City about modifying the assessments it charges its member
hotel properties. The proposed modifications for calendar year 2020 are:
Q1 - no change
1
SMC Tourism Business Improvement District Modified Assessments June 15, 2020
Q2 - assessment suspended for all hotel partners
Q3 - assessment reduced 50%
Q4 - assessment reduced 50%
In order to make these modifications, the Burlingame City Council adopted an urgency ordinance
on May 18, 2020, to suspend penalties and interest for current assessments. The Council also
adopted a resolution to establish a public hearing date of June 15, 2020, to reduce the 2020
annual assessments for the San Mateo County Tourism Business Improvement District as
described above. Notices of the public hearing and the proposed reduced assessments were
provided to the cities and members of the District by the District staff.
At the public hearing, the City Council should determine if a majority protest has been made and,
if not, adopt the resolution to approve the reduction of the 2020 assessments.
FISCAL IMPACT
Assessment revenues provide funding for operations and activities of the San Mateo County
Tourism Business Improvement District. The City's annual fee for the billing and collection
activities performed on behalf of the District (other than those activities pertaining to Burlingame
hotels) is $9,300. Other than the administrative fee revenue, there is no impact to the City's
budget.
Exhibits:
• Resolution
• Letter to Hotel Partners from John Hutar
2
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME REDUCING
ASSESSMENTS FOR THE SAN MATEO COUNTY TOURISM BUSINESS IMPROVEMENT
DISTRICT FOR THE YEAR 2020
WHEREAS, pursuant to California Streets and Highways Code Section 36500 et seq.,
the San Mateo County Tourism Business Improvement District ("District" herein) has been
established for the purpose of promoting tourism in the District; and
WHEREAS, on November 4, 2019, the City Council approved the District report and
adopted a resolution of intention declaring its intent to impose assessments for the calendar
year 2020 and setting and noticing a public hearing about the proposed assessments for
December 2, 2019; and
WHEREAS, pursuant to the Streets & Highways Code, a public hearing on the proposed
assessments was duly held on December 2, 2019, at 7:00 p.m. before the City Council of the
City of Burlingame, at the Council Chambers at 501 Primrose Road, Burlingame; and
WHEREAS, pursuant to the provisions of the Streets and Highways Code, the City
Council determined at the conclusion of the public hearing that a majority protest had not been
made as to the proposed assessments or as to any proposed program or activity for the District;
and
WHEREAS, in light of the COVID-19 public health emergency and the severe decline in
tourism, the District Advisory Board has decided to reduce the assessments for calendar year
2020; and
WHEREAS, on May 18, 2020, the City Council adopted an urgency ordinance to
suspend penalties and interest for current assessments; and
WHEREAS, the City Council also adopted a resolution to establish a public hearing date
of June 15, 2020, to consider the reduction of the 2020 annual assessments for the San Mateo
County Tourism Business Improvement District; and
WHEREAS, notices of the public hearing and the proposed reduced assessments were
provided to the cities and members of the District by the District staff; and
WHEREAS, the City Council determined at the conclusion of the June 15 public hearing
that a majority protest had not been made as to the proposed reduced assessments.
NOW, THEREFORE, the City Council of the City of Burlingame resolves,
determines, and finds as follows:
The assessments for calendar year 2020 will be reduced as follows:
• Quarter 1: no change
• Quarter 2: 100% reduction
• Quarter 3: 50% reduction
• Quarter 4: 50% reduction
Emily Beach, 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 on the 15th day of June,
2020, and was adopted thereafter by the following vote:
AYES:
Councilmembers:
NOES:
Councilmembers:
ABSENT:
Councilmembers:
Meaghan Hassel -Shearer, City Clerk
SAN MATEO COUNTY
SILICON VALLEY
The best of the
San Francisco Bay Area
May 22, 2020
Dear Hotel Partners,
Convention and Visitors Bureau
111 Anza Boulevard, Suite 410, Burlingame, CA 94010
650-348-7600 - 1-800-288-4748
Fax 650-348-7687
www.visitsmcsv.com
In a follow-up to our April 20, 2020 communication, the Bureau has continued to take steps to help you during this
unprecedented time. At its May 18, 2020 meeting, the Burlingame City Council (as lead agency of the TBID)
reviewed our formal request to adjust TBID assessments for April -December 2020 as follows:
• Waive assessments for April, May and June 2020
• Reduce July -December 2020 assessments by 50%
By waiving the fee for all hotels in Q2, the playing field is leveled between those properties who suspended
operation and those who continued to operate but are experiencing depressed occupancies. Waiving the fee by
50% for the second half of the year gives all properties time for their occupancy levels to stabilize. By continuing to
charge the recommended amount per room night (.15/.25/.50/1.00 per room night), hotels should be in a strong
position to meet their TBID commitments. We continue to recommend that hotels operating during Q2 continue
charging the assessment fee.
A public hearing on the requested 2020 TBID assessment reductions will be held Monday, June 15, 2020 at a
virtual Burlingame City Council meeting. Kindly refer to the attached Public Hearing Notice for additional
information.
During the current Shelter order, the Bureau has had to change the way it does business. To compensate for the
50% reduction in income, three staff positions were eliminated; remaining staff agreed to a 20% reduction in pay;
and all non -essential expenses have been eliminated. Our sales team continues to communicate regularly with
meeting and convention planners to keep our region top of mind when travel returns. We have significantly
increased our reach via social media blogs and Instagram Live sessions in an effort to keep our destination top of
mind. The Bureau has engaged in dialogue at all levels of government and arranged several town hall discussions
with elected officials, educating them on the economic importance of tourism and the devastating effects the crisis
has had on our industry. We also took the lead in forming a Sanitation Committee which has focused on creating
cleaning and sanitation protocols to restore visitor confidence when travel resumes. Our highly regarded Mixers
have been replaced with educational Zoom webinars addressing the most relevant topics of the day. A summary of
our work is attached for your review. We welcome your comments and input as we continue to move forward
towards reopening the travel sector.
I certainly hope the days ahead will continue to bring us more positive news. Your support through this difficult
period has been very much appreciated. Please do not hesitate to reach back at john@visitsmcsv.com if I can
answer any questions or concerns.
Sincerely,
John M. Hutar
President & CEO
Enclosure
NOTICE OF PUBLIC HEARING
CONSIDERATION OF PROPOSED REDUCED
ASSESSMENTS FOR THE SAN MATEO COUNTY TOURISM
BUSINESS IMPROVEMENT DISTRICT FOR 2020 AND
DETERMINATION OF MAJORITY PROTEST
PLEASE TAKE NOTICE that on Monday, June 15, 2020, at 7:00 p.m., City Council of the City
of Burlingame (as lead agency) will conduct a public hearing to consider the following:
1. The adoption of a Resolution imposing proposed reduced assessments on the hotel
businesses in the San Mateo County Tourism Business Improvement District for 2020,
the amounts of those assessments and the method and basis of levying the assessments.
2. Any and all written protests against said assessments.
3. Whether there are written protests to the proposed reduced assessments by owners of hotel
businesses within the San Mateo County Tourism Business Improvement District totaling
fifty percent (50%) or more of all the assessments on hotel businesses within the District.
The public hearing on the proposed reductions in assessments for the year 2020 is set for
Monday, June 15, 2020, at 7:00 p.m. before the City Council of the City of Burlingame. Such
hearing shall occur via a virtual meeting as permitted under the State emergency executive
orders, the instructions and log -on for which shall be published at www.burlingame.org. At
the public hearing, the City Council will receive testimony and evidence; and interested persons
may submit written comments before or at the public hearing via email at
publiccomment(aburlin ag me.org, or they may be sent by mail or delivered to the City Clerk, 501
Primrose Road, Burlingame, CA 94010. See the Resolution of Intention for information on how
protests are made and what effect protests have.
Oral or written protests may be made at the hearing. To count in a majority protest against the
proposed reduced assessments for the 2020 year, a protest must be in writing and submitted to
the City Clerk at or before the close of the public hearing on June 15, 2020.
Further information regarding the proposed assessments and procedures for filing a written
protest may be obtained from the City Clerk, City Hall, 501 Primrose Road, Burlingame,
California, phone 650-558-7203.
DocuSign Envelope ID: 064D8B47-A7E9-484A-932F-546FE377FB71
RESOLUTION NO. 060-2020
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME DECLARING ITS
INTENTION TO REDUCE ASSESSMENTS FOR THE SAN MATEO COUNTY TOURISM
BUSINESS IMPROVEMENT DISTRICT AND APPROVING DISTRICT PROGRAMS AND
ACTIVITIES FOR THE YEAR 2020
WHEREAS, pursuant to California Streets and Highways Code Section 36500 et seq.,
the San Mateo County Tourism Business Improvement District ("District" herein) has been
established for the purpose of promoting tourism in the District; and
WHEREAS, the District Advisory Board requested the Burlingame City Council to
establish calendar year 2020 assessments for the District; and
WHEREAS, on November 4, 2019, the City Council approved the District report and
adopted a resolution of intention declaring its intent to impose assessments for the calendar
year 2020 and setting and noticing a public hearing about the proposed assessments for
December 2, 2019; and
WHEREAS, notices were provided to the hotel businesses within the District as required
by law; and
WHEREAS, pursuant to the Streets & Highways Code, a public hearing on the proposed
assessments was duly held on December 2, 2019, at 7:00 p.m. before the City Council of the
City of Burlingame, at the Council Chambers at 501 Primrose Road, Burlingame; and
WHEREAS, pursuant to the provisions of the Streets and Highways Code, the City
Council determined at the conclusion of the public hearing that a majority protest had not been
made as to the proposed assessments or as to any proposed program or activity for the District
and adopted the 2020 assessments proposed by the Board; and
WHEREAS, the City has administered the 2020 assessments according to the adopted
schedule from December 2019; and
WHEREAS, in light of the COVID-19 public health emergency, and its impacts on the
local hotel industry, the District Advisory Board has decided to reduce the assessments for
calendar year 2020.
NOW, THEREFORE, the City Council of the City of Burlingame does hereby
resolve, determine, and find as follows:
1. It is proposed that the assessments for calendar year 2020 shall be as provided in
the approved schedule, except that such assessments will be reduced as follows:
• Quarter 1: no change
DocuSign Envelope ID: 064D8B47-A7E9-484A-932F-546FE377FB71
• Quarter 2: 100% reduction
• Quarter 3: 50% reduction
• Quarter 4: 50% reduction
These changes shall be evaluated at the public hearing provided for in this
resolution.
2. A public hearing on the proposed reductions in assessments for the year 2020 is
hereby set for June 15 at 7:00 p.m., before the City Council of the City of
Burlingame. Such hearing shall occur via a virtual meeting as permitted under the
State emergency executive orders, the logon for which shall be published
at www.burlingame.org. At the public hearing, the City Council will receive testimony
and evidence; and interested persons may submit written comments before or at the
public hearing via email at publiccomment@burlingame.org, or they may be sent by
mail or delivered to the City Clerk, 501 Primrose Road, Burlingame, CA 94010.
3. Oral or written protests may be made at the hearing. To count in a majority protest
against the proposed assessment for the 2020 year, a protest must be in writing and
submitted to the City Clerk at or before the close of the public hearing on June 15,
2020. For purposes of this section, "written" protests include those conveyed by
email. A written protest may be withdrawn in writing at any time before the
conclusion of that public hearing. Each written protest shall identify the hotel and its
address. If the person signing the protest is not shown on the official records of the
City of Burlingame as the owner of the hotel, then the protest shall contain or be
accompanied by written evidence that the person is the owner of the hotel. Any
written protest as to the regularity or sufficiency of the proceeding shall be in writing
and clearly state the irregularity or defect to which objection is made.
4. If at the conclusion of the public hearing, there are of record written protests by the
owners of hotels within the District which will pay fifty percent (50%) or more of the
total assessments of the entire District, as to the proposed reductions in
assessments for the 2020 year, no reduction in assessment for the 2020 year shall
occur.
5. Further information regarding the proposed assessments and procedures for filing a
written protest may be obtained from the City Clerk, City Hall, 501 Primrose Road,
Burlingame, California, phone 650-558-7203.
6. The City Clerk is instructed to provide notice of the public hearing by publishing this
Resolution in a newspaper of General circulation in the City of Burlingame in
accordance with the requirements of the Government and Streets & Highways
Codes and mailing in accordance with those requirements and Ordinance No. 1648
and 1678.
DocuSign Envelope ID: 064D8B47-A7E9-484A-932F-546FE377FB71
OacuSigned by:
�OBSC125928D48D...
Emily Beach, 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 on the 18th day of May,
2020, and was adopted thereafter by the following vote:
AYES: Councilmembers: BEACH, BROWNRIGG, COLSON, O'BRIEN KEIGHRAN,
ORTIZ
NOES: Councilmembers: NONE
ABSENT: Councilmembers: NONE
D"oouSigned by,
86484C30UE7449...
Meaghan Hassel -Shearer, City Clerk
DRAFT FOR JULY-DECEMBER 2020
MODIFIED SAN MATEO COUNTY TOURISM BUSINESS IMPROVEMENT DISTRICT
ASSESSMENT FORMULA CHART FOR JULY-DECEMBER 2020
CATEGORY
ZONE A - MONTHLY ASSESSMENT FOR JULY-DECEMBER 2020
ZONE B - MONTHLY ASSESSMENT FOR JULY-DECEMBER 2020
ZONE C - MONTHLY ASSESSMENT FOR JULY-DECEMBER 2020
Hotel with full service
$360 per sleeping room x 34.75% x (Modified District months Jul -Dec 20201
$360 per sleeping room x 27.5% x
(Modified District months Jul -Dec 20201
$360 per sleeping
room x 34% x (Modified District months Jul -Dec 20201
and more than 20 sleeping
12
12
12
rooms
Hotel with limited service
$180 per sleeping room x 30% x
(Modified District months Jul -Dec 20201
$180 per sleeping room x 20% x
(Modified District months Jul -Dec 20201
$180 per sleeping
room x 30% x (Modified District months Jul -Dec 20201
and 1,000 square
12
12
12
feet or more of meeting space,
and more than 20 sleeping
rooms
Hotel with limited service
$90 per sleeping room x 30% x (Modified
District months Jul -Dec 20201
$90 per sleeping room x 20% x (Modified
District months Jul -Dec 2020A
$90 per sleeping
room x 30% x (Modified District months Jul -Dec 2020)
and some meeting space
12
12
12
but less than 1,000 square
feet, and more than 20
sleeping rooms
Hotel with standard service
$54 per sleeping room x 30% x (Modified
District months Jul -Dec 20201
$54 per sleeping room x 20% x (Modified
District months Jul -Dec 20201
$54 per sleeping
room x 30% x (Modified District months Jul -Dec 20201
and more than 20 sleeping
12
12
12
rooms
Hotel with full service,
$54 per sleeping room x 15% x (Modified
District months Jul -Dec 20201
$54 per sleeping room x 12.5% x
(Modified District months Jul -Dec 20201
$54 per sleeping
room x 15% x (Modified District months Jul -Dec 20201
limited service, or standard
12
12
12
service, and 20 sleeping
rooms or less
ZONE A - Includes all cities in the District except coastal cities and Palo Alto.
ZONE B - Includes Half Moon Bay, Pacifica and most additional unincorporated areas.
ZONE C - Palo Alto
1 of 6 ** MODIFIED SAN MATEO COUNTY TOURISM BUSINESS IMPROVEMENT DISTRICT ASSESSMENTS (ALL ZONES) POST COVID-19** DRAFT for July -Dec 2020
Burlingame
Name of Property
Zone
Category/Assessment
# Rooms
Monthly Assessment
July -December 2020
Bay Landing
A
$ 90.00
130
$ 292.50
Crowne Plaza SFO
A
$ 360.00
309
$ 3,221.33
DoubleTree by Hilton SFO
A
$ 360.00
395
$ 4,117.88
Embassy Suites SFO - Waterfront
A
$ 360.00
340
$ 3,544.50
Hampton Inn & Suites
A
$ 54.00
77
$ 103.95
Hilton Garden Inn
A
$ 180.00
132
$ 594.00
Hilton SF Airport Bayfront
A
$ 360.00
400
$ 4,170.00
Holiday Inn Express SFO South
A
$ 90.00
146
$ 328.50
Hyatt Regency SFO
A
$ 360.00
789
$ 8,225.33
Red Roof Plus+
A
$ 54.00
213
$ 287.55
SFO Marriott Waterfront
A
$ 360.00
688
$ 7,172.40
Vagabond Inn Executive
A
$ 54.00
90
$ 121.50
IL
Room Total
3709
E
San Mateo
Name of Property
Zone
Category/Assessment
# Rooms
Monthly Assessment
July -December 2020
Americas Best Value Inn
A
$ 54.00
53
$ 71.55
Best Western Coyote Point
A
$ 54.00
99
$ 133.65
The Catrina Hotel
A
$ 54.00
57
$ 76.95
Extended Stay America
A
$ 54.00
136
$ 183.60
Hillsdale Inn
A
$ 54.00
90
$ 121.50
Hilton Garden Inn
A
$ 180.00
156
$ 702.00
Holiday Inn & Suites
A
$ 360.00
110
$ 1,146.75
Residence Inn
A
$ 54.00
160
$ 216.00
San Mateo Marriott
A
$ 360.00
476
$ 4,962.30
San Mateo SFO Airport Hotel
A
$ 54.00
110
$ 148.50
Stone Villa Inn
A
$ 90.00
45
$ 101.25
Name of Property
Room Total
Category/Assessment
1492
Zone
# Rooms
Monthly Assessment
July -December 2020
South San Francisco
AC Hotel SFO/Oyster Point Waterfront
A
$ 360.00
187
$ 1,949.48
Airport Inn
A
$ 54.00
34
$ 45.90
All Seasons Lodge
A
$ 54.00
13
$ 8.78
Americana Inn Motel
A
$ 54.00
17
$ 11.48
Americas Best Value Inn SFO
A
$ 54.00
21
$ 28.35
Best Western Plus Grosvenor Hotel
A
$ 360.00
206
$ 2,147.55
Comfort Inn & Suites SFO
A
$ 54.00
166
$ 224.10
Courtyard Oyster Point
A
$ 180.00
197
$ 886.50
Days Inn
A
I $ 54.00
1 25
$ 33.75
2 of 6 ** MODIFIED SAN MATEO COUNTY TOURISM BUSINESS IMPROVEMENT DISTRICT ASSESSMENTS (ALL ZONES) POST COVID-19** DRAFT for July -Dec 2020
Deluxe Inn
A
$ 54.00
20
$ 13.50
Embassy Suites SFO
Four Points by Sheraton
A
$ 360.00
312
101
$ 3,252.60
$ 136.35
A
$ 54.00
Hampton Inn
A
$ 54.00
100
$ 135.00
Hilton Garden Inn SFO North
A
$ 180.00
169
$ 760.50
Holiday Inn Express & Suites
A
$ 54.00
87
$ 117.45
Holiday Inn SF Int'I Airport
A
$ 360.00
224
$ 2,335.20
Home2 Suites by Hilton SFO North
A
$ 180.00
155
$ 697.50
Hotel Focus SFO
A
$ 54.00
117
$ 157.95
Hotel Nova SFO by Fairbridge
A
$ 54.00
45
$ 60.75
Hotel V
A
$ 54.00
51
$ 68.85
La Quinta Inn & Suites
A
$ 54.00
171
$ 230.85
Larkspur Landing
A
$ 90.00
111
$ 249.75
Park Pointe Hotel
A
$ 180.00
175
$ 787.50
Ramada Limited Suites
A
$ 54.00
45
$ 60.75
Residence Inn Oyster Point
A
$ 90.00
152
$ 342.00
Royal Inn
A
$ 54.00
17
$ 11.48
Travelers Inn
A
$ 54.00
20
$ 13.50
Travelodge SFO North
A
$ 54.00
199
$ 268.65
Room Total
3137
Millbrae
Name of Property
Zone
Category/Assessment
# Rooms
Monthly Assessment
July -December 2020
Aloft SFO
A
$ 90.00
298
$ 670.50
The Dylan Hotel at SFO
A
$ 54.00
58
$ 78.30
El Rancho Inn, Best Western Signature Collection
A
$ 54.00
219
$ 295.65
La Quinta Inn & Suites SFO
A
$ 54.00
100
$ 135.00
Marriott Fairfield Inn & Suites SFO
A
$ 54.00
80
$ 108.00
Millwood Inn & Suites
A
$ 54.00
34
$ 45.90
The Westin S.F. Airport
A
$ 360.00
418
$ 4,357.65
Room Total
1207
Monthly Assessment
July -December 2020
Foster City
Name of Property
Zone
Category/Assessment
# Rooms
Crowne Plaza Foster City -San Mateo
A
$ 360.00
356
$ 3,711.30
Courtyard San Mateo -Foster City
A
$ 180.00
147
$ 661.50
TownePlace Suites San Mateo -Foster City
A
$ 54.00
121
$ 163.35
Room Total
1 624
3 of 6 ** MODIFIED SAN MATEO COUNTY TOURISM BUSINESS IMPROVEMENT DISTRICT ASSESSMENTS (ALL ZONES) POST COVID-19** DRAFT for July -Dec 2020
Half Moon Bay
Name of Property
Zone
Category/Assessment
# Rooms
Monthly Assessment
July -December 2020
Beach House Hotel
B
$ 180.00
54
$ 162.00
Best Western Plus Cameron's Inn
B
$ 90.00
46
$ 69.00
Coastside Inn
B
$ 54.00
52
$ 46.80
Half Moon Bay Inn
B
$ 54.00
15
$ 8.44
Half Moon Bay Lodge
B
$ 180.00
81
$ 243.00
Mill Rose Inn
B
$ 54.00
6
$ 3.38
The Miramar Inn & Suites
B
$ 54.00
27
$ 24.30
Nantucket Whale Inn
B
$ 54.00
7
$ 3.94
Quality Inn
B
$ 90.00
54
$ 81.00
The Ritz -Carlton
B
$ 360.00
261
$ 2,153.25
San Benito House
B
$ 54.00
12
$ 6.75
Zaballa House Bed & Breakfast
B
$ 54.00
16
$ 9.00
Name of Property
Zone
Room Total
MEN
Category/Assessment
631
Monthly Assessment
July -December 2020
Unincorporated SMC
IN
# Rooms
Atherton Inn
B
$ 54.00
5
$ 2.81
Best Western Plus Executive Suites
B
$ 54.00
29
$ 26.10
Canyon Ranch Wellness Retreat
B
$ 360.00
38
$ 313.50
Costanoa
B
$ 90.00
172
$ 258.00
Cypress Inn on Miramar Beach
B
$ 54.00
18
$ 10.13
Grand Hyatt at SFO
A
$ 360.00
351
$ 3,659.18
Harbor View Inn
B
$ 54.00
17
$ 9.56
Inn at Mavericks
B
$ 54.00
6
$ 3.38
Inn Suites at Oceano
B
$ 54.00
11
$ 6.19
Ocean View Inn
B
$ 54.00
9
$ 5.06
The Oceanfront Hotel
B
$ 54.00
8
$ 4.50
Oceano Hotel & Spa
B
$ 360.00
95
$ 783.75
Pacific Victorian Bed & Breakfast
B
$ 54.00
3
$ 1.69
Pescadero Creek Inn
B
$ 54.00
4
$ 2.25
Seal Cove Inn
B
$ 54.00
10
$ 5.63
Room Total
776
4 of 6 ** MODIFIED SAN MATEO COUNTY TOURISM BUSINESS IMPROVEMENT DISTRICT ASSESSMENTS (ALL ZONES) POST COVID-19** DRAFT for July -Dec 2020
Redwood City
Name of Property
Zone
Category/Assessment
# Rooms
Monthly Assessment
July -December 2020
Atherton Park Inn & Suites
A
$ 54.00
38
$ 51.30
Best Western Inn
A
$ 54.00
26
$ 35.10
Budget Inn
A
$ 54.00
40
$ 54.00
Capri Motel
A
$ 54.00
50
$ 67.50
Comfort Inn
A
$ 54.00
52
$ 70.20
Courtyard Redwood City
A
$ 180.00
177
$ 796.50
Days Inn
A
$ 54.00
68
$ 91.80
Deluxe Inn
A
$ 54.00
27
$ 36.45
Garden Motel
A
$ 54.00
17
$ 11.48
Good Nite Inn
A
$ 54.00
123
$ 166.05
Holiday Inn Express RWC Central
A
$ 54.00
61
$ 82.35
Pacific Euro Hotel
A
$ 54.00
55
$ 74.25
Pacific Inn
A
$ 54.00
75
$ 101.25
Pullman San Francisco Bay
A
$ 360.00
421
$ 4,388.93
Redwood Creek Inn
A
$ 54.00
38
$ 51.30
Redwood Motor Court
A
$ 54.00
12
$ 8.10
Sequoia Inn
A
$ 54.00
22
$ 29.70
TownePlace Suites Redwood Shores
A
$ 54.00
95
$ 128.25
Name of Property
Zone
Room Total
Category/Assessment
1397
Monthly Assessment
July -December 2020
# Rooms
San Bruno
Bayhill Inn
A
$ 54.00
24
$ 32.40
Comfort Inn & Suites
A
$ 54.00
29
$ 39.15
Courtyard by Marriott
A
$ 180.00
147
$ 661.50
Gateway Inn & Suites
A
$ 54.00
31
$ 41.85
Hotel1550
A
$ 54.00
48
$ 64.80
Hotel Aura SFO
A
$ 54.00
49
$ 66.15
Ramada Limited
A
$ 54.00
61
$ 82.35
Regency Inn
A
$ 54.00
31
$ 41.85
Ritz Inn
A
$ 54.00
23
$ 31.05
Staybridge Suites
A
$ 180.00
92
$ 414.00
Super 8
A
$ 54.00
54
$ 72.90
Villa Montes Hotel
A
$ 90.00
41
$ 92.25
Room Total
1 630
5 of 6 ** MODIFIED SAN MATEO COUNTY TOURISM BUSINESS IMPROVEMENT DISTRICT ASSESSMENTS (ALL ZONES) POST COVID-19** DRAFT for July -Dec 2020
Belmont
Name of Property
Zone
Category/Assessment
# Rooms
Monthly Assessment
July -December 2020
Bel Mateo Motel
A
$ 54.00
23
$ 31.05
Belmont Palms
A
$ 54.00
14
$ 9.45
Extended Stay America
A
$ 54.00
108
$ 145.80
Holiday Inn Express & Suites
A
$ 90.00
82
$ 184.50
Homewood Suites by Hilton
A
$ 90.00
96
$ 216.00
Hotel Belmont
A
$ 54.00
16
$ 10.80
Hyatt House
A
$ 90.00
132
$ 297.00
Motel
A
$ 54.00
273
$ 368.55
Silicon Valley Inn
A
$ 54.00
23
$ 31.05
SpringHill Suites Belmont
A
$ 90.00
168
$ 378.00
Name of Property
Room Total
935
San Carlos
Zone
Category/Assessment
# Rooms
Monthly Assessment
July -December 2020
Americas Best Value Inn
A
$ 54.00
32
$ 43.20
Country Inn & Suites
A
$ 54.00
50
$ 67.50
Extended Stay America
A
$ 90.00
116
$ 261.00
Fairfield Inn & Suites
A
$ 54.00
112
$ 151.20
LiA Hotel
A
$ 54.00
35
$ 47.25
Residence Inn
A
$ 90.00
204
$ 459.00
San Carlos Inn
A
$ 54.00
10
$ 6.75
Room Total
559
Name of Property
Zone
Category/Assessment
# Rooms
Monthly Assessment
July -December 2020
East Palo Alto
Four Seasons Silicon Valley
Name of Property
A
Zone
$ 360.00
Category/Assessment
200
# Rooms
$ 2,085.00
Palo Alto
Monthly Assessment
July -December 2020
Americas Best Value Sky Ranch Inn
C
$ 54.00
29
$ 39.15
Berbeda Place
C
$ 54.00
18
$ 12.15
Cardinal Hotel Palo Alto
C
$ 54.00
60
$ 81.00
The Clement Hotel
C
$ 54.00
23
$ 31.05
Comfort Inn Stanford
C
$ 54.00
70
$ 94.50
Coronet Motel
C
$ 54.00
21
$ 28.35
Country Inn Motel
C
$ 54.00
27
$ 36.45
Cowper Inn
C
$ 54.00
14
$ 9.45
Creekside Inn
C
$ 180.00
136
$ 612.00
Crowne Plaza Palo Alto
C
$ 360.00
195
$ 1,989.00
Dinah's Garden Hotel
C
$ 360.00
129
$ 1,315.80
6 of 6 ** MODIFIED SAN MATEO COUNTY TOURISM BUSINESS IMPROVEMENT DISTRICT ASSESSMENTS (ALL ZONES) POST COVID-19** DRAFT for July -Dec 2020
Garden Court Hotel
C
$ 360.00
62
$ 632.40
Glass Slipper Inn
C
$ 54.00
$ 180.00
25
$ 33.75
Hilton Garden Inn Palo Alto
C
174
$ 783.00
Homewood Suites by Hilton Palo Alto
C
$ 90.00
138
$ 310.50
Hotel Keen
C
$ 54.00
42
$ 56.70
Hotel Parmani
C
$ 54.00
36
$ 48.60
Oak Motel Palo Alto
C
$ 54.00
42
$ 56.70
The Nest Palo Alto
C
$ 54.00
54
$ 72.90
Nobu Hotel Palo Alto
C
$ 360.00
73
$ 744.60
The Palo Alto Inn
C
$ 54.00
23
$ 31.05
Sheraton Palo Alto
C
$ 360.00
355
$ 3,621.00
Stanford Motor Inn
C
$ 54.00
37
$ 49.95
Stanford Terrace Inn
C
$ 90.00
80
$ 180.00
Travelodge Palo Alto Silicon Valley
C
$ 54.00
29
$ 39.15
The Westin Palo Alto
C
$ 360.00
184
$ 1,876.80
The Zen Hotel
C
$ 54.00
Room Total
Category/Assessment
37
$ 49.95
Name of Property
Zone
2113
# Rooms
Monthly Assessment
July -December 2020
Pacifica
Americas Best Value Inn
B
$ 54.00
25
$ 22.50
The Anchor Inn
B
$ 54.00
4
$ 2.25
Holiday Inn Express
B
$ 54.00
38
$ 34.20
Inn at Rockaway
B
$ 54.00
44
$ 39.60
Lighthouse Hotel
B
$ 180.00
97
$ 291.00
Pacifica Beach Hotel
B
$ 90.00
52
$ 78.00
Sea Breeze Motel
B
$ 54.00
20
$ 11.25
Name of Property
Room Total
Category/Assessment
280
Zone
# Rooms
Monthly Assessment
July -December 2020
Brisbane
DoubleTree by Hilton SFO North
A
$ 360.00
210
$ 2,189.25
Homewood Suites by Hilton SFO North
A
$ 90.00
177
$ 398.25
Room Total
1 387
BUR- INGAME AGENDA NO: 9b
STAFF REPORT
MEETING DATE: June 15, 2020
To: Honorable Mayor and City Council
Date: June 15, 2020
From: Sigalle Michael, Sustainability Coordinator — (650) 558-7261
Subject: Public Hearing to Consider Proposed Amendments to the Burlingame
Municipal Code to Allow for a Building Electrification Reach Code
RECOMMENDATION
Staff recommends that the City Council consider proposed amendments to the Burlingame
Municipal Code regarding an electrification reach code. In order to do so, the City Council should:
1. Receive the staff report and ask any questions of staff.
2. Request the City Clerk to read the title of the proposed ordinance.
3. By motion, waive further reading and introduce the proposed ordinance.
4. Conduct a public hearing on the proposed ordinance.
5. Following closure of the public hearing, discuss the proposed ordinance and provide any
direction to staff; if no changes are requested, direct staff to bring it back for adoption and ask the
City Clerk to publish a summary of the ordinance at least five days before proposed adoption.
If Council so directs, the ordinance, along with a resolution addressing compliance with the
California Environmental Quality Act (CEQA), will be presented for adoption at the July 6, 2020
meeting.
BACKGROUND
Reach codes are local building code amendments that go beyond the State's requirements for
energy efficiency and green building standards. Local governments adopt reach codes to
increase energy efficiency, reduce greenhouse gas (GHG) emissions, and meet climate action
goals. Electrification reach codes that encourage new developments to reduce or eliminate
natural gas in new construction have gained momentum over the past year as a way to address
greenhouse gas emissions from buildings.
Natural gas usage in buildings represents one of the largest sources of GHG emissions for local
municipalities, usually second to transportation, and California is taking significant action to
eliminate GHG emissions from buildings. In 2018, California adopted SB 100 mandating that all
1
Building Electrification Reach Code June 15, 2020
electrical generation in California be carbon free by 2045; Executive Order B-55-18 calls for
California to be carbon neutral by 2045. These ambitious targets spurred efforts on the local level
for cleaner electricity and a move away from fossil fuels. Local community choice aggregation
programs, like Peninsula Clean Energy (PCE) in San Mateo County, have accelerated the use of
renewable energy in the electrical grid. PCE is on the path to 100% greenhouse gas -free
electricity for San Mateo County by 2021. This means that greenhouse gas emissions from
electricity will be essentially zeroed out, leaving natural gas as the largest, and single, source of
greenhouse gas emissions in buildings.
Building electrification means that buildings use electric appliances for space heating, water
heating, clothes drying, and cooking. All -electric construction significantly reduces the carbon
footprint of a building when electricity is sourced from 100% renewable and carbon -free sources,
like with PCE. Research has shown that transitioning to efficient electric appliances is the most
effective way to reduce GHG emissions in homes and buildings.' Also, using electricity for
cooking and avoiding burning natural gas indoors has been associated with improved indoor air
quality and health benefits.2
PCE, with the support of the San Mateo County Office of Sustainability and Silicon Valley Clean
Energy, is encouraging local jurisdictions to adopt reach codes that: 1) eliminate or limit the use
of natural gas for space heating, water heating, and cooking; 2) require solar energy systems;
and 3) ensure electric vehicle (EV) charging equipment is installed in new developments. To
facilitate the adoption of reach codes, PCE prepared a couple of model reach code approaches
for cities to use. The model reach codes are based on reach code cost-effectiveness studies
prepared by the California Statewide Codes and Standards Program and TRC, a consultant to
PCE. To date, 173 jurisdictions in San Mateo and Santa Clara counties have adopted a form of
reach codes, including Brisbane, Campbell, Cupertino, Los Altos Hills, Los Gatos, Menlo Park,
Milpitas, Morgan Hill, Mountain View, Pacifica, Palo Alto, San Mateo, San Jose, Saratoga, and
the County of San Mateo.
DISCUSSION
Prior to tonight's agenda item, the City Council held two study sessions (November 14, 2019 and
February 18, 2020) to discuss a building electrification reach code. Staff also hosted two
stakeholder meetings with local developers (November 21, 2019 and January 8, 2020) that were
attended by three developers representing single family, multi -family, and commercial
construction. Staff discussed the reach code at two Citizen's Environmental Council of
Burlingame (CEC) meetings (January 8 and April 8, 2020), and the CEC hosted a local public
workshop on building electrification. The general public may be growing more aware of reach
codes as building electrification is considered by cities nationwide, and the San Mateo Daily
1 Building Decarbinazion Coalition, htlp://www.buildin�zdecarb.ore/resources/a-roadmap-to-decarbonize-califomias-
buildines
2 httas://www.theeuardian.com/environment/2020/mav/05/eas-stoves-air-pollution-environment
3 The cities of San Carlos and Monte Serene, each adopted a weaker version of a reach code that only requires
prewiring codes.
2
Building Electrification Reach Code June 15, 2020
Journal and other media outlets have reported on building electrification multiple times over the
last months.
Staff has collected and considered the comments and feedback provided on the reach code since
the first study session in November 2019. Many of the common questions were compiled and
answered in the attached Frequently Asked Questions factsheet. During the reach code study
session on February 18, there was consensus from three Councilmembers to bring back an
ordinance that includes an all -electric approach for new construction with some limited
exceptions.
With that direction in mind, staff has prepared the proposed reach code ordinance based on the
direction provided at the study session, coupled with the PCE/Menlo Park approach model reach
code. The attached ordinance is based on the PCE/Menlo Park, with additions (shown
in underline) and deletions (indicated with strikethFeughs) specific to Burlingame.
The primary purpose of the proposed reach code is to accelerate the reduction of GHG emissions
in the community by limiting the use of natural gas through building electrification; growing the
use of solar as a local renewable energy source; and installing EV infrastructure to support the
state's transition to zero emission vehicles. The proposed reach code would implement several
measures from the City's Climate Action Plan (CAP); adoption and implementation of the reach
code is estimated to reduce about an additional 3,500 tons of GHG emissions by 2030.
Based on direction from the City Council study sessions, staff recommends the following
provisions for the proposed reach code ordinance:
1. Building Electrification: All newly constructed buildings, including single family
residences, multi -family buildings, and commercial buildings, shall meet all -electric
building requirements. All -electric is defined as a building that has no natural gas or
propane plumbing installed within the building, and that uses electricity as the source of
energy for its space heating, water heating (including pools and spas), cooking
appliances, and clothes dryer appliances. All electric buildings may include solar thermal
pool heating. This provision also applies to substantial remodels of single family homes
where more than 50% of the valuation of the existing structure is being remodeled,
provided the remodel also includes a new kitchen and new heating, cooling, and
ventilation systems. The proposed ordinance allows for some exceptions:
a. Projects that have not been submitted to the Planning Division or those that
received entitlements prior to the ordinance effective date are not required to meet
the all -electric requirements but should comply with the pre -wiring provision.
b. If an applicant establishes that there is not an all -electric compliance pathway for
the building under the Energy Code, or that all -electric is infeasible for the project
due to outstanding circumstances (such as flood hazard for on -ground
transformers), the applicant may submit a request to the Chief Building Official to
use natural gas.
3
Building Electrification Reach Code June 15, 2020
c. Non-residential kitchens (such as restaurants and cafeterias) may submit a
request to the Chief Building Official to use natural gas cooking applicances;
d. For all exceptions granted, natural gas appliance locations must be electrically
prewired for future electric appliance installation.
2. Solar: All newly constructed multifamily and commercial buildings shall meet the following
solar requirements.
a. Minimum of 3 kilowatt PV system for buildings less than 10,000 sq. ft; and
b. Minimum of 5 kilowatt PV system for buildings 10,000 sq. ft. and larger.
c. New residential buildings shall meet existing building code requirements for solar.
d. Exceptions are allowable when solar is infeasible due to roof size, slope, shading,
and other limitations.
3. EV Infrastructure: All newly constructed buildings shall contain installations of EV level 2
(dryer plug, 220volt) and level 1 (standard plug) ready to charge infrastructure.
a. New one and two -unit dwellings with private garages shall install a level 2 EV
ready space, and a level 1 EV ready space if two parking spaces exist.
b. In new multifamily buildings, 10 percent of units shall have access to level 2
charging, and the remaining units to level 1 charging. A level 1 outlet may be
shared between two units. All parking spaces shall have conduit installed to
accommodate potential future level 2 charging demands.
c. In new office buildings, 10 percent of parking spaces shall have access to level 2
charging and 10 percent to level 1 charging.
d. In other new commercial buildings except offices, six percent of parking spaces
shall have access to level 2 charging and 5 percent to level 1 charging.
e. Exceptions are allowable when:
i. EV infrastructure costs exceed $4,500/parking space;
ii. Spaces are accessible only by an automated mechanical car parking
system;
iii. Dwelling units are Accessory Dwelling Units or Junior Accessory Dwelling
Units that do not have parking facilities; and
iv. The parking facility has no available commercial power supply.
f. Automated Load Management Systems may be installed to decrease electrical
services and transformers capacity associated with EV Charging Equipment
subject to review by the Chief Building Official.
Project applicants may request an exception in a letter to the Chief Building Official and include:
the reason for the exception; why an electric option is not feasible; what alternatives were
considered; and how they will best adhere to the intention of the reach code. The Chief Building
Official will be responsible for reviewing and granting exceptions.
E
Building Electrification Reach Code
June 15, 2020
Summary Table:
Building Type
Proposed Building
Solar
Proposed EV
Electrification
Infrastructure
New Single
All -electric
Existing building code
One level 2 charging and
Family
requirements
one level 1 if a second
Construction
parking space exists
New
Min. 3 kW system for
Level 2 charging for 10%
Multifamily
buildings less than 10,000
of units; and level 1 for
Construction
sq. ft; and min. 5 kW
system for buildings
90% of units
New
Offices: Level 2 charging
Commercial
10,000 sq. ft. and larger
for 10% of spaces; and
Construction
level 1 for 10% of spaces
Other Commercial: Level 2
charging for 6% of spaces;
and level 1 for 5% of
spaces
EXCEPTIONS
Non-residential kitchens
Solar infeasible due to roof
EV infrastructure costs
(restaurants)
size, slope, shading, and
exceed $4,500/space
other limitations
No all -electric compliance
Spaces accessible only by
under the Energy Code, or
automated mechanical car
infeasible due to
parking systems
outstanding circumstances
(such as flood hazard for
Accessory dwelling units or
on -ground transformers)
junior accessory dwelling
units without parking
Projects with entitlements
facilities
or have not been submitted
to the Planning
Parking facilities without
Department
available commercial
power supply.
Environmental Review
Pursuant to Title 14 of the California Administrative Code, Section 15061 (b)(3), the reach code
ordinance is exempt from the requirements of the California Environmental Quality Act (CEQA)
on the grounds that these standards are more stringent than the state energy standards, and
there are no reasonably foreseeable adverse impacts or significant effects on the environment.
The California Energy Commission adopted a Negative Declaration (ND) for the 2019 California
Energy Code (Title 24, Part 6), which analyzed the environmental impacts of the 2019 Energy
Code.
In November 2019, the California Restaurant Association sued the City of Berkeley in federal
court after the City enacted a total ban on natural gas in new construction. That case is still
5
Building Electrification Reach Code June 15, 2020
pending. Also in November 2019, two developers filed separate lawsuits in state court against
the Town of Windsor after the Town Council adopted an all -electric mandate for certain low-rise
residential development. Both lawsuits, which are still pending, argue that the Town's invocation
of CEQA exemptions was inappropriate and that the Town should have done a full environmental
review.
Of all the cities that have adopted reach codes, none have prepared a Negative Declaration (ND)
or Environmental Impact Report (EIR) under CEQA.
Next Steps
The building electrification and solar provisions of the reach code represent local amendments to
the state energy code. Therefore, should the City Council choose to adopt the proposed reach
code ordinance, staff will submit the proposed reach code to the California Buildings Standards
Commission and the California Energy Commission (CEC) for approval. Approval can take up to
60 days. Staff has been working closely with PCE to ensure that the proposed reach code and
cost-effectiveness studies meet the state standards for adopting local energy code amendments.
The reach code will become effective upon approval by the CEC, which is estimated to occur in
September 2020. Projects that have not been submitted to the Planning Division or those that
received entitlements prior to the ordinance effective date are not required to meet the all -electric
requirements but should comply with the pre -wiring provision.
If and when the reach code is adopted, staff will create and distribute outreach materials for
building professionals and property owners, including:
— A new development checklist given at the planning and building permit stages to ensure
developers are aware of the expectations.
— Updated City website information listing available trainings, case studies, and resources on
building electrification.
— Information on the website about available incentives and building industry technical
assistance programs for building electrification such as from PCE, BayREN, and PG&E.
FISCAL IMPACT
Nominal fiscal impact related to outreach and education by staff is anticipated.
Exhibits:
• Proposed Ordinance
• Reach Code Frequently Asked Questions
M
ORDINANCE NO.
AN ORDINANCE OF THE CITY OF BURLINGAME
ADOPTING AMENDMENTS TO THE MUNICIPAL CODE TO REQUIRE BUILDING
ELECTRIFICATION, SOLAR ENERGY SYSTEM, AND ELECTRIC VEHICLE
INFRASTRUCTURE ON NEWLY CONSTRUCTED BUILDINGS TO REDUCE GREENHOUSE
GAS EMISSIONS
The City Council of the City of Burlingame ordains as follows:
DIVISION 1. Factual Background
WHEREAS, consensus exists among the world's leading climate scientists that climate
change caused by greenhouse gas (GHG) emissions from human activities is among the most
significant problems facing the world today; and
WHEREAS, the City of Burlingame adopted a Climate Action Plan (CAP) that directs the
City in reducing approximately 50,000 tons of GHG emissions by the year 2030 to meet
reduction goals consistent with California's GHG targets;
WHEREAS, measures in the CAP aim to curb the use of fossil fuels, a primary
contributor to GHG emissions, in buildings and transportation; and
WHEREAS, reach codes that extend beyond the California building code are being
adopted by cities region wide to accelerate GHG reductions from new construction by limiting
the use of natural gas, increasing local solar production, and installing electric vehicle (EV)
infrastructure to charge a greater number of EV's beyond state code requirements; and
WHEREAS, Peninsula Clean Energy has provided support and technical resources to
jurisdictions to adopt a reach code including model ordinances and cost effectiveness studies;
and
WHEREAS, Burlingame's reach code ordinance is based on Peninsula Clean Energy's
model reach code ordinances for building electrification, solar, and EV infrastructure; and
WHEREAS, the assumptions for climate zones, building types, cost effectiveness, and
the provisions of the model reach code are applicable to the City of Burlingame; and
WHEREAS, for projects where circumstances warrant an exception, an administrative
exception may be granted by the Building Official; and
WHEREAS, the reach code ordinance would implement at least three measures from
the City's CAP; and
WHEREAS, the City of Burlingame wishes to adopt the reach code ordinance to
enhance building electrification, solar production, and EV infrastructure within the City as part of
Title 18 of the Municipal Code.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF BURLINGAME DOES
ORDAIN AS FOLLOWS:
DIVISION 2. Amendments
The City of Burlingame adopts the following local amendments to California Energy Code, 2019
Edition, Title 24, Part 6 of the California Code of Regulations: § 100.0 — Scope (e) Sections
applicable to particular buildings. The proposed Ordinance shows where changes were made to
the California Energy Code. Plain text is the State's code; underlined text show additions; and
strikethroughs indicate deletions. The Ordinance will be incorporated as a clean version without
edits. TABLE 100.0-A and this subsection list the provisions of Part 6 that are applicable to
different types of buildings covered by Section 100.0(a).
All buildings. Sections 100.0 through 110.12 apply to all buildings.
EXCEPTION to Section 100.0(e) 1: Spaces or requirements not listed in TABLE 100.0-A.
2. Newly constructed buildings
A. All newly constructed buildings. Sections 110.0 through 110.12 apply to all newly
constructed buildings within the scope of Section 100.0(a). In addition, newly
constructed buildings shall meet the requirements of Subsections B, C, D or E, as
applicable; and shall be an All -Electric Building as defined in Section 100.1(b). For the
purposes of All -Electric Building requirements, newly constructed buildings as defined in
Section 100.1 shall not include newly constructed additions and tenant improvements in
existing buildings.
Exception 1: Proiects that have not been submitted to the Plannina Department or
have been granted entitlements before the effective date of this ordinance are not
required to meet the all -electric requirements. If the Building Official -grants a
modification Dursuant to this Exception. the applicant shall comDly with the Dre-
wiring provision of Note 1 below.
Exception 2: If the applicant establishes that there is not an all -electric DrescriDtive
compliance pathway for the building under the Energy Code, and that the building is
not able to achieve the performance compliance standard applicable to the building
under the Energy Code using commercially available technology and an approved
calculation method, then the Building Official may grant a modification. If the
Building Official grants a modification pursuant to this Exception, the applicant shall
comply with the pre -wiring provision of Note 1 below.
Exception 3: Non-residential buildings containing a for -profit restaurant open to the
public or an employee kitchen may apply to the Building Official for an exception to
install gas -fueled cooking appliances. This request must be based on a business -
related reason to cook with a flame that cannot be reasonably achieved with an
electric fuel source. If the Building Official grants a modification pursuant to this
Exception, the applicant shall comply with the pre -wiring provision of Note 1 below
Exception 4: If the applicant established that an all -electric building is infeasible for
the project due to outstanding circumstances then the Building Official may grant a
modification. The design professional shall submit findings demonstrating a unique
reason that makes the technical code impractical, and that the modification is in
conformity with the intent and purpose of the technical code, and that such
modification does not lessen health, life safety and fire safety requirements or any
degree of structural integrity. If the Building Official grants a modification pursuant to
this Exception, the applicant shall comply with the pre -wiring provision of Note 1
below.
Note 1: If natural gas appliances are used in any of the above exceptions, natural
gas appliance locations must also be electrically pre -wired for future electric
appliance installation. They shall include the following:
1. A dedicated circuit, phased appropriately, for each appliance, with a
minimum amperage requirement for a comparable electric appliance (see
manufacturer's recommendations) with an electrical receptacle or function
box that is connected to the electric panel with conductors of adequate
capacity, extending to within 3 feet of the appliance and accessible with no
obstructions. Appropriately sized conduit may be installed in lieu of
conductors;
2. Both ends of the conductor or conduit shall be labeled with the words
"For Future Electric appliance" and be electrically isolated;
3. A circuit breaker shall be installed in the electrical panel for the branch
circuit and labeled for each circuit. an examale is as follows (i.e "For Future
Electric Ranae:") and
4. All electrical components, including conductors, receptacles, function
boxes, or blank covers, related to this section shall be installed in
accordance with the California Electrical Code.
Note 2: If any of the exceptions are granted, the Building Official shall have the
authority to approve alternative materials, design and methods of construction or
equipment per CBC 104.
Section 100.1(b) is modified by adding the following definitions:
3
ALL -ELECTRIC BUILDING: is a building that has no natural gas or propane plumbing installed
within the building, and that uses electricity as the source of energy for its space heating, water
heating (including pools and spas), cooking appliances, and clothes drying appliances. All -
Electric Buildings may include solar thermal pool heating.
Section 110.2 is modified as follows:
SECTION 110.2 — MANDATORY REQUIREMENTS FOR SPACE -CONDITIONING
EQUIPMENT
Certification by Manufacturers. Any space -conditioning equipment listed in this section, meeting
the requirements of section 100.0 (e)2A, may be installed only if the manufacturer has certified
to the Commission that the equipment complies with all the applicable requirements of this
section.
Section 110.3 is modified as follows:
SECTION 110.3 — MANDATORY REQUIREMENTS FOR SERVICE WATER -HEATING
SYSTEMS AND EQUIPMENT
(a) Certification by manufacturers. Any service water -heating system or equipment, meeting the
requirements of section 100.0 (e)2A, may be installed only if the manufacturer has certified that
the system or equipment complies with all of the requirements of this subsection for that system
or equipment.
Section 110.4 is modified as follows:
SECTION 110.4 — MANDATORY REQUIREMENTS FOR POOL AND SPA SYSTEMS AND
EQUIPMENT
(a) Certification by Manufacturers. Any pool or spa heating system or equipment, meeting the
requirements of section 100.0 (e)2A, may be installed only if the manufacturer has certified that
the system or equipment has all of the following:
Section 110.5 is modified as follows:
SECTION 110.5 — NATURAL GAS CENTRAL FURNACES, COOKING EQUIPMENT, POOL
AND SPA HEATERS, AND FIREPLACES: PILOT LIGHTS PROHIBITED
Any natural gas system or equipment, meeting the requirements of Section 100.0 (e)2A,
listed below may be installed only if it does not have a continuously burning pilot light:
Section 110.10 is modified as follows:
SECTION 110.10 — MANDATORY REQUIREMENTS FOR SOLAR READY BUILDINGS AND
SOLAR PANEL SYSTEM REQUIREMENTS FOR NON-RESIDENTIAL NEW BUILDINGS
(a) Covered Occupancies.
1. Single Family Residences. Single family residences located in subdivisions with ten
or more single family residences and where the application for a tentative subdivision
map for the residences has been deemed complete approved by the enforcement
agency, which do not have a photovoltaic system installed, shall comply with the
requirements of Section 110.10(b) through 110.10(e).
IT
2. Low-rise Multifamily Buildings. Low-rise multi -family buildings that do not have a
photovoltaic system installed shall comply with the requirements of Section 110.10(b)
through 110.10(d).
3. Hotel/Motel Occupancies and High-rise Multifamily Buildings. Hotel/motel
occupancies and high-rise multifamily buildings with ten habitable stories or fewer
shall comply with the requirements of Section 110.10(b) through 110.10(d). and
Table 2.
4. Nonresidential Buildings. Nonresidential buildings with three habitable stories or
fewer, other than healthcare facilities, shall comply with the requirements of Section
110.10(b) through 110.10(d). and Table 2.
Less than 10,000 sq. ft. Minimum of 3-kilowatt PV systems i
I
Greater than or equal to 10,000 sq. ft.
Minimum of 5-kilowatt PV systems
EXCEPTION: As an alternative to a solar PV system, the building type may provide a solar
hot water system (solar thermal) with a minimum collector area of 40 square feet, additional to
any other solar thermal equipment otherwise required for compliance with Part 6.
(b) Solar Zone.
1. Minimum Solar Zone Area. The solar zone shall have a minimum total area as
described below. The solar zone shall comply with access, pathway, smoke
ventilation, and spacing requirements as specified in Title 24, Part 9 or other Parts of
Title 24 or in any requirements adopted by a local jurisdiction. The solar zone total
area shall be comprised of areas that have no dimension less than five feet and are
no less than 80 square feet each for buildings with roof areas less than or equal to
10,000 square feet or no less than 160 square feet each for buildings with roof areas
greater than 10,000 square feet.
A. Single Family Residences. The solar zone shall be located on the roof or
overhang of the building and have a total area no less than 250 square feet.
Exception 1 to Section 110.10(b)1A: Single family residences with a permanently
installed domestic solar water -heating system meeting the installation criteria
specified in the Reference Residential Appendix RA4 and with a minimum solar
savings fraction of 0.50.
5
Exception 2 to Section 110.10(b)1A: Single family residences with three
habitable stories or more and with a total floor area less than or equal to 2000
square feet and having a solar zone total area no less than 150 square feet.
Exception 3 to Section 110.10(b)1A: Single family residences located in the
Wildland-Urban Interface Fire Area as defined in Title 24, Part 2 and having a
whole house fan and having a solar zone total area no less than 150 square feet.
Exception 4 to Section 110.10(b)1A: Buildings with a designated solar zone area
that is no less than 50 percent of the potential solar zone area. The potential
solar zone area is the total area of any low -sloped roofs where the annual solar
access is 70 percent or greater and any steep -sloped roofs oriented between 90
degrees and 300 degrees of true north where the annual solar access is 70
percent or greater. Solar access is the ratio of solar insolation including shade to
the solar insolation without shade. Shading from obstructions located on the roof
or any other part of the building shall not be included in the determination of
annual solar access.
Exception 5 to Section 110.10(b)1A: Single family residences having a solar
zone total area no less than 150 square feet and where all thermostats are
demand responsive controls and comply with Section 110.12(a), and are capable
of receiving and responding to Demand Response Signals prior to granting of an
occupancy permit by the enforcing agency.
Exception 6 to Section 110.10(b)1A: Single family residences meeting the
following conditions:
A. All thermostats are demand responsive controls that comply with
Section 110.12(a), and are capable of receiving and responding to
Demand Response Signals prior to granting of an occupancy permit by
the enforcing agency.
B. Comply with one of the following measures:
i. Install a dishwasher that meets or exceeds the ENERGY STAR
Program requirements with a refrigerator that meets or exceeds
the ENERGY STAR Program requirements, a whole house fan
driven by an electronically commutated motor, or an SAE J1772
Level 2 Electric Vehicle Supply Equipment (EVSE or EV Charger)
with a minimum of 40 amperes; or
ii. Install a home automation system capable of, at a minimum,
controlling the appliances and lighting of the dwelling and
responding to demand response signals; or
iii. Install alternative plumbing piping to permit the discharge from
the clothes washer and all showers and bathtubs to be used for an
irrigation system in compliance with the California Plumbing Code
and any applicable local ordinances; or
iv. Install a rainwater catchment system designed to comply with
the California Plumbing Code and any applicable local ordinances,
and that uses rainwater flowing from at least 65 percent of the
available roof area.
B. Low-rise and High-rise Multifamily Buildings, Hotel/Motel Occupancies, and
Nonresidential Buildings. The solar zone shall be located on the roof or overhang of the
building or on the roof or overhang of another structure located within 250 feet of the
building or on covered parking installed with the building project, and shall have a total
area no less than 15 percent of the total roof area of the building excluding any skylight
area. The solar zone requirement is applicable to the entire building, including mixed
occupancy.
Exception 1 to Section 110.10(b)1 B: High-rise Multifamily Buildings, Hotel/Motel
Occupancies, and Nonresidential Buildings with a permanently installed solar
electric system having a nameplate DC power rating, measured under Standard
Test Conditions, of no less than one watt per square foot of roof area.
Exception 2 to Section 110.10(b)1 B: High-rise multifamily buildings, hotel/motel
occupancies with a permanently installed domestic solar water -heating system
complying with Section 150.1(c)8Biii. and an additional collector area of 40
square feet.
Exception 3 to Section 110.10(b)1 B: Buildings with a designated solar zone area
that is no less than 50 percent of the potential solar zone area. The potential
solar zone area is the total area of any low -sloped roofs where the annual solar
access is 70 percent or greater and any steep -sloped roofs oriented between 90
degrees and 300 degrees of true north where the annual solar access is 70
percent or greater. Solar access is the ratio of solar insolation including shade to
the solar insolation without shade. Shading from obstructions located on the roof
or any other part of the building shall not be included in the determination of
annual solar access.
Exception 4 to Section 110.10(b)1 B: Low-rise and high-rise multifamily buildings
with all thermostats in each dwelling unit are demand response controls that
comply with Section 110.12(a), and are capable of receiving and responding to
Demand Response Signals prior to granting of an occupancy permit by the
enforcing agency. In addition, either A or B below:
A. In each dwelling unit, comply with one of the following measures:
7
i. Install a dishwasher that meets or exceeds the ENERGY STAR
Program requirements with either a refrigerator that meets or exceeds the
ENERGY STAR Program requirements or a whole house fan driven by an
electronically commutated motor; or
ii. Install a home automation system that complies with Section 110.12(a)
and is capable of, at a minimum, controlling the appliances and lighting of
the dwelling and responding to demand response signals; or
iii. Install alternative plumbing piping to permit the discharge from the
clothes washer and all showers and bathtubs to be used for an irrigation
system in compliance with the California Plumbing Code and any
applicable local ordinances; or
iv. Install a rainwater catchment system designed to comply with the
California Plumbing Code and any applicable local ordinances, and that
uses rainwater flowing from at least 65 percent of the available roof area.
B. Meet the Title 24, Part 11, Section A4.106.8.2 requirements for electric vehicle
charging spaces.
EXCEPTION 5 to Section 110.10(b)1 B: Buildings where the roof is designed and
approved to be used for vehicular traffic or parking or for a heliport.
Exception 6 to Section 110.10(b)1 B: Vegetative roofs covering 35 percent of the
roof area or greater, meeting all relevant code requirements including
considerations for wind, fire, and structural loads.
Exception 7 to Section 110.10(b)1 B: Performance equivalency approved by the
buildina official.
2. Azimuth. All sections of the solar zone located on steep -sloped roofs shall be oriented
between 90 degrees and 300 degrees of true north.
3. Shading.
A. No obstructions, including but not limited to, vents, chimneys, architectural features,
and roof mounted equipment, shall be located in the solar zone.
B. Any obstruction, located on the roof or any other part of the building that projects
above a solar zone shall be located at least twice the distance, measured in the
horizontal plane, of the height difference between the highest point of the obstruction
and the horizontal projection of the nearest point of the solar zone, measured in the
vertical plane.
EXCEPTION to Section 110.10(b)3: Any roof obstruction, located on the roof or
any other part of the building, that is oriented north of all points on the solar zone.
E:3
C. The solar zone needs to account for shading from obstructions that may impact the
area required in 110.10(b)1 B. When determined by the Building Official that conditions
exist where excessive shading occurs and solar zones cannot be met, a performance
equivalency approved by the Building Official may be used as an alternative.
4. Structural Design Loads on Construction Documents. For areas of the roof designated as
solar zone, the structural design loads for roof dead load and roof live load shall be clearly
indicated on the construction documents.
NOTE: Section 110.10(b)4 does not require the inclusion of any collateral loads for
future solar energy systems.
(c) Interconnection Pathways.
1. The construction documents shall indicate a location reserved for inverters and
metering equipment and a pathway reserved for routing of conduit from the solar zone to
the point of interconnection with the electrical service.
2. For single family residences and central water -heating systems, the construction
documents shall indicate a pathway for routing of plumbing from the solar zone to the
water -heating system.
(d) Documentation. A copy of the construction documents or a comparable document indicating
the information from Sections 110.10(b) through 110.10(c) shall be provided to the occupant.
(e) Main Electrical Service Panel.
1. The main electrical service panel shall have a minimum busbar rating of 200 amps.
2. The main electrical service panel shall have a reserved space to allow for the
installation of a double pole circuit breaker for a future solar electric installation. The
reserved space shall be permanently marked as "For Future Solar Electric".
Local Amendments to the Green Building Code
The proposed Ordinance shows where changes were made to the State Green Building Code.
Plain text is the State's code; underlined text show additions; and strikethroughs indicate
deletions. The Ordinance will be incorporated as a clean version without edits.
SECTION 2
DEFINITIONS
EV Capable: A parking space linked to a listed electrical panel with sufficient capacity to
provide at least 110/120 volts and 20 amperes to the parking space. Raceways linking the
electrical panel and parking space only need to be installed in spaces that will be inaccessible in
the future, either trenched underground or where penetrations to walls, floors, or other partitions
would otherwise be required for future installation of branch circuits. Raceways must be at least
1" in diameter and may be sized for multiple circuits as allowed by the California Electrical
Code. The panel circuit directory shall identify the overcurrent protective device space(s)
reserved for EV charging as "EV CAPABLE." Construction documents shall indicate future
M
completion of raceway from the panel to the parking space, via the installed inaccessible
raceways.
Level 1 EV Ready Space: A parking space served by a complete electric circuit with a
minimum of 110/120 volt, 20-ampere capacity including electrical panel capacity, overprotection
device, a minimum 1" diameter raceway that may include multiple circuits as allowed by the
California Electrical Code, wiring, and either a) a receptacle labelled "Electric Vehicle Outlet"
with at least a'/2" font adjacent to the parking space, or b) electric vehicle supply equipment
(EVSE).
Level 2 EV Ready Space: A parking space served by a complete electric circuit with 208/240
volt, 40-ampere capacity including electrical panel capacity, overprotection device, a minimum
1" diameter raceway that may include multiple circuits as allowed by the California Electrical
Code, wiring, and either a) a receptacle labelled "Electric Vehicle Outlet" with at least a'/2" font
adjacent to the parking space, or b) electric vehicle supply equipment (EVSE) with a minimum
output of 30 amperes.
Electric Vehicle Charging Station (EVCS): A parking space that includes installation of
electric vehicle supply equipment (EVSE) with a minimum capacity of 30 amperes connected to
a circuit serving a Level 2 EV Ready Space. EVCS installation may be used to satisfy a Level 2
EV Ready Space requirement.
Automatic Load Management Systems (ALMS): (ALMS) A control system which allows
multiple EV chargers or EV-Ready electric vehicle outlets to share a circuit or panel and
automatically reduce power at each charger, providing the opportunity to reduce electrical
infrastructure costs and/or provide demand response capability. ALMS systems must be
designed to deliver at least 1.4kW to each EV Capable, EV Ready or EVCS space served by
the ALMS.. The connected amperage on -site shall not be lower than the required connected
amperage per Part 11, 2019 California Green Building Code for the relevant building types.
Affordable Housing: Residential buildings that entirely consist of units below market rate and
whose rents or sales prices are governed my local agencies to be affordable based on area
median income.
SECTION 4
RESIDENTIAL MANDATORY MEASURES
4.106.4 Electric vehicle (EV) charging for new construction. New construction shall
comply with Sections 4.106.4.1, 4.106.4.2, or 4.106.4.3 to facilitate future installation and use of
EV chargers. Electric vehicle supply equipment (EVSE) shall be installed in accordance with the
California Electrical Code, Article 625.
Exceptions:
10
On a case -by -case basis, where the local enforcing agency has determined EV charging
and infra- structure are not feasible based upon one or more of the following conditions:
1.1 Where there is no commercial power supply
1.2 Where there is ev0denGe substantiating that meeting the requirements will
the leGal utility infra StrUGtUre design —1-i—nents en the utility side ef the mete
than $400 nn per dwelling unit.
3 Accessory Dwelling Units (ADU) and Junior Accessory Dwelling Units (JADU)
without additional parking facilities.
4 Spaces accessible only by automated mechanical car parking systems are
excepted from providing EV charging infrastructure.
4.106.4.1 New one- and two-family dwellings and town- houses with attached private
garages.
For each dwelling unit, install a Level 2 EV Ready Space and Level 1 EV Ready Space as
described in Section 2 Definitions. listed raGewav to nnnnmme date a .de doGate d 208/240yel+
Exception: For each dwelling unit with only one parking space, install one Level 2 EV
Ready Space.
4.106.4.1.1 Identification. The connno panel er sub panel nirn,,i+ direr+nni shall identify the
GAPABLC�The raceway termination location shall be permanently and visibly marked as V
CAPABLE" "Level 2 EV-Ready".
4.106.4.2 New multifamily dwellings. if residential parkingas available ten (1 0) peFGen+ in
total number of parking SpaGes on a building site, previded for all types of parking faGilities, shall
GaIGUlatiens fer the required number ef EV SpaGes shall be reunded up te the nearest whele
nuer. The following requirements apply to all new multifamily dwellings:
1. 10 percent of the dwelling units with parking space(s) shall be provided with at least
one Level 2 EV Ready Space. Calculations for the required minimum number of Level 2
EV Readv spaces shall be rounded uD to the nearest whole number.
2. The remaining dwelling units with parking space(s) shall be provided with at least one
Level 1 EV Ready Space. One Level 1 EV ready outlet may be shared between two
units.
11
3. All parking spaces shall have conduit installed to accommodate potential future level 2
charging demands.
Notes:
GapaGity for fa Gilitating future ire F=V nhargiRg
L. There is ne requirement fer EV spaces to he nencfr, ,rated er available unto! G\/
nhargers are installed for use.
1. ALMS may be installed to decrease electrical service and transformer costs
associated with EV Charging Equipment subject to review of the authority having
jurisdiction.
2. Installation of Level 2 EV Ready Spaces above the minimum number required
level may offset the minimum number Level 1 EV Ready Spaces required on a
1:1 basis.
3. The requirements apply to multifamily buildings with parking spaces including: a)
assigned or leased to individual dwelling units, and b) unassigned residential
parking.
4. Local jurisdictions may consider allowing exceptions through their local process,
on a case by case basis, if a building permit applicant provides documentation
detailing that the increased cost of utility service or on -site transformer capacity
would exceed an average of $4,500 among parking spaces with Level 2 EV
Ready Spaces and Level 1 EV Ready Spaces. If costs are found to exceed this
level, the applicant shall provide EV infrastructure up to a level that would not
exceed this cost for utility service or on -site transformer capacity.
5. In order to adhere to accessibility requirements in accordance with California
Building Code Chapters 11A and/or 11 B, it is recommended that all accessible
parking spaces for covered newly constructed multifamily dwellings are provided
with Level 1 or Level 2 EV Ready Spaces.
4.106.4.2.1.1 Electric vehicle charging stations (EVCS). When EV chargers are installed, EV
spaces required by Section 4.106.4.2.2, Item 3, shall comply with at least one of the following
options:
1. The EV space shall be located adjacent to an accessible parking space meeting the
requirements of the California Building Code, Chapter 11A, to allow use of the EV charger
from the accessible parking space.
2. The EV space shall be located on an accessible route, as defined in the California
Building Code, Chapter 2, to the building.
Exception: Electric vehicle charging stations designed and constructed in compliance
with the California Building Code, Chapter 11 B, are not required to comply with Section
4.106.4.2.1.1 and Section 4.106.4.2.2, Item 3.
Note: Electric vehicle charging stations serving public housing are required to comply
with the California Building Code, Chapter 11 B.
12
4.106.4.2.2 Electric vehicle charging space (EV space) dimensions. New construction
shall meet the minimum EV spaces dimensions reauired by the California Buildina Codes and
comply with 2019 CBC Section 11 B-812 and Table 11 B-228.3.2.1 and CGC Section 4.106.4.2.
The dimensions for additional charging spaces shall be governed by the Burlingame Municipal
Code, and Zoning Ordinances. The EV spaces shall be designed to comply with the following:
1. The minimum length of each EV space shall be 18 feet (5486 mm).
2. The minimum width of each EV space shall be 9 feet (2743 mm).
3. One in every 25 EV spaces, but not less than one, shall also have an 8-foot
(2438 mm) wide minimum aisle. A 5-foot (1524 mm) wide minimum aisle shall be
permitted provided the minimum width of the EV space is 12 feet (3658 mm).
a) Surface slope for this EV space and the aisle shall not exceed 1 unit
vertical in 48 units horizontal (2.083 percent slope) in any direction.
4.106.4.2.5 identification. The serViGe panel er sub panel GirGUit direGtery shall identify the
CAPABLE" on aGGerdaRGe w4th the Gal4f„rn'a €lectriGa',--Ced�Refer to Section 2 Definitions
for -identification reauirements.
13
SECTION 5
NONRESIDENTIAL MANDATORY MEASURES
5.106.5.3 Electric vehicle (EV) charging. [N] New construction shall comply with Section
5.106.5.3.1 or Section 5.106.5.3.2 to facilitate future installation and use of EV chargers of
aGGGrdanGe with the GafifbFnia Bu#djng Code, the Ga0qrnia BeGtr4Gal Code and as follows:
Exceptions:
1. Where there is no commercial power supply.
2. Spaces accessible only by automated mechanical car parking systems are excepted
from providing EV charging infrastructure.
5.106.5.3.1 Office buildings: In nonresidential new construction buildings designated primarily
for office use with parking:
1. When 10 or more parking spaces are constructed. 10 percent of the available parking
spaces on site shall be equipped with Level 2 EVCS; and
2. An additional 10 percent shall be provided with at least Level 1 EV Ready Spaces.
Calculations for the required minimum number of spaces equipped with Level 2 EVCS, Level
1 EV Ready spaces and EV Capable spaces shall all be rounded up to the nearest whole
number.
Construction plans and specifications shall demonstrate that all raceways shall be a minimum
of 1" and sufficient for installation of EVCS at all required Level 1 EV Ready and EV Capable
spaces; Electrical calculations shall substantiate the design of the electrical system to include
the rating of equipment and any on -site distribution transformers, and have sufficient capacity
to simultaneously charge EVs at all required EV spaces including Level 1 EV Ready and EV
Capable spaces; and service panel or subpanel(s) shall have sufficient capacity to
accommodate the required number of dedicated branch circuit(s) for the future installation of
the EVSE.
Notes:
1. ALMS may be installed to increase the number of EV chargers or the amperage or
voltage beyond the minimum requirements in this code. The option does not allow for
installing less electrical panel capacity than would be required without ALMS.
5.106.5.3.2 Other nonresidential buildinas: In nonresidential new construction buildinas that
are not designated primarily for office use, such as retail or institutional uses:
1. When 10 or more parking spaces are constructed, 6 percent of the available
parking spaces on site shall be equipped with Level 2 EVCS;
2. An additional 5 percent shall be at least Level 1 EV Ready.
14
Calculations for the required minimum number of spaces equipped with Level 2
EVCS and Level 1 EV Ready spaces shall be rounded up to the nearest whole
number
Exception: Installation of each Direct Current Fast Charger with the capacity to
provide at least 80 kW output may substitute for 6 Level 2 EVCS and 5 EV Ready
spaces after a minimum of 6 Level 2 EVCS and 5 Level 1 EV Readv spaces are
installPci_
5.106.5.3.3 Clean Air Vehicle Parking Designation. EVCS qualify as designated parking as
described in Section 5.106.5.2 Designated parking for clean air vehicles.
Notes:
1. The California Department of Transportation adopts and publishes the California
Manual on Uniform Traffic Control Devices (California MUTCD) to provide
uniform standards and specifications for all official traffic control devices in
California. Zero Emission Vehicle Signs and Pavement Markings can be found in
the New Policies & Directives number 13-01.
www.dot.ca.gov/hq/traffops/policy/13-01.pdf.
2. See Vehicle Code Section 22511 for EV charging spaces signage in off-street
parking facilities and for use of EV charging spaces.
3. The Governor's Office of Planning and Research published a Zero -Emission
Vehicle Community Readiness Guidebook which provides helpful information for
local governments, residents and businesses. www.opr.ca.gov/
docs/ZEV Guidebook.pdf.
4. Section 11 B-812 of the California Building Code requires that a facility providing
EVCS for public and common use also provide one or more accessible EVCS as
fied in Table 11 B-228.3.2.1.
5. It is encouraaed that shared Darkina. EV Readv are desianated as "EV
preferred."
NOW._
I . rIN
1
15
77 eA to AA
wile arr.—Mr-I
Ag
� I �
I
GG full rated amperage
tY
required number of dediGated branGh GirGlUmt(S) for the future installation of the EVSE.-
TOTAL NUMBER OF
ACTUAL PARKING SPACES
NUMBER OF REQUIRED EV
CHARUNG SPACE
0
0-9
10-25
1
26-50
2
51-75
4
76-100
5
101-
7
51-200
10
201 and over
6 percent of local'
5.106.5.3.4 [N] Identification. The sor„mne panel er st bpaRel/s\ GiFIG1 pit dm Fe GtGFY shall iilon4if�i
16
CAPABL�The raceway termination location shall be permanently and visibly marked as
"EV CAPABLE Ready".
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 is exempt from the environmental review requirements of CEQA pursuant to
Section 15061 (b)(3) of Title 14 of the California Code of Regulations because it can be seen
with certainty that there is no possibility that the provisions contained herein may have a
significant effect on the environment. Further, the Ordinance is also exempt from the
requirements of CEQA pursuant to CEQA Guidelines Sections 15307 and 15308 of Title 14 of
the California Code of Regulations as actions taken by regulatory agencies to assure the
maintenance, restoration, enhancement of natural resources, or protection of the environment.
DIVISION 5:
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 following approval by the California Energy Commission.
Emily Beach, 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 15th day of June, 2020, and adopted thereafter at a regular meeting of the City Council held
on the 6th day of July 2020, by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
Meaghan Hassel -Shearer, City Clerk
17
CITY OF BURLINGAME REACH CODE
FREQUENTLY ASKED QUESTIONS
1. Why are cities adopting reach codes?
The purpose of reach codes is to further the reduction of greenhouse gas (GHG) emissions
from new construction. Reach codes extend beyond the state's building code to require new
buildings to be more efficient than the requirements in the state's building code. Reach
codes serve as an opportunity for cities to reach higher GHG reductions from new
development to meet adopted GHG reduction targets and implement climate action plan
strategies.
Similar to other municipalities in the Bay Area, Burlingame is considering a reach code to
limit the use of natural gas (which releases GHG), require solar energy, and install electric
vehicle (EV) infrastructure in new construction. The reach codes would only apply to new
buildings and major remodels.
2. Do buildings with all -electric appliances cost more to build than those that use
natural gas?
No. Studies have shown that the costs to construct and maintain all -electric buildings are
equal to or lower than those for buildings that use natural gas.
A reach code is considered a local amendment to the state's energy code, which means it
must first be approved by the California Energy Commission (CEC). For the CEC to approve
a reach code, the reach code must demonstrate that it is cost effective over the long-term.
The California Codes and Standards Programs created cost effectiveness studies for
jurisdictions seeking to adopt a reach code. Cities have been referring to these studies for
their reach codes. The studies show that the largest savings in all -electric buildings are
realized by avoiding the cost of installing natural gas infrastructure. Furthermore, all -electric
buildings cost less to maintain and operate over the long term. The costs of all -electric
appliances are comparable to the costs of gas appliances.
Based on lifetime equipment cost savings, the studies found all -electric single family homes
to have a cost savings of $5,349; and the cost savings for a multifamily building equals
$2,337/unit.
- New residential cost effectiveness study
- New Non-residential cost effectiveness study
3. Residents are used to natural gas cooking. How does it compare with cooking with
electricity?
Many people are used to and comfortable with natural gas cooking and are most likely not
aware of the benefits of cooking with electric stovetops. Cooking with natural gas burns
fossil fuels inside homes, which has been associated with creating poor indoor air quality
and potential health impacts. Electric cooking avoids the burning of fossil fuels and is
considered a safer option over natural gas. Induction stoves - high performance electric
cooking - are growing in popularity and deliver an equal or even improved cooking
experience than natural gas stoves. Induction stoves work best with cast iron and stainless
steel cookware. However, adapter plates can be used on top of the induction burner for
copper and aluminum cookware. The adapter plate costs approximately $30.
4. How about fireplaces, fire pits, and pool heaters? Would those need to be electric?
Yes. If adopted, the reach code ordinance would require all accessory appliances in new
construction, such as fireplaces, be electric or not include natural gas infrastructure.
5. Do home remodels need to meet the reach code requirements?
The reach code would apply to major substantial remodels of single family homes where
more than 50% of the valuation of the existing structure is being remodeled, provided the
remodel also includes a new kitchen and new heating, cooling, and ventilation system.
6. When would the reach code be in effect and who will it apply to? Would projects in
the pipeline be affected?
If the City Council approves the reach code ordinance, staff will file the reach code with the
CEC and await a 15-day comment period. Once approved by the CEC, the reach code
would go into effect at the end of the CEC comment period. Projects that have not been
submitted to the Planning Division or have been granted planning entitlements prior to the
date of the ordinance effective date would not be required to comply. However, those
projects should comply with the reach code pre -wiring provision.
The reach code applies to new construction and substantial remodels of single family homes
where more than 50% of the valuation of the existing structure is being remodeled, provided
the remodel also includes a new kitchen and new heating, cooling, and ventilation system.
On average, the City permits approximately 14 new single family homes per year, one or
two new major multi -family projects per year, and one or fewer new commercial buildings
per year.
The reach code allows for the following exceptions:
- Non-residential kitchens (such as restaurants and cafeterias) may request to use natural
gas stoves;
- If an applicant establishes that there is not an all -electric compliance pathway for the
building under the Energy Code, or that all -electric is infeasible for the project due to
outstanding circumstances (such as flood hazard for on -ground transformers), the
applicant may request to use natural gas.
- For all exceptions granted, natural gas appliance locations must be electrically prewired
for future electric appliance installation.
7. How will exceptions be made?
Project applicants should request the exception in a letter to the Chief Building Official and
include: the reason for the exception; why an electric option is not feasible; what alternatives
they considered; and how they will best adhere to the intention of the reach code. The
Building Official will be responsible for reviewing and granting exceptions.
8. How will the reach codes be implemented?
The reach codes will be enforced as part of the City's building code requirements. Staff will
integrate the reach code requirements into the Building Division's existing CALGreen
checklist, which will inform applicants about the exact specifics of the reach code measures
and be part of the Building Division's review process.
9. Why does Burlingame want to adopt reach codes?
The City is interested in adopting a reach code to implement measures from its Climate
Action Plan and accelerate GHG reductions in the City. Adopting an all -electric building
reach code with solar and EV infrastructure elements would reduce an additional 3,000
MTCO2e by 2030 and implement CAP measures 6, 11, and 12.
10. Can Peninsula Clean Energy keep up with the increased electricity demand of reach
codes?
PCE anticipates a modest impact from reach codes on their electricity load. PCE analyzed
the outcomes of the countywide reach code efforts and found that by 2025, the amount of
electrical load increase is a maximum of 7% above PCE's regular forecast. In addition, costs
and technology for generation continue to improve, and PCE is not anticipating any issues
looking beyond 2025.
11. Will shade trees need to be cut down to meet the solar requirements?
No. The City would allow for exceptions for new construction where solar is infeasible due to
existing shading, roof slopes, and other limitations to rooftop solar zones.
12. What exceptions would be allowed for EV infrastructure?
Exceptions would be allowable for the following cases:
- EV infrastructure costs exceed $4,500/parking space;
- Spaces accessible only by an automated mechanical car parking -system;
- Accessory dwelling units and junior accessory dwelling units that do not have parking
facilities; and
- Parking facilities that have no available commercial power supply.
13. Do the EV charging spaces have different size specifications?
No. Spaces must comply with regular planning and building code parking space
specifications.
14. How will building electrification be impacted by power outages?
Power outages affect both mixed fuel and all -electric buildings similarly because most
modern natural gas appliances, other than gas stovetops, rely on electricity to operate. PCE
is exploring how to minimize risks from power outages and is collaborating with other Bay
Area community choice energy programs on resiliency projects. For example, PCE and its
community choice partners issued a joint solicitation for the installation of battery storage for
their customers. The program will provide reliable power to about 6,000 homes through the
use of backup battery storage during power outages.
BiFRL- 1NAGENDA NO: 9c
STAFF REPORT
MEETING DATE: June 15, 2020
To: Honorable Mayor and City Council
Date: June 15, 2020
From: Carol Augustine, Finance Director — (650) 558-7222
Subject: Public Hearing and Adoption of Resolutions (1) Adopting the FY 2020-21
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 2020-21, 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 2020-21 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 2020-
21 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 13, 2020, to review the City's
initial operating and capital budgets for the upcoming fiscal year 2020-21. At the study session,
staff requested and obtained direction from the Council regarding adjustments necessary to
support the priorities established by the Council for the 2020-21 fiscal year. As a result of the City
Council's feedback, several key revenue projections were revised downward to more
conservatively reflect the economic impact of the COVID-19 crisis. Whereas the initial budget
projected a $3.0 million drop from current year revenues, the revised and herein proposed budget
reflects a further decline of $4.7 million in General Fund revenues. The preliminary budget for
General Fund Expenditures was also reduced to a lesser extent ($646,000), as explained in the
June 1, 2020 staff report, "Approval of Revisions to the Proposed Budget and Capital Program for
1
Adoption of FY 2020-21 Budget
June 15, 2020
Fiscal Year 2020-21 ". The report included an update to the City's five-year forecast to illustrate
the longer -term impact of the new projections on the City's reserves.
ni-Rm jSSInN
No further adjustments have been made to the City's 2020-21 Fiscal Year Operating and Capital
Budgets. The resulting budget for the City's General Fund is shown below:
CITY OF BURLINGAME, CA
GENERAL FUND OPERATING SUMMARY
FY19-20 FY20-21
FY18-19 Adjusted Proposed
Actuals Budget Budget
Total Revenue $ 84,537,352 $ 69,165,100 $ 61,428,400
Expenditures
Departmental Expenditures
Transfers to Debt Services
Transfers to Capital Project Fund
Other Transfer In (Out)
Total Expenditures
Net Operating Surplus (Deficit)
Transfer to Capital Investment Reserve
Change in General Fund Balance
(55,763,107) (62,729,531) (63,294,879)
(4,684,811)
(4,708,763)
(2,728,338)
(10,934,000)
(9,185,000)
(3,155,000)
2,640,137
2,400,319
2,573,550
(68,741,781)
(74,222,975)
(66,604,667)
15,795,571
(5,057,875)
(5,176,267)
(3,000,000)
(6,500,000)
0
$ 12,795,571 $(11,557,875) $ (5,176,267)
The City's General Fund Balance at the end of fiscal year 2020-21 is projected to be
approximately $32.4 million, a drop of nearly $5.2 million from the projected balance as of June
30, 2020.
CITY OF BURLINGAME, CA
CHANGES TO GENERAL FUND BALANCE
Beginning Fund Balance (audited)
Projected Revenues & Expenditures
Projected revenues
Projected departmental expenditures
Subtotal, Revenues Net of Expenditures
FY 2019-20 FY 2020-21
Adjusted Proposed
Budget Budget
$ 49,167,751 $ 37,609,876
69,165,100 61,428,400
(62,729,531) (63,294,879)
6,435,569 (1,866,479)
Transfer to Debt Service (4,708,763) (2,728,338)
Transfer to Capital Project Fund (9,185,000) (3,155,000)
Other Transfers In (Out) of General Fund 2,400,319 2,573,550
Transfer to CIP Renewal & Replacement Reserve (6,500,000) 0
Ending Fund Balance (Projected)
$ 37,609,876 $ 32,433,609
2
Adoption of FY 2020-21 Budget June 15, 2020
As a result of the drastic reduction projected for General Fund revenues, the proposed budget for
the 2020-21 fiscal year reflects a decrease to the Economic Stability Reserve of $1.86 million.
The amount restricted for pension obligations (contributed to the § 115 Trust with PARS) will
increase over $2.5 million, as provided in the City's pension funding plan. As shown below, the
$32.4 million projected fund balance reflects the target amounts prescribed in the City's General
Fund Reserve Policy, plus approximately $2.5 million in unassigned fund balance, available for
appropriation at the City Council's discretion.
CITY OF BURLINGAME, CA
GENERAL FUND BALANCE ASSIGNMENTS
Economic Stability Reserve
Catastrophic Reserve
Contingency Reserve
Subtotal, Assigned Fund Balance
Add: Restricted for Pension Trust Fund (PARS)
Add: Unassigned Fund Balance
Total, Ending Fund Balance
FY18-19 FY19-20 FY20-21
Actual Adjusted Proposed
Results Budget Budget
$ 18,837,000 $ 16,600,000 $ 14,743,000
2,000,000 2,000,000 2,000,000
500,000 500,000 500,000
21,337,000
7,459,442
20,371,309
19,100, 000 17, 243, 000
10,416,442 12, 666,442
8,093,434 2,524,167
$ 49,167,751 $ 37,609,876 $ 32,433,609
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. Even in difficult economic times, 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. A strong reserve position will allow the City to weather
the remainder of the current fiscal year and is anticipated to provide sufficient funding to maintain
a high level of municipal services in the upcoming fiscal year. However, the revised General
Fund balance projected at the end of the 2020-21 fiscal year will not provide sufficient unassigned
fund balance to take advantage of any opportunities that may arise to further improve the City's
long-term sustainability.
Finally, the FY 2020-21 fiscal year will not experience a normal budget cycle. Frequent updates
of revenue projections are anticipated throughout the fiscal year, as the course of the recovery
from the current economic environment takes shape. Much will depend on the easing of the
restrictions in place to curtail the spread of the virus, and the course of the virus itself. Staff will
continue to apprise Council and the public of new information and estimates as they occur,
maintaining a close watch on the City's fiscal health in the long term.
3
Adoption of FY 2020-21 Budget
June 15, 2020
Staff similarly reviewed all City funds for any revisions necessary to account for instances of
discrepancies and/or the availability of updated information, and found no other needed
adjustments. The FY 2020-21 budget totals that are recommended for adoption are as follows:
CITY OF BURLINGAME, CA
BUDGET SUMMARY BY FUND
General Fund
Capital Projects
Financing Authority
Water Enterprise
Sewer Enterprise
Parking Enterprise
Solid Waste Enterprise
Landfill Fund
Building Enterprise
Special Revenue Funds
Internal Service Funds
Tota I
FY19-20 FY20-21
Adjusted Proposed
Budget Budget
$
62,517,531
$ 63,294,879
$
26,400,320
14,105,000
$
7,085,640
6,634,393
$
14,915,977
15,329,401
$
11,023,275
11,296,611
$
785,753
825,472
$
824,595
893,975
$
251,813
258,414
$
3,016,329
2,461,875
$
215,500
227,500
$
69,576
156,448
$ 127,106,309
$ 115,483,968
Overall, the City's budget decreased by $11.6 million, or 9.1 percent, in the new fiscal year, when
compared with the prior year adjusted budget. The most significant change is reflected in the
$12.3 million plunge in spending for governmental capital projects. A sharp decrease in funding
for capital projects is to be expected as a first response to a recession of unknown duration.
Funding from the General Fund was purposefully reduced to limit the extent of the deficit
anticipated for the 2020-21 fiscal year. Capital budgets were reduced from the previous spending
plan by deferring certain non -essential projects to future years. Infrastructure maintenance
projects were left largely intact. The $52.2 million Community Center project, partially funded by
proceeds from the 2019 Lease Revenue Bond issued in December, is not shown in the above
summary table to allow for a more meaningful comparison to the upcoming fiscal year.
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 2020-21 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.
E
Adoption of FY 2020-21 Budget
June 15, 2020
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.
For fiscal year 2020-21, the appropriation limit of $87,245,884 is significantly greater than the
$40,944,797 of proposed City expenditures that is subject to the limit for this year. Therefore, the
City is well within its appropriation limit.
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 Unrestricted
• Assigned (Reserves)
• 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 over $14.7 million for the year ending June 30,
2021.
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 5.3 percent of projected revenues in the FY 2020-21 budget.
5
Adoption of FY 2020-21 Budget June 15, 2020
Contin.gency 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 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 $24.6 million.
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.
CITY OF BURLINGAME, CA 2020-21
CONTRIBUTIONS TO PENSION TRUST Proposed
BY FUND Budget
General Fund
2,250,000
Admin/IT
6,000
Building Enterprise
86,000
Facilities
45,000
Fleet/Equipment
28,000
Landfill Fund
4,000
Parking Enterprise
16,000
Sewer Enterprise
139,000
Solid Waste Enterprise
24,000
Water Enterprise
172,000
2,770,000
N.
Adoption of FY 2020-21 Budget June 15, 2020
The proposed budget for the 2020-21 fiscal year calls for a $2,250,000 contribution to the § 115
Pension Trust from the General Fund, for a $2.77 million total contribution from all operating
funds of the City.
The restricted fund balance in the General Fund after the contribution to the pension trust for the
2020-21 fiscal year will be approximately $12.7 million. A separate resolution providing for these
contributions is attached to this staff report
FISCAL IMPACT
The General Fund budget for the 2020-21 fiscal year calls for projected revenues of $61,428,400,
with expenditures and net transfers out of $66,604,667. The General Fund balance is estimated
to be approximately $32.4 million at the end of fiscal year 2020-21. Estimated increases or
decreases to other major fund balances are shown on pages 50-51 of the 2020-21 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 2020-21 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 Establishing the Fiscal Year 2020-
21 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 2020-21
• City of Burlingame Proposed Budget for the 2020-21 Fiscal Year
7
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME ADOPTING
OPERATING AND CAPITAL IMPROVEMENT BUDGETS FOR THE CITY OF
BURLINGAME FISCAL YEAR 2020-21 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 13, 2020, received a follow-up
budget proposal on June 1, 2020, and conducted a public hearing on June 15, 2020,
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
DOES HEREBY RESOLVE AND ORDER 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 hereby approved and adopted for the 2020-21 fiscal year.
2. The City of Burlingame budget total is $115,483,968 and consists of the
following:
a) General Fund:
$63,294,879
b) Capital Projects:
14,105,000
c) Water Enterprise:
15,329,401
d) Sewer Enterprise:
11,296,611
e) Parking Enterprise:
825,472
f) Building Enterprise:
2,461,875
g) Solid Waste Enterprise:
893,975
h) Landfill Post Closure
258,414
h) Financing Authority:
6,634,393
i) All other Funds:
383,948
1. The City Council hereby 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).
Emily Beach, 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
Burlingame City Council held on the 15th day of June, 2020, 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 ESTABLISHING
THE FY 2020-21 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, provided new adjustment formulas; and
WHEREAS, in accordance with State law, the City of Burlingame has prepared
documentation establishing the FY 2020-21 appropriation limit, and has made this
documentation available to the public in the proposed FY 2020-21 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 2020-21, the City of Burlingame's appropriation limit is $87,245,884.
2. The Adopted Budget for Fiscal Year 2020-21 includes $40,944,797 in appropriations
that are subject to the limit, and proceeds of taxes of $54,515,440.
3. For Fiscal Year 2020-21, the City of Burlingame is within the limits of Article XIII B of
the California Constitution.
Emily Beach, 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
15th day of June, 2020, 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 there under, 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 (CaIPERS), deposits to the trust are appropriate
to fund future employer's contributions as required by CaIPERS; and
WHEREAS, based on the City's adopted budget for FY 2020-21 for all funds,
additional contributions of $2,770,000 are to be made to the trust from all operating
funds that report a net pension liability.
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
$2,770,000 contribution to the PARS Public Agencies Post -Employment Benefits Trust
on behalf of the City of Burlingame for the fiscal year ended June 30, 2021.
Mayor
I, MEAGHAN HASSELL-SHEARER, City Clerk of the City of Burlingame, do hereby
certify that the foregoing Resolution was adopted at a special meeting of the City
Council held on the 15th day of June, 2020 and was adopted thereafter by the following
vote:
AYES:
COUNCILMEMBERS:
NOES:
COUNCILMEMBERS:
ABSENT:
COUNCILMEMBERS:
City Clerk
mow-
E3
I "o
CALIFORN
DRIVE
Si
4"m
: CITY OF BURLINGAME, CALIFORNIA
CfTY D
i
FISCAL FEAR 2020-21
PROPOSED OPERATING
AND CAPITAL BUDGET
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
Oscar Herrera, Management Analyst
Amy Bernardo, Senior Accountant
Sabrina Lee, Accountant
Capital Planning Committee
Art Morimoto, Assistant Public Works Director
Amy Bernardo, Senior Accountant
Finance Department
Andrea Brown Karen Cao
Claudia Michaels Margaret Ono
Jasmin Sutter Elaine Wong
Cover Art
Credit: Maryam Refahi, Graphic Artist
Ed Gigliotti
Lisa Rancatore
Andrew Kwoka
TABLE OF CONTENTS
City Manager's Transmittal Letter
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
Council Priorities
Understanding the Budget
Guide to City Budget Process
Guide to Understanding the Budget
Gann Appropriation Limit
Budget Summaries, Charts & Graphs
Key Budgetary Assumptions
Chart - Proposed FY 2020-21 Citywide Revenue by Type
Budget Summary - Estimated Revenues and Interfund Transfers
Chart - General Fund Revenues from FY 2011 - 2021
Chart - Sales and Use Tax Revenues from FY 2011 - 2021
Chart - Where Do Your Burlingame Property Tax Dollars Go?
Chart - Property Tax Revenues from FY 2011 - 2021
Chart -Transient Occupancy Tax Revenues from FY 2011- 2021
i
3
4
5
6
7
8
9
13
16
18
21
28
29
37
38
39
40
41
Chart - Proposed 2011-21 Expenses by Type
42
Chart - Proposed 2011-21 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
50
Special Revenue and Measure A/Gas Tax Special Revenue
Projected Unrestricted Net Position - Water, Sewer and Parking
51
Enterprises
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 155
by Major and Minor Program
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 I FISCAL YEAR 2020-21
CITY MANAGER'S TRANSMITTAL LETTER
Date: June 15, 2020
To: Mayor Emily Beach & the Burlingame City Council
From: Lisa K. Goldman, City Manager
Subject: Budget Transmittal Letter for Fiscal Year 2020-21
In accordance with the City of Burlingame Municipal Code, I am pleased to transmit to you the
recommended budget for fiscal year 2020-21. 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.
At the time the budget for the 2020-21 fiscal year was being developed, the economic outlook was
all but certain. Across the nation, government leaders were grappling with how to respond to
the public health emergency created by the COVID-19 pandemic without causing irreparable
harm to the country's economic health. So swift was the downturn in the economy that the
current fiscal year had to be significantly amended so as to establish a realistic starting point for
the fiscal year ahead. Months of shelter -in -place mandates gradually were giving way to a new,
yet unstable, normal for businesses and households alike. Civil unrest also added to the
uncertainty. All told, it was a challenging environment in which to be allocating future resources
to 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 reviewed progress -to -date in these four areas of priorities and discussed
specific actions/projects - all 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.
Having adopted a comprehensive update of the City's General Plan in January 2019, a
corresponding comprehensive update of the Zoning Ordinance is underway. Staff has been
reviewing administrative drafts, with public hearings anticipated in the Fall of 2020. A study to
design a downtown public plaza has begun, fulfilling a key element in the Downtown Specific
Plan. And in the Rollins Road area, a specific plan has been initiated to develop a Transit Oriented
Development (TOD) plan for the northern portion of the corridor, within proximity to the
Millbrae Intermodal Transit Station.
CITY OF BURLINGAME I FISCAL YEAR 2020-21
Consistent with the prioritization of housing, and particularly the shortage of affordable housing
in the area, a total of 428 new housing units were approved by the Planning Commission and
City Council. Looking at the bigger picture, as of April 2020, a total of 1069 units have been
approved and are either under construction or awaiting building permits, 780 units are under
review, and an additional 477 units are in pre -application phases, for a total of 2,326 units in the
"pipeline." Of this total, 492 (21 %) are proposed to be affordable to moderate, low, or very low
income households. Projects now under construction include the City's first 100% affordable
housing development, known as the Village at Burlingame. Many years in the making, this past
fall marked the groundbreaking for the project, comprised of a 132-unit affordable workforce and
senior housing project on a downtown City -owned parking property, and a public parking
garage to support the downtown commercial district. The garage is anticipated to be completed
in late 2020, and the housing in the spring of 2022.
Burlingame Point, a major office/life science campus consisting of four office buildings and an
amenities building with a total of 767,000 square feet of floor area is almost completed and will
be ready for occupancy in the next fiscal year. As part of the development, over 13,000 feet of
City sanitary sewer pipelines, potable water mains, and storm drain lines were constructed or
improved as conditions of the development.
Other Public Works projects included the construction of approximately 13,800 feet of new
sanitary sewer pipelines, potable water mains, and storm drain lines to replace aging and
deteriorated infrastructure and improve drainage in various neighborhoods throughout
Burlingame. Utilizing the Pavement Management Program to establish priorities, the City
undertook the paving of 16 streets to improve roadways and address potholes. The department
also completed the Lyon Hoag & Adjacent Neighborhoods Traffic Calming Studies and
Recommendations in response to neighborhood concerns regarding speeding vehicles, cut -
through traffic, and parking issues.
In August, 2019, the San Mateo County Transportation Authority awarded an $18.3 million grant
to move the Broadway Grade Separation project forward to the next phase of detailed engineering
design. The City provided $1.5 million as a match, and the project is now at 35 percent design.
The California Public Utilities Commission considers the Broadway Grade Separation the highest
priority grade separation project in California. Once completed, it will alleviate traffic congestion
and improve traffic safety and circulation at the Broadway/railroad grade crossing in
Burlingame, a major gateway to the City. The total estimated cost of the project is $327 million.
The City continues to seek regional, state and federal funds to address the funding gap and sent
a delegation to Washington, D.C. in February to advocate for federal funding.
Early in the fiscal year, Finance staff worked with the City's financial advisor and bond counsel
to prepare the official statements, draft the necessary lease and sublease agreements, and prepare
other associated documents and notices to enable a December 2019, issuance to finance
construction of the City's Community Center project. The determination to issue lease revenue
bonds was based on the City's intent to distribute the cost of building an essential facility over its
useful life. Supporting this decision is the City's access to lower -cost financing through lease
revenue bonds, and the City's relatively low level of existing debt. The amount of the project
financed through long-term debt was limited to a specific level - $2 million - of annual debt-
ll
CITY OF BURLINGAME I FISCAL YEAR 2020-21
service costs, in order to maintain the City's strong financial balance sheet position. Specifically,
the Measure I spending plan included an annual pledge of $1 million toward debt service on the
issuance of lease revenue bonds to finance the new Community Center. An additional $1 million
annual General Fund transfer was approved in the 2018-19 fiscal year budget, also intended to
fund the anticipated debt service. The financing team succeeded in obtaining $39.2 million in
bond proceeds at an interest rate of 3.16 percent. Note that the total costs of the Community
Center project were always expected to exceed the amount of the bond issuance. To the extent
the project costs exceed the available bond proceeds and any other resources dedicated to the
project, funds will be drawn from the Capital Investment Reserve.
The Parks and Recreation Department successfully installed temporary facilities and staffing
locations as part of the relocation plan to prepare for the construction of the new Community
Center. Through creative scheduling, the vast majority of programming that can be continued in
light of the shelter -in -place orders will be delivered at the temporary locations during
construction of the new center. The department's administrative staff have been moved to the
portables and the nearby Depot building, but have still been able to manage City parks and
facilities through the pandemic restrictions. In order to have a more efficient schedule of lighting
of the athletic fields, a remote access system was installed for Bayside Park.
During the coronavirus pandemic, much of the City's workforce has been working offsite to
continue providing quality municipal services. City business processes have been modified to
accommodate on-line only payments. Meetings, both internal and public, have been conducted
on-line. The Economic Development and Housing Manager's duties were shifted to serve as an
informational resource for local businesses experiencing economic hardship in order to help
businesses navigate through the range of local, state, and federal grant assistance programs. In
April, the Council approved a number of measures to help Burlingame businesses and
households particularly hard-hit by the shelter -in -place emergency. These measures include a
small business grant program and a program to distribute over 1,000 pre -loaded ($250 value)
debit cards to low income residents. New protocols have been established as the City moves
towards gradually re -opening City facilities.
The budget process for the 2020-21 fiscal year started early in the calendar year as Department
Directors and their budget staff began their mid -year evaluation of current -year activities and
development of their budget requests for the next fiscal year. At the March Mid -Year Budget
Review for the 2019-20 fiscal year, staff discussed revenue estimates, expenditure projections, and
the five-year forecast with the City Council. However, the rapid downturn in the economy
resulting from the shelter -in -place orders that were issued to prevent the spread on the novel
coronavirus prompted staff to totally revise those budget estimates and consider several scenarios
for the General Fund's Five -Year Forecast. These were presented to the Council at the FY 2020-
21 Budget Study Session in May.
Despite the changing conditions, preliminary departmental budgets for fiscal year 2020-21 were
submitted and compiled for additional evaluation by the City Manager. Once adjusted, staff
presented an initial budget to the City Council on May 13, 2020, for a high-level review and
further direction. The budget was further revised in early June, largely to provide a more
conservative revenue projection, given the economic sensitivity of some of the City's largest tax
ii
CITY OF BURLINGAME I FISCAL YEAR 2020-21
revenues. The fiscal year 2020-21 budget herein proposed 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
January 2020 marked the 127th month of economic expansion following the end of the Great
Recession in June 2009. The expansion was the longest on National Bureau of Economic Research
record, which goes back to the 1850s. While the expansion had been long, both the economy's
average annual growth rate and the typical worker's earnings gains had been relatively modest
by the standards of earlier long expansions. Since that time, however, a pandemic has proven to
be the type of "large, rapid and sustained shock to the system' that defines a recession.
The first quarter of 2020 was historic, both for markets and for the world at large, as a local
outbreak of a previously unknown coronavirus morphed into a global pandemic. In order to
contain the virus and reduce the burden on healthcare systems, governments around the globe
closed down meaningful portions of their economies —imposing travel restrictions, cancelling
social gatherings and events, shuttering non -essential businesses, and even locking down entire
cities. These measures created an abrupt turnaround in the nations economy, causing the U.S to
face its biggest economic crisis since the Great Depression nearly a century ago. Real gross
domestic product (GDP) decreased 5.0 percent in the first quarter of 2020 according to the U.S.
Bureau of Economic Analysis. And most economists anticipate another significant drop in the
second quarter. The national unemployment rate in May was estimated to be 16.1 percent.
Prior to the pandemic -induced recession, the California economy generally outpaced the national
economy as it advanced throughout 2019. The state's unemployment rate dipped to 3.9 percent
in 2019, representing a new record low. At the same time, employment and wages reached all-
time highs. Rapidly growing regions of the state continued to attract workers, most notably in
the San Francisco Bay Area and the Inland Empire. Now, as residents are forced to cancel travel
plans, and retreat from social life and the workplace to shelter at home, the coronavirus is causing
the first pandemic -induced recession of the postwar era. For millions of Californians and their
families, this means less work, lower incomes, and more financial stress.
The early adoption of stay-at-home mandates helps to explain why the state has fared so well
compared to other parts of the nation in terms of its number of cases. Still, given how politicized
stay-at-home orders have become, and the desire of leaders everywhere to reignite economies,
it's hard to imagine a recurrence of the type of restrictions that were implemented in March. As
restrictions are gradually being lifted across the state, forecasters opine that the speed of the
economic recovery rests on the willingness of the public and consumers to return to their regular
routines in the aftermath of the public health emergency.
Current capital projects are adequately funded through a mix of capital reserves, debt financing,
and special revenue funds. General Fund reserves were healthy going into the pandemic crisis,
and should serve to see the City through the uncertain fiscal times ahead. The City has an
estimated $37.6 million in General Fund balance as of the end of fiscal year 2019-20.
iv
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 2020-21 totals $115,483,968. A breakdown by major funds is as follows:
CITY OF BURLINGAME, CA
BUDGET SUMMARY BY FUND
FY19-20
FY20-21
Adjusted
Proposed
Budget
Budget
General Fund
$
62,517,531
$ 63,294,879
Capital Projects
$
26,400,320
14,105,000
Financing Authority
$
7,085,640
6,634,393
Water Enterprise
$
14,915,977
15,329,401
Sewer Enterprise
$
11,023,275
I
11,296,611
Parking Enterprise
$
785,753
825,472
Solid Waste Enterprise
$
824,595
893,975
Landfill Fund
$
251,813
258,414
Building Enterprise
$
3,016,329
2,461,875
Special Revenue Funds
$
215,500
227,500
Internal Service Funds
$
69,576
156,448
Total $ 127,106,309 $ 115,483,968 J
Overall, the City's budget decreased by $11.6 million, or 9.1 percent, in the new fiscal year, when
compared with the prior year adjusted budget. The most significant change is reflected in the
$12.3 million plunge in spending for governmental capital projects. A sharp decrease in funding
for capital projects is to be expected as a first response to a recession of unknown duration.
Funding from the General Fund was purposefully reduced to limit the extent of the deficit
anticipated for the 2020-21 fiscal year. Capital budgets were reduced from the previous spending
plan by deferring certain non -essential projects to future years. Infrastructure maintenance
projects were left largely intact. The $52.2 million Community Center project, partially funded
by proceeds from the 2019 Lease Revenue Bond issued in December, is not shown in the above
summary table to allow for a more meaningful comparison to the upcoming fiscal year.
v
CITY OF BURLINGAME I FISCAL YEAR 2020-21
THE GENERAL FUND
The General Fund is the City's chief operating fund. The most recent five-year forecast anticipates
a further reduction of the City's economically sensitive revenues as a result of the current COVID
19 crisis before recovery begins. No enhancement in the level of services offered by the City,
beyond that provided with the Measure I revenues effective April 1, 2017, is anticipated. Per the
most likely scenario, the General Fund will continue to draw down reserves for the next several
years. Although debt service and pension funding is assured, replenishment of reserves will take
an additional five years after operating surpluses are achieved.
Revenue Highlights
The following table shows the current forecast of fiscal year 2020-21 General Fund revenue
projections in the context of recent -year actual amounts and current -year estimated amounts.
The 2019-20 Adjusted Budget column includes the revenue amendments approved by the City
Council at its Budget Study Session on Mayl3th. At that time, the impairment of the City's
revenues resulting from the pandemic -induced recession could be more clearly discerned. As
previously noted, revenues are projected to decline further in fiscal year 2020-21.
CITY OF BURLINGAME, CA
SUMMARY OF GENERAL FUND REVENUES
FY19-20
FY20-21
FY18-19
Adjusted
Proposed
Actuals
Budget
Budget
Property Tax
$ 21,955,938
$ 23,435,600
$ 25,136,000
Sales and Use Tax
17,819,970
14,230,000
12,000,000
Transient Occupancy Tax
29,384,461
20,050,000
14,000,000
Other Taxes
Franchise Tax
1,657,802
1,642,000
1,641,200
Business Licenses
1,039,154
865,000
730,000
Real Property Transfer Tax
476,852
360,000
400,000
State HOPTR
59,592
60,000
60,000
Licenses & Permits
84,610
79,500
78,200
Fines, Forfeitures and Penalties
1,255,675
608,000
560,000
Use of Money & Property
179,055
130,000
80,000
Charges for Services
6,282,169
5,135,000
5,007,000
Other Revenue
59,071
30,000
30,000
State Subventions
211,117
140,000
143,000
Interest Income
4,071,886
2,400,000
1,563,000
Total, General Fund Revenue
$ 84,537,352
$ 69,165,100
$ 61,428,400
vi
CITY OF BURLINGAME I FISCAL YEAR 2020-21
Property Taxes
Burlingame has 8,704 taxable parcels, with a net assessed value in the secured property roll of
over $12.9 billion. The total assessed value subject to taxes increased by 6.25 percent in fiscal year
2018-19, and then by 7.28 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 11.54 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 2020-21 to be approximately 7.6 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
included at the same amount as received in the current fiscal year. All told, property taxes
comprise 40.9 percent of General Fund revenues in the FY 2020-21 proposed budget, compared
to the 29.5 percent anticipated in the FY 2019-20 adopted budget.
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 1/4 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. However, due to the rapid turn -around
in consumer spending experienced with the shelter -in -place restrictions and massive job losses in
recent months, sales taxes are projected to provide only $12.0 million in revenues for the City in
this 2020-21 fiscal year budget, including $1.9 million in Measure I revenues.
Sales by Business Group
Burlingame Calendar Year 2019
Fuel and
Service
Food
Building
and
Stations
F
and
Dugs
Construction
L
Autos
and
Transportation
Business
5%
3%
and 1
Industry
1
7'/6
13%
General
14%
22%
Consumer
Goods
State and
Restaurants
County
and
Pools
Hotels
Vt1
CITY OF BURLINGAME I FISCAL YEAR 2020-21
Approximately 29 percent 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. Low interest rates have supported substantial
car sales gains since the recession, although demand had tapered off somewhat in recent years.
But during the coronavirus pandemic, sales are reported to have dropped significantly. The
reasons are two -fold: increases in job loss/job insecurity have a dampening effect on such large
household purchases, and consumers are reluctant to walk into a dealership. As with other
industries, dealerships are looking to e-commerce to maintain profitability. Sales in this category
are expected to recover in the next 12-18 months, but are expected to be 6.3 percent less in FY
2020-21 than in the current fiscal year.
Because Burlingame is known as a highly desirable residential community and upscale
commercial location with attractive shopping districts, growth in the segment of general
consumer goods has in the past come largely from spending on high -end clothing, jewelry, and
beauty products. On-line sales will also continue to expand in this category of transactions, but
a decline of 2.5 percent when compared to the current fiscal year is anticipated. Such buying
trends will increase the amount of local sales tax contributed to the county pool, but may hurt the
sales at traditional brick -and -mortar stores. Therefore, Burlingame continues to focus on
economic development opportunities that will keep its shopping districts safe and strong in the
coming years. Taxable sales at restaurants and hotels also contribute significantly to
Burlingame's sales and use tax revenues; these businesses are anticipated to have a longer road
to recovery than other industries. In all, it is anticipated that revenues from sales and use tax
from all sources will decline 15.7 percent from estimated revenues in the 2019-20 fiscal year.
Sales and use taxes account for 19.5 percent of General Fund revenue in the forecast for fiscal year
2020-21.
CITY OF BURLINGAME I FISCAL YEAR 2020-21
Hotel Tax - Transient Occupancy Tax
Burlingame's 12 major hotels provide convenient overnight accommodations for business
travelers and tourists using San Francisco International Airport (SFO), with 3,709 hotel rooms
available for rental. Prior to the COVID-19 pandemic, Burlingame hotel tax revenues had
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 2019-20, the City's TOT revenues had been expected to exceed $28.7 million; these
projections dropped to just over $20.0 million when the coronavirus crisis arose. Travel, tourism,
and the hospitality industry have been decimated by the impact of the COVID-19 outbreak, and
the recovery process for these industries will be complicated and lengthy. As a result, Average
Daily Room Rates (ADR) are expected to be well below those experienced a year ago. Coupled
with very low occupancy rates, it is estimated that the City's revenue from TOT will show a
decline to $14 million in fiscal year 2020-21. Gradual growth is projected in the City's five-year
forecast, but a return to pre-2020 levels is not anticipated within the forecast's timeline.
Although TOT constituted 37.3 percent of total General Fund revenue initially projected for fiscal
year 2019-20, the revenue attributable to TOT in the budget for fiscal year 2020-21 is less than 23
percent. Because this revenue is so dependent on a vibrant economy that supports travel and
tourism, the risk of an economic downturn was factored into the establishment and maintenance
of a significant Economic Stabilization Reserve. Since these revenues will continue to be heavily
impacted by current economic conditions, a draw on this reserve is anticipated. It is therefore
fitting that the General Fund's Economic Stabilization Reserve be replenished and strengthened
in times of economic growth.
Expenditure Highlights
The $61.4 million in General Fund revenue will not cover the $66.6 million in anticipated
expenditures in the 2020-21 fiscal year; a draw on General Fund reserves will be required.
Appropriations include nearly $63.3 million in departmental expenditures, shown in the table
below.
CITY OF BURLINGAME, CA
SUMMARY OF GENERAL FUND EXPENDITURES
FY18-19
Actuals
By General Fund Program
General Government
$ 5,513,693
Public Safety
27,758,430
Public Works
5,934,117
Community Development
1,709,736
Leisure & Culture
14,847,131
Total Expenditures
$ 55,763,107
FY19-20
FY20-21
$ Change
% Change
Adjusted
Proposed
from Prior
from Prior
Budget
Budget
Year
Year
$ 7,191,099 $ 7,118,647 $ (72,452) -1.0%
29,699,707
$ 30,157,969
458,262
1.5%
6,533,410
$ 7,073,458
540,048
8.3%
2,694,507
$ 2,549,168
(145,339)
-5.4%
16,610,808
$ 16,395,637
(215,171)
-1.3%
$ 62,729,531
$ 63,294,879
$ 565,348
0.9%
CITY OF BURLINGAME I FISCAL YEAR 2020-21
General Fund departmental operating expenditures of $63.3 million in the new fiscal year
represent an increase of $565,000, or 0.9 percent, from the prior year's adjusted budget. Note that
the departmental budgets have included the full cost of retiree medical benefits, or OPEB (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.
The budget also includes less than $3.2 million to fund specific capital projects, and $2.7 million
for net debt service payments. Transfers in from other funds, largely to cover the cost of direct
and indirect services provided by the General Fund, serve to offset nearly $2.6 million of the
fund's expenditures.
As explained in the Key Budgetary Changes noted throughout the budget document, increases
in 2020-21 fiscal year General Fund appropriations are minimal. The largest rise in anticipated
costs can be seen in the $916,000 (2.7 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 no additional staffing proposals were
included —5.75 FTE were added to the General Fund budget during the 2019-20 fiscal year —
salaries and wages increased only 0.9 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 $489,000 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 (net) operating deficit of nearly $5.2 million will require a draw from the General Fund
Reserves. In order to provide a General Fund contribution of nearly $2.3 million to the § 115 Trust
for unfunded pension obligations, a further draw will be required. The Economic Stability
Reserve will be decreased by nearly $1.9 million to reflect 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 by nearly $5.6 million. The City will still have a positive
ending fund balance of $32.4 million, which includes $2.5 million in unassigned fund balance.
Debt Service
The chart below shows only those debt service obligations with General Fund support. 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. The table now reflects issuance of the 2019 Lease Revenue Bonds
in fiscal year 2019-20, which were issued to finance the Community Center construction project.
Although this added $2 million to the principal and interest due in each fiscal year, the City will
be utilizing Debt Service funds set aside in previous years ( $1 million from Measure I revenues
and $1 million in other General Fund moneys) in anticipation of an earlier bond issuance. This
negates the need for an additional transfer from the General Fund for fiscal year 2020-21, reducing
the operating deficit anticipated during this period of economic downturn.
X
CIl'Y OF BURLINGAME I FISCAL YEAR 2020-21
CITY OF BURLINGAME, CA
GENERAL FUND DEBT SERVICE OBLIGATIONS
Description
Maturity
FY19-20
Adjusted
Budget
FY20-21
Proposed
Budget
$ Change
from Prior
Year
% Change
from Prior
Year
2006 Pension Obligation Bonds
FY2036
$976,500
$998,891
$22,391
2.3%
2010 Lease Revenue Bonds (Corp Yard)
FY2021
1,167,775
1,164,375
(3,400)
-0.3%
2012 Lease Revenue Bonds (Burl Ave Streetscape)*
FY2042
551,488
546,688
(4,800)
-0.9%
2019 Lease Revenue Bonds (Community Center)
FY2049
1,997,334
1,997,000
(334)
0.0%
Cost of Issuance for 2019 Lease Rev Bonds
303,054
0
(303,054)
-100.0%
Debt Administration Costs
20,950
16,100
(4,850)
-23.2%
Subtotal, Principal and Interest
5,017,101
4,723,054
(294,046)
-5.9%
Transactions for the 2019 Bonds:
Transfers from General Fund & Measure 1
2,000,000
0
(2,000,000)
-100.0%
Drawdown from General Fund & Measure I Transfers
(2,005,284)
(1,994,716)
10,567
-0.5%
Drawdown from the 2019 Bond Proceeds
(3031054)
0
303,054
-100.0%
Gross Funding Needs from General Fund
4,708,763
2,728,338
(1,980,425)
-42.1%
Contributions from Other Funds
(1,583,218)
(1,579,750)
3,468
-0.2%
Net General Fund Debt Service
$3,125,545
$1,148,588
($1,976,957)
-63.3%
*100%reimbursed by the Special Assessment District and Parking Enterprise
Central County Fire
Burlingame's cost of fire services provided by the Central County Fire Department (CCFD)
increased 3.0 percent ($409,000) as compared to CCFD's adjusted budget for the 2019-20 fiscal
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. 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.
Community Group Funding
The budget for fiscal year 2020-21 includes $55,000 to fund the City's traditional Community
Group Funding Program. 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 1st. As a result of this process, 23
xi
CITY OF BURLINGAME I FISCAL YEAR 2020-21
organizations will be granted funding from this program with the approval of the fiscal year 2020-
21 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 2019-20 through fiscal
year 2024-25. That five-year forecast was totally updated when the full extent of the economic
fallout of the coronavirus outbreak unfolded. Staff developed three different scenarios based on
the possible evolution of the economy as the crisis subsides. A baseline, or "Most Probable",
scenario assumes that the spread of the virus will slow, as businesses and individuals gradually
adapt to safer work and market places. The anticipated recovery in this scenario is modest early
in the fiscal year, but grows steadily through the holidays and into the spring and summer of
2021. Due to the heavier impact on the travel industry, TOT revenues will only gradually return
to more normal levels. But property taxes remain relatively strong, and other tax revenues
recover, allowing for a partial replenishment of reserves in the outer years of the forecast.
Operating expenditures are contained to the extent reasonable, but as the need for capital
spending does not subside, further restrictions on spending and/or draws on the City's Capital
Investment Reserves may be needed.
Other scenarios include a more optimistic and a more pessimistic set of assumptions. All
scenarios are credible, but do not assume any specific course of action in response to the economic
environment that ultimately evolves. All scenarios also share a set of basic assumptions: they
assume that the City will continue to control all costs, with no enhancement of services, in order
to avoid the disruption of cut -backs during the economic recovery. 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. In regard to pension obligations, the
Ca1PERS rate of return for the current fiscal year is assumed to be 0 percent, and Ca1PERS returns
match their assumed rate of 7 percent for subsequent plan years. This is reflected in the growth
of pension costs over the five-year period covered by the forecast. Not included in expenses,
contributions to the § 115 Pension Trust Fund with PARS are assumed to continue as per the
City's pension funding plan, and funds are not withdrawn to pay the then -current employer's
required contributions to the CAPERS plan.
The uncertainties surrounding the course of the economy warrant the examination of many
scenarios, with frequent updates to the City's revenue projections and the five-year outlook. As
the course of the recovery from the current economic environment takes shape, these updates
will allow decision makers to assess the impact of the economic environment and to what extent
the City's reserves will hold up in the long-term. The most current forecast can be found on the
City's Finance Department webpage, along with prior year budgets and other financial reports.
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
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 and infrastructure
xii
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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. In the current
fiscal year, the reserve was tapped (approximately $10.6 million) for partial funding of the New
Community Center, leaving a balance of over $24.6 million in the reserve.
The FY 2020-21 Budget includes nearly $2.7 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 Ca1PERS.
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 Ca1PERS contribution rates rise above pre -established threshold rates. As of June 30,
2020, the anticipated balance in the account is $12.7 million
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, 2021, a projected fund balance of approximately $32.4 million represents 51.2
percent of the 2020-21 fiscal year's General Fund operating expenditures of $63.3 million.
Although this would normally be considered a very strong level of reserves, it should be noted
that the City began the 2019-20 fiscal year with a $49.2 million General Fund Balance. 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 $12.7
CITY OF BURLINGAME I FISCAL YEAR 2020-21
million (39.1 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 Budget Study Session in May, the fiscal year 2020-21
General Fund's projected $5.2 million operating deficit will be funded from reserves. Resulting
reserve levels will then be adjusted 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 $2.3 million.
These funding applications will result in a decrease of unrestricted fund balance of nearly $5.6
million. The General Fund will have approximately $2.5 million in unassigned fund balance as
of June 30, 2021. The current assignments (projected as of June 30, 2021) are described below.
CITY OF BURLINGAME, CA
GENERAL FUND BALANCE ASSIGNMENTS
Economic Stability Reserve
Catastrophic Reserve
Contingency Reserve
Subtotal, Assigned Fund Balance
Add: Restricted for Pension Trust Fund (PARS)
Add: Unassigned Fund Balance
Total, Ending Fund Balance
FY18-19
Actual
Results
FY19-20
Adjusted
Budget
FY20-21
Proposed
Budget
$ 18,837,000
$ 16,600,000
$ 14,743,000
2,000,000
2,000,000
2,000,000
500,000
500,000
500,000
21,337,000
19,100,000
17, 243,000
7,459,442
10,416,442
12, 666,442
20,371,309
8,093,434
2,524,167
$ 49,167,751 $ 37,609,876 $ 32,433,609
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 decreased to $14.7
million in the FY 2020-21 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 2020-21 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.
xiv
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 2020-21 Budget document.
Water and Sewer Enterprise Funds
The City's Water and Sewer Enterprise Funds remain healthy, despite a challenging climate of
environmental and social changes and increasing regulation.
The City relies on imported water purchased from the San Francisco Public Utilities Commission
(SFPUC) for the community's water supply. The SFPUC supply is received through six metered
turnouts and distributed to approximately 9,200 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. Shelter -in -place orders meant to curb the spread of the
COVID-19 virus have drastically shifted water consumption from industrial to residential
customers. Consumption as a whole has remained rather flat through the pandemic.
The City's sewer collection system consists of approximately 130 miles of predominately gravity
sewer mains ranging from 4 inch to 36 inch 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.
Because sewer revenues showed significant reduction during the pandemic due to a decrease in
industrial activities, revenues for the Sewer Fund are projected to increase somewhat in fiscal
year 2020-21.
The 2020-21 fiscal year budget reflects slightly over $21.0 million in revenues from the sale of
water. 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 fairly level with
the current fiscal year's adjusted projection. Both revenue assumptions will be continuously
monitored and examined for adequacy throughout the year.
The Water Fund budget for the 2020-21 fiscal year will fund $3.5 million of capital projects, as
well as combined debt service payments of nearly $2.5 million. The budget also provides for a
transfer ($475,000) to the General Fund to cover the cost of administrative services. The Sewer
xv
CITY OF BURLINGAME I FISCAL YEAR 2020-21
Fund's contribution toward capital improvements will be much smaller ($1.8 million), as prior
year projects are completed; approximately $2.9 million is earmarked for debt service. A $237,000
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. Annual increases in the rate may be approved each
year based on the CPI for the San Francisco -Oakland -San Jose area, but such increases are capped
at 2 percent. The City Council decided not to increase the storm drainage fee for fiscal year 2020-
21, so revenues of slightly over $3.0 million in storm drainage fees should be collected for the
upcoming fiscal year. Expenditures for the year include $1.9 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.
CITY OF BURLINGAME, CA
INTERNAL SERVICE FUNDS
Admin & Info Technology ISF
Facilities Services ISF
Fleet & Equipment ISF
OPEB Retiree Medical ISF
General Liability ISF
Worker's Comp ISF
Total
FY19-20
FY20-21
$ Change
% Change
FY18-19
Adjusted
Proposed
from Prior
from Prior
Actuals
Budget
Budget
Year
Year
$948,216
$1,185,555
$1,441,669
$256,114
21.6%
1,641,530
1,824,011
1,841,762
17,751
1.0%
1,243,373
1,148,700
1,687,568
538,868
46.9%
5,076,693
4,907,912
1
4,624,681
(283,231)
-5.8%
585,402
1,510,000
1,514,000
4,000
0.3%
883,558
877,000
1,149,500
272,500
31.1%
$10,378,772
$11,453,178
$12,259,180
$806,002
7.0%
Several of the City's internal service funds (ISFs) are projected to experience higher costs in FY
2020-21, which does not always translate into increased allocations to every operating
department's budget. The chart above shows the expenditure budgets only for each ISF; revenues
Xvi
CITY OF BURLINGAME I FISCAL YEAR 2020-21
from departmental expense allocations serve to offset these budgets so that costs are not double -
counted in the city-wide budget.
The largest budgetary change is proposed in the Fleet and Equipment ISF. The Capital Outlay
budget for the division varies from year to year and happens to include several pieces of heavy
equipment and special purpose vehicles. Because replacement costs are built into the annual
charges to departments, the city-wide allocation should change very little. Over time, however,
the higher cost of replacement vehicles and equipment will result in higher depreciation costs,
increasing the allocation of this ISF's expenditure budget to the various departments.
Similarly, increases in the annual costs associated with maintenance of network and computer
hardware, as well as the many software systems deployed for use in the City, has resulted in
significant increases in some charges to departments in the Admin/IT Fund. Again, the
methodology for allocating to these departments is not changed, but headcount and the use of
department -specific systems form the basis for the amount charged to each department.
The Workers' Comp ISF budget for the upcoming fiscal year reflects a fairly significant bump up,
reflecting an updated actuarial analysis of the liability for outstanding workers' comp claims.
Although there is no change in actual experience (frequency or severity of claims), the adjustment
requires the fund to carry additional reserves to cover the actuarially determined claims liability
for the City.
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 $4.6 million in fiscal year 2020-21.
Expenses of the fund include payments of actual retiree medical premiums and costs of the
program's third party administrator (nearly $2.8 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 $20.5 million as of June 30, 2020; the liability is
anticipated to be fully funded in 2037.
FY 2020-21 Capital Improvement Program
Additional appropriations for Capital Projects activities supported by the General Fund for the
fiscal year 2020-21 budget were purposefully reduced to less than $3.2 million - a $4.8 million
drop from the prior year, in an attempt to limit the extent of the deficit anticipated. The entire
Capital Improvement Program (CIP) budget for the year is $14.1 million, an $11.7 million decrease
from the FY 2019-20 CIP budget. A detailed listing of the Capital Improvement Program projects
and their funding sources is included in the budget document.
Xvll
CIT)' OF BURLINGAME I FISCAL YEAR 2020-21
CITY OF BURLINGAME
CAPITAL IMPROVEMENT PROGRAM
Other
General Fund
Funds/Sources
FY20-21 Total
Streets CIP
$ 2,600,000
$ 800,000
$ 3,400,000
Parks & Trees CIP
555,000
0
555,000
Parking & Garages CIP
0
350,000
350,000
Facilities CIP
0
0
0
Storm Drain CIP
0
4,500,000
4,500,000
Water CIP
0
3,500,000
3,500,000
Sewer CIP
0
1,800,000
1,800,000
All CIP Funding Sources, FY2020-21
$ 3,155,000
$ 10,950,000
$14,105,000
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 $1.6 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 ($3.5
million) and sewer projects ($1.8 million) are being funded from the respective Water Enterprise
and Sewer Enterprise Funds.
Although there is no new funding in the FY 2020-21 Capital Improvement budget for Public
Facilities, funding for the Burlingame Community Center was included as an adjustment to the
City's capital budget during fiscal year 2019-20. 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. In July of 2018,
the City Council approved moving forward with the pavilions style building, a 35,700 square foot
Community Center that will replace the aged,1940s-era Recreation Center. With parking under
and adjacent to the new center, the project also includes a new relocated playground, picnic area
and basketball court, and an indoor and outdoor stage. For the past two years, staff has worked
to refine the floor plans, building systems, and design of the building. The City procured the
services of a construction management firm, the project was advertised for construction bids in
January 2020, and a contractor was selected in April for a construction contract of $39,967,000.
In December 2019, issuance of the Burlingame Financing Authority Lease Revenue Bonds, Series
2019 yielded over $38,928,000 for construction and equipping of the Burlingame Community
Center project. Approximately $10.6 million of the required funding was allocated from the
Capital Investment Reserve to complete the $52.3 million project.
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 $65.5 million in its Statement of Net Position as of
June 30, 2019. As an employer contracting with the California Public Employees' Retirement
xviii
CITY OF BURLINGAME I FISCAL YEAR 2020-21
System (Ca1PERS), the City has grappled for many years with rate increases that resulted from
poor investment returns on the Ca1PERS 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, Ca1PERS 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.
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 37.0 percent (as a percentage of covered payroll) for
miscellaneous members, and 83.0 percent for safety members in the next 10 to 12 years. (Current
combined rates are 27.0 percent for miscellaneous employees and 55.0 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 71 percent funded.
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
Ca1PERS 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 Ca1PERS 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 Ca1PERS 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
XiX
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 $43.2 million in the new fiscal year, representing
37.4 percent of the overall expenditures from all funds. The City's main operating fund (the
General Fund) provides $33.8 million in appropriations for personnel expenditures,
approximately 53.3% 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 2020-21 budget provides no funding to this reserve, as an operating
deficit is anticipated as the economy recovers from a pandemic -induced recession. Funding of
$10.6 million has been drawn from the reserve to help fund the new Burlingame Community
Center's construction. The reserve is anticipated to be $24.6 million at the end of the 2019-20 fiscal
year.
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,
long-term funding of these capital needs is key to a truly sustainable budget.
The EconoM
Current information and analyses on the economic forces that are likely to impact the City's
operations in the upcoming fiscal year have influenced the development of the annual budget for
the City more than ever before. The COVID-19 crisis has impacted nearly every element of the
local, national, and global economies, and projections of what the future holds, even in the near
term, vary widely. The economic evaluation that informed this initial budget for the 2020-21
fiscal year was presented with the proposed amendments to the FY 2019-20 Budget. That
economic picture was compiled largely from recent reports provided by HdL Companies, the
City's sales tax consultant, in partnership with Beacon Economics, LLC. However, assessments
of the economic outfall from the pandemic change daily and will require revisions to this
proposed budget well after the City Council's adoption.
As intended in the City's risk -based General Fund Reserve Policy, reserves will enable the City
to meet operational demands during this economic downturn. But the funding of longer -term
XX
CITY OF BURLINGAME I FISCAL YEAR 2020-21
infrastructure needs and unfunded liabilities will not be easily accommodated. Depending on
the duration of the downturn, reduced funding of these long-term demands is apt to be the
necessary response, which would further aggravate capital conditions, slow prefunding 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, continue a pattern of saving for and leveraging investments in
the City's infrastructure, and pursue prudent prefunding of currently unfunded pension
obligations. The City is committed to continuing to reflect the community's priorities so that the
local quality of life is maintained, irrespective of national or with the economic fluctuations.
ACKNOWLEDGEMENTS
I wish to thank Mayor Beach and the City Council for their leadership and support during the FY
2020-21 budget development process. The COVID-19 crisis created a high level of revenue
uncertainty for the upcoming fiscal year, upending the normal budget cycle and resulting in a
very tentative budget situation. However, prudent establishment of reserves and systematic
identification and planning for the funding of previously incurred liabilities has rendered the
City fiscally prepared for this challenging time. The budget for the 2020-21 fiscal year represents
a spending plan of over $115 million and will necessarily undergo further review and updating
as needed throughout the new fiscal year. Still, 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.
The Department Directors and their budget staff did a yeoman's job of constructing a sound
budget plan that strategically allocates resources to optimally address the City Council's goals,
despite the unprecedented economic and social changes of the past few months. Their efforts are
sincerely appreciated. My thanks also go to Finance Director Carol Augustine and Deputy
Finance Director Karen Huang for their overall management of the City's budget. Finally, I
commend Public Works Director Syed Murtuza and Assistant Public Works Director Art
Morimoto for leading their department's efforts and resourceful approach in developing and
refining 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
XXi
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 2020-21 Priorities
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 out 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 xhe 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.
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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
Burlingame Statistics Francisco and close to the San Francisco International
Airport.
Total Population: 30,118
A California general law city incorporated in 1908,
Area: 6.1 square miles on 3,517
Burlingame operates under the Council -Manager form of
acres
government. A five -member City Council is elected at
Persons per Household: 2.40
large to four-year terms and serves as the board of
directors. (The three Councilmembers elected in 2017 and
Median Household Income:
the two Councilmembers elected in 2019 are serving five-
$118,410
year terms so that the City can comply with a new state law
Housing Units: More than
requiring Council elections in even -numbered years.) The
13,000
Council annually selects a Mayor and Vice Mayor from its
Street Miles: 84 centerline miles
members. The City Council appoints a City Manager, who
serves as the chief executive officer and is responsible for
Sidewalk Miles: 116 miles
all municipal functions. The City Council also appoints a
Sanitary Sewer: Approximately
City Attorney to serve as chief legal advisor for the
130 miles; 7 sewer stations
governing body and the administration. The City Manager
appoints the City Clerk.
Water: Approximately 105
miles; 9,170 connections; 6
pump stations; 7 storage tanks
Municipal services include: police and fire protection,
public works, community development, parks and
Streetlights: 1,853 total
recreation, library services, water, sewer, parking, solid
Street Trees: 17,140
waste, and storm drainage. General government activities
include finance, human resources, legal services, and city
Park Trees: 4,640
administration. An executive team helps the City Manager
Different Species of Trees: 294
lead the City organization. It includes seven Department
Number of Parks and Open
Directors, the City Attorney, the City Clerk, and a Fire
Spaces: 18
Chief, who is shared through the City's participation in the
Central County Fire Department Joint Powers Authority.
Library Circulation: 721,452
Library Print & Non -Print
Volumes: Approx. 303,079
Library Programs: 1,315
Library Attendance: 48,203
Sources:
California Dept. of Finance Population
and Housing Estimates
Department of Finance; City data (2018)
4
2
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 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
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 UPA)
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
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
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
CITY OF BURLINGAME I FISCAL YEAR 2020-21
ROSTER OF ELECTED OFFICIALS AND APPOINTEES
Mayor
Emily Beach
Council Member
Ricardo Ortiz
City Manager
Lisa K. Goldman
Council Member
Michael Brownrigg
Vice Mayor
Ann O'Brien Keighran
City Attorney
Kathleen Kane
Council Member
Donna Colson
CITY OF BURLINGAME I FISCAL YEAR 2020-21
EXECUTIVE TEAM
City Clerk
Meaghan Hassel -Shearer
Finance Director and
Treasurer
Carol Augustine
Police Chief
Mike Matteucci
City Librarian
Brad McCulley
Human Resources Director
Sonya Morrison
Community Development
Director
Kevin Gardiner
Parks and Recreation
Director
Margaret Glomstad
Public Works Director Central County Fire Chief
Syed Murtuza Bruce Barron
7
Sustainability
Exceed carbon reduction
targets and develop
strategies to address
changing environmental
realities.
City of Burlingame FY2020-21 Priorities
Transportation Housing
Improve roadway safety Address affordability crisis
and reduce congestion for and retain socioeconomic
all modes of diversity of our
transportation (cars, community.
pedestrians, and cyclists).
Infrastructure*
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.
* Understanding that these projects will span many fiscal years, the City Council selected five large infrastructure priority projects for
special focus — Broadway Grade Separation; City Hall Modernization and Safety Improvements; Specific Plan for Rollins Road; Sea
Level Rise Shoreline Protection Improvements; and Underground Power Lines on El Camino Real.
10
Understanding the Budget
Guide to City Budget Process
Guide to Understanding the Budget
Gann Appropriation Limit
11
`m
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 established in 2017: sustainability, infrastructure, and transportation.
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 PUBLIC 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
policies, consumer price indices, and other information available from expert third -parties or
governing authorities.
13
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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/contributions to one
or more reserves or funding mechanisms: the Economic Stability Reserve, the Contingency
Reserve, the Catastrophic Reserve, the Capital Investment Reserve, the California Employers'
Retiree Benefits Trust Fund (for funding retiree medical benefits), and the § 115 Trust Fund with
Public Agency Retirement Services (for funding pension obligations).
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
Council 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 Ca1PERS.
14
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 2018-19 Adopted Budget for the Central County Fire Department may be
obtained at:
1399 Rollins Road,
Burlingame, CA 94010
15
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 I FISCAL YEAR 2020-21
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
ARTICLE XIII(B) 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:
CALCULATION OF GANN APPROPRIATION LIMIT
2019-20 Appropriation Limit 84,218,116
State of California Inflation Factor
1.0373000
Percentage Change - City Population
-0.6700000
Percentage Change - County Population
-0.1300000
State of California Population Factor
0.9987000
Combined Ajustment Factor
1.0359515
2020-21 Appropriation Limit from Growth Factors 87,245,884
Proceeds of Taxes 54,515,440
Exclusions:
Qualified Capital Projects and Debt (13,570,644)
Appropriation Subject to Limit 40,944,797
2020-21 Appropriation Limit 87,245,884
Appropriation Subject to Limit 40,944,797
Over / (Under) Limit (46,301,087)
18
Budget Summaries, Charts & Graphs
Key Budgetary Assumptions
Chart — Proposed FY 2020-21 Citywide Revenue by Type
Budget Summary - Estimated Revenues and Interfund Transfers
Chart — General Fund Revenues from FY 2011 - 2021
Chart — Property Tax Revenues from FY 2011 - 2021
Chart — Where Do Your Burlingame Property Tax Dollars Go?
Chart — Transient Occupancy Tax Revenues from FY 2011 - 2021
Chart — Sales and Use Tax Revenues from FY 2011 —2021
Chart — Proposed FY 2020-21 Expenses by Type
Chart — Proposed FY 2020-21 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 I FISCAL YEAR 2020-21
KEY BUDGETARY ASSUMPTIONS
The following provides a brief overview of key budgetary assumptions used in the proposed
budget:
GENERAL ECONOMIC OUTLOOK
The pandemic -induced global recession put an abrupt halt on the economic expansion of the past
decade. The world-wide response to the COVID-19 pandemic has impacted every facet of life
and greatly altered the economic landscape at the national, state, and local levels. Not only is the
outlook vastly different than anticipated six months ago, scenarios for economic recovery vary
widely and change daily. Adding recent civic unrest to the mix of factors impacting businesses
and consumers alike, the nation's economic future is uncertain at best.
The State of California faces an unprecedented $54 billion budget shortfall for the current (2019-
20) and upcoming (2020-21) fiscal years, as the state faces extraordinarily high unemployment
and millions of household in need of assistance. Governor Gavin Newsom is proposing a
multiyear recovery approach that significantly draws down nearly all available reserves,
prudently built up over the past eight years, while delivering a balanced budget. The May
revision estimates revenues to be $41 billion lower than anticipated (compared to the January
proposed budget), necessitating wide spending cuts, and relying in small part on federal
restoration funding.
The City of Burlingame's budget for the current (2019-20) fiscal year also took a major turn from
rosy mid -year projections. At the time of the mid -year analysis, the San Francisco Bay Area
economy was robust, with the lowest unemployment rate in the state. With its emphasis on the
tech sector, the region was 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.
However, the Bay Area is now in a different economic reality than before the COVID-19 pandemic
hit. The good news is that the region entered the crisis from a position of strength.
Massive business closures and corresponding unemployment were caused by the response to the
coronavirus pandemic shelter -at-home orders and travel restrictions. The resulting changes in
social and economic landscapes prompted a budget adjustment in overall General Fund revenues
of $9.9 million for FY 2019-20, a decrease of 18.2 percent from the prior fiscal year. And, because
of the economic sensitivity of the City's major revenue sources, this 2020-21 fiscal year budget
assumes an additional 11.2 percent slump in revenues for the General Fund.
Due to the flattening of the curve of coronavirus cases in the Bay Area, restrictions on business
activity are loosening up and will likely continue to do so. However, as with many parts of the
country and the world, the region is dealing cautiously with the virus so as to avoid a possible
resurgence later in 2020. The virus and its impact on businesses is likely to be an ongoing problem
until a vaccine is available, herd immunity prevails, or exceptionally good treatments become
widely accessible.
• The national, state and local economic outlook calls for depressed revenues to
give way to very cautious recovery throughout the 2020-21 fiscal year.
21
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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.
Within the City's jurisdiction, the County shows assessed property values have grown at 11.5%
since the beginning of the fiscal year, indicating large developments added to the tax role in 2019.
It is unclear what impact the recession will have on future property values, as the tremendous job
growth that supported regional home prices in the past may take a while to recover.
Adjustments in the County's 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 7.6%
increase in the City's secured property assessed values is anticipated for fiscal
year 2020-21.
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.
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. However, there
has been some dispute about the proper allocations of the ERAF funds, resulting in further
uncertainty about the future of the refunds. The City received nearly $2.4 million in excess ERAF
in the current fiscal year; that same amount has been included in property tax revenues for fiscal
year 2020-21.
• 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. In November 2017, Burlingame voters approved
Measure I, a retail transactions and use tax of 1/4 percent, effective April 1, 2018. As a result, the
City's sales tax rate for taxable sales transactions within Burlingame is currently 9.5%. The State's
22
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 are accounted for separately from the
City's regular sales tax receipts.
As a result of swift reaction by consumers and businesses to the recent outbreak of the novel
coronavirus, a massive decrease in spending on certain goods and services has been experienced
as the current (2019-20) fiscal year draws to a close. The uncertainty of how long the presence of
the virus will disrupt the economy has made forecasting of sales tax revenues very challenging.
The forecast for the 2020-21 fiscal year assumes a continued decline in the City's sales tax revenue
through the fourth quarter of 2020, with only moderate gains for the remainder of the fiscal year.
As many of the small businesses that support the City's sales tax base may not survive a lengthy
shutdown even with federal subsidies, and a return to previous consumer spending patterns after
significant income interruptions is not expected to be swift, a further, significant decline in sales
tax revenues is assumed.
The sectors hit hardest by the pandemic -fueled recession, Autos & Transportation and
Restaurants & Hotels, will likely slide further in fiscal year 2020-21 as they struggle to resume a
"new normal" in the second quarter of 2021. Allocations from State and County pools will likely
increase due to an increase in on-line purchases. Most other sectors are anticipated to provide
fairly level revenues compared to the current fiscal year.
• As businesses and consumers seek to recover from the pandemic -induced
recession, sales tax revenues for the City are anticipated to decline an additional
15.7 percent.
• The City anticipates revenue from Measure I, included in the 2020-21 fiscal year
budget for General Fund Sales Tax revenues, to be $1.925 million.
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 a good
indicator of current economic activity. The global travel restrictions that began in late February
badly damaged the travel and hospitality industry, with airlines cutting flights and tourists
cancelling business trips and holidays. By early April, occupancy rates in area hotels were down
by 90 percent, and contingency plans had been deployed that included measures such as closing
food and beverage outlets, reducing staff, and closing floors or even entire hotels. As shuttered
borders prevailed through the end of FY 2019-20, TOT revenue projections for the fiscal year were
decreased by $6.1 million, to $20.1 million - a 31.8 percent decline from the prior fiscal year.
The City monitors average daily rate (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 both ADR and occupancy rates are expected to remain low for the
23
CITY OF BURLINGAME I FISCAL YEAR 2020-21
remainder of 2020, and the travel industry is not expected to experience a rapid recovery, the
2020-21 fiscal year budget reflects a further decline in these revenues to $14 million.
• The proposed budget of $14 million assumes a 30.2% decrease in TOT revenues
from the current fiscal year anticipated receipts of $20.1 million.
WATER & SEWER RATES
The severe five-year drought that ended in northern California in 2017 created higher costs and
lower revenues (due to conservation efforts) for both of these City utilities. Water rate increases
of approximately 7.5 percent annually were implemented over a three-year period; the final rate
increase was effective January 1, 2019. The rate increases helped the Water Fund cover for the
higher cost of wholesale water purchased from the San Francisco Public Utilities Commission
(SFPUC), and provided continued funding of prudent capital improvements in the Water utility.
With improving reservoir levels and water consumption easing back into higher, pre -drought
patterns, revenues in the Water and Sewer Utilities have been much easier to accurately anticipate
in the past few years.
However, the shelter -in -place orders meant to curb the spread of the COVID-19 virus have
drastically shifted the characteristics, if not the volume, of water consumption in Burlingame.
Whereas residential customers consumed 33.9 percent more in April 2020 than in the same month
last year, industrial customers consumed 38.7 percent less. Within this category, consumption
declined 47.2 percent in the subcategory of "hotels with restaurants". However, consumption as
a whole was down less than 1 percent.
In fiscal year 2020-21, water consumption is projected to match current -year experience. As there
will be no rate increases, projected revenues are anticipated to be slightly over $21.0 million.
Funding of capital projects/infrastructure within the Water utility will be increased to $3.5
million. After increased funding of capital projects/infrastructure within the Sewer utility - both
collection system improvements and wastewater treatment plant upkeep - in recent years,
funding in fiscal year 2020-21 will be fairly subdued at $1.8 million. Note that capital spending
is not included as expenses of the fund. At year end, infrastructure improvements are capitalized
and reported as long-term assets, rather than remaining in "unrestricted net position."
The proposed budget assumes operating revenues of approximately
million for the Water Enterprise and $14.1 million for the Sewer Enterprise. The
assumption is based on currently enacted rates and conservative consumption
forecasts. The budget provides for sufficient capital spending in order to
maintain the quality of infrastructure supporting these major utilities.
STORM DRAIN FEE
In May 2009, Burlingame residents approved a storm drain fee, which is collected as an
assessment on the property tax roll, to improve the City's aging storm drain infrastructure. The
fee has supported the issuance of bonds in 2010, 2012, and 2016, for a total of over $30 million in
bond proceeds to implement a $39 million capital improvement program. Pursuant to the
authority granted by the voters, the City Council may increase the storm drain fee each fiscal year
24
CITY OF BURLINGAME I FISCAL YEAR 2020-21
by the annual consumer price index, but not to exceed 2%. The annual increase to the storm drain
fee was deferred for the upcoming fiscal year, due to declining economic conditions Therefore,
the revenues from this source are the same as provided in the fiscal year 2019-20 adopted budget.
• The proposed budget of over $3.0 million assumes no 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. However, an examination of all positions utilized by the
City was prompted by the passage of Assembly Bill 5 (AB 5), effective January 1, 2020. It was
determined that many of the contractors used by the City, particularly in development services,
did not meet the new standards established by the bill. In order to continue to meet service
demands, staff positions were added, and the use of contract services in the affected departments,
along with some hourly wages, was decreased. The changes in personnel/positions were deemed
necessary to effectively carry out the City's priorities and support both General Fund and Capital
Improvement Program activities, and were reflected as a 6.75 increase in city-wide FTEs. In
addition, a Management Analyst position was approved for the Finance Department earlier in
the year. The FY 2020-21 budget is the first to provide a full year of funding for these positions.
There are no additions to staffing included in the 2020-21 fiscal year budget, but there are some
reclassifications proposed to increase efficiency.
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 $738,000 (3.2%) 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, Ca1PERS (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 CAPERS pensions, the blended (Classic and PEPRA combined) employer contribution
rates for the City's employees for the upcoming fiscal year are 55.0% for Safety personnel and
27% for Miscellaneous personnel, resulting in a city-wide budget of nearly $8.2 million, up from
the $7.5 million provided in the adopted budget for 2019-20 fiscal year.
• The proposed General Fund budget assumes that increased employer rates and
required lump -sum payments to CAPERS will increase pension costs by 14.9 %
(approximately $602,000) in the upcoming fiscal year.
25
CITY OF BURLINGAME I FISCAL YEAR 2020-21
PENSION LIABILITY STRATEGY
In recent years, the CAPERS investment return assumptions were reduced following 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 Ca1PERS has the resources to meet its obligations to
retiring workers in the future. However, these changes have resulted in significant increases in
the City's unfunded pension obligations, and an associated rise in employer contribution rates.
The rates provided by Ca1PERS through FY 2020-21 and the estimated rates derived through a
recently completed actuarial study of the City's pension obligations indicate that the City's
contribution rates will rise from the current 27% for Miscellaneous employees and 55 % for Safety
employees to 37% and 83%, 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 $65.4 million at June 30, 2019 (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
Ca1PERS, but to additionally contribute to the § 115 Trust Fund for Pensions established with
Public Agency Retirement Services (PARS). 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 Ca1PERS 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
million to the City's § 115 Trust Fund in fiscal year 2020-21 (including $2.25
million from the General Fund).
GOVERNMENTAL DEBT SERVICE
The City's governmental debt service obligations increased (by $2.0 million annually) in fiscal
year 2019-20 with the issuance of the 2019 Lease Revenue Bonds. The bonds were issued in
December 2019 to provide funding for construction of the new Community Center, and yielded
nearly $39 million for that purpose. Debt service on the bonds is totally supported by the General
Fund: the expenditure plan for Measure I proceeds includes an annual set -aside of $1 million for
the financing, matched with a $1 million annual commitment of other General Fund monies.
Because a transfer of $2.0 million to the Debt Service Fund had been made previous to issuance
of the bonds, no transfer from the General Fund is needed for the fiscal year 2020-21 obligation
for the 2019 Lease Revenue Bonds.
• The budget provides for $4.7 million to meet all governmental (non -enterprise)
debt service obligations of the City
26
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 2020-21 budget to fund several large
vehicles, including a Sewer rodder truck, that are due for replacement. Last year's replacement
schedule called for much smaller purchases. 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.
However, the Administrative and Information Technology ISF will incur increased costs largely
due to an amplified reliance on remote work. To be effective in the long term, applications and
infrastructure are being modernized to allow secure remote access to the processes and data
needed to provide efficient services. The additional costs will be allocated to the various
departments and programs based on number of workstations and calls for specialized software
services.
• The proposed budget assumes increases to the internal service funds for the
Fleet & Equipment ISF and the Admin & IT ISF in the amounts of $538,000 and
$256,000, respectively.
CENTRAL COUNTY FIRE DEPARTMENT BUDGET PRESENTATION
The proposed budget includes a General Fund appropriation for fire services 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 fire 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 services to the City of Millbrae, further reducing the cost of Fire services per capita for
participating cities.
CCFD's FY 2020-21 operating budget as approved in June reflects an increase of approximately
3.0% ($409,000) 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
Proposed FY 2020-21 Citywide Revenue by Type
34.0 %
0.0%
2.0%
M
23.1%
■ GF - Property tax
■ GF -Sales Tax
GF - Transient Occupancy Tax
■ GF -Other Taxes
■ GF - Charges for Services
GF - Other Revenue
■ Special Revenue
11.0% Utility Rates
Building Permit Fees
■ Parking Fees
Revenue - Capital Projects
5.2% 12.8% Other Revenue
4AI
2.3%
2.6%
28
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2020-21
ESTIMATED REVENUES AND INTERFUND TRANSFERS
2018-19
FUND AND DESCRIPTION ACTUAL
GENERAL FUND
Current Secured Property Tax
Secured Supplemental Property Tax (SB 813)
Current Unsecured Property Tax
Unsecured Property Tax - Prior Year
Unitary Tax
Property Tax in -lieu of VLF
ERAF Refund
Subtotal - Property Taxes
Sales & Use Tax
Prop 172 Public Safety Fund (Sales Tax)
Measure I Revenue
Subtotal - Sales and Use Tax
Transient Occupancy Tax
Subtotal - Transient Occupancy Taxes
Real Property Transfer Tax
State Homeowner Property Tax Reimbursement
Business License Tax
Business License Tax - Parking
Business License Audit (MAS)
PG&E - Franchise Tax -- Natural Gas
PG&E - Franchise Tax -- Surcharge (SB278)
PG&E - Franchise Tax -- Electricity
PG&E - Franchise Tax -- Surcharge -Prior Year
Franchise Tax -- Solid Waste
Comcast - Franchise Tax -- Cable Television (5%)
Astound - Franchise Tax -- Cable Television (5%)
AT&T Video Service Franchise Tax
Subtotal- Other Taxes
TOTALTAXES
2019-20 2019-20 2020-21
BUDGET EST. ACTUAL PROPOSED
14,649,598
15,665,000
15,820,000
17,573,000
516,148
545,000
545,000
491,000
779,370
855,000
821,000
821,000
(23,535)
-
-
-
316,284
340,000
316,000
316,000
3,465,699
3,725,000
3,559,300
3,560,000
2,252,373
2,140,000
2,374,300
2,375,000
21,955,938
23,270,000
23,435,600
25,136,000
15,139,440
12,600,000
12,140,000
10,230,000
166,181
160,000
130,000
120,000
2,514,349
2,000,000
1,960,000
1,650,000
17,819,970
14,760,000
14,230,000
12,000,000
29,384,461 28,700,000 20,050,000 14,000,000
29,384,461 28,700,000 20,050,000 14,000,000
476,852
420,000
360,000
400,000
59,592
60,000
60,000
60,000
589,737
590,000
590,000
530,000
442,724
430,000
275,000
200,000
6,694
-
-
-
113,895
150,000
115,000
130,000
5,777
6,000
6,000
6,200
138,275
136,000
139,000
146,000
131,598
142,000
132,000
142,000
772,154
812,000
782,000
740,000
406,107
390,000
380,000
390,000
23,385
24,000
24,000
25,000
66,611
64,000
64,000
62,000
3,233,400
3,224,000
2,927,000
2,831,200
43,497,711 43,761,000 45,178,000 67,954,000
Taxi Licenses
1,438
2,000
2,000
1,000
Taxicab Inspections
2,624
2,500
2,500
2,000
Alarm Permit Fees
64,542
60,000
60,000
60,000
Overnight Parking Permits
16,006
15,000
15,000
15,000
TOTAL LICENSES & PERMITS
84,610
79,500
79,500
Code Enforcement Citations
4,300
8,000
8,000
10,000
Asset Forfeiture
46,600
-
-
-
Parking Citations
1,133,840
900,000
540,000
500,000
Vehicle Code Fines
70,934
70,000
60,000
50,000
TOTAL FINES, FORFEITURES AND PENALTIES
1,255,675
978,000
608,000
560,000
29
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2020-21
ESTIMATED REVENUES AND INTERFUND TRANSFERS
2018-19 2019-20 2019-20 2020-21
FUND AND DESCRIPTION ACTUAL BUDGET EST. ACTUAL PROPOSED
Interest Income
4,071,886
1,970,000
2,400,000
1,563,000
Lease Payments
121,635
120,000
120,000
-
Rentallncome
57,420
10,000
10,000
80,000
TOTAL USE OF MONEY AND PROPERTY
4,250,942
2,100,000
2,530,000
1,643,000
Filing And Certification Fees
15
-
-
-
Smccvb Annual Fee -Bid
9,300
9,000
9,000
9,000
False Alarm Charges
22,264
25,000
25,000
22,000
False Alarm Charges -Collection
1,841
2,000
2,000
2,000
Special Police Services
2,268
2,000
2,000
2,000
Livescan Fees
6,689
7,000
7,000
5,000
Police Booking Fees -County
12,278
9,000
9,000
9,000
Vehicle Release Fees
46,231
42,000
42,000
35,000
Reimbursement For Service Cost
-
-
276,500
-
Public Works Fees & Services
744,328
570,000
700,000
600,000
Plan Check Fees - Engineering
75,792
84,000
52,000
52,000
Stormwater Inspection Fee
16,065
-
4,000
4,000
Reimb State Hway Maintenance
25,000
25,000
25,000
25,000
Planning Fees
556,187
600,000
400,000
450,000
Zoning/Sign Plan Checking
464,948
200,000
360,000
400,000
Use Permit Fees
36,500
37,000
37,000
37,000
2Nd Unit Amnesty
68
-
-
-
Recreation Fees & Services
3,374,909
3,000,000
2,304,000
2,250,000
Park Special Services
65,387
60,000
100,000
100,000
Arborist Plan Check/Site Insp.
17,936
20,000
15,000
20,000
Arborist Fee -Planning
16,188
20,000
15,000
20,000
Protected Tree Application Fee
27,960
20,000
10,000
20,000
Aquatics Reimbursement
697
-
-
220,000
Library Fees & Services
55,647
54,000
28,000
20,000
Library Services -Hillsborough
650,458
650,000
665,400
675,000
Passport Intake
53,215
54,000
47,100
30,000
TOTAL CHARGES FOR SERVICES
6,282,169
5,490,000
5,135,000
5,007,000
State Motor Vehicle Tax
14,541
-
-
-
Post Reimbursement
7,829
-
-
3,000
Slesf-COPS Program
148,747
140,000
140,000
140,000
Habitatconsvgrant-Millscanyon
40,000
-
-
-
TOTAL FEDERAL & STATE SUBVENTIONS
211,117
140,000
140,000
143,000
Other Revenues
57,856
30,000
30,000
30,000
Overages/Shortages
(9)
-
-
-
Litigation Settlement
400
Sale of Property
1,018
Utility Reimbursements
(194)
-
-
-
TOTAL OTHER REVENUE
59,071
30,000
30,000
30,000
GENERAL FUND, BEFORE TRANSFERS
$ 84,537,352 $
78,771,500 $
69,165,100 $
61,428,400
30
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2020-21
ESTIMATED REVENUES AND INTERFUND TRANSFERS
2018-19
FUND AND DESCRIPTION ACTUAL
Transfer In from Special Assessment District
Transfer In from Gas Tax Fund
Transfer In from Storm Drain Fund
Transfer In from Developer Impact Fee Fund
Transfer In from Water Fund
Transfer In from Sewer Fund
Transfer In from Parking Enterprise Fund
Transfer In from Solid Waste Fund
Transfer In from Building Enterprise Fund
Transfer out to Storm Drain Fund
Transfer (Out) to Shuttle Bus Fund
Transfer (Out) to CIP Investment Reserve
Transfer (Out) to Parks & Trees CIP
Transfer (Out) to Facilities CIP
Transfer (Out) to Streets CIP
Transfer (Out) to Burlingame Finance Authority
Measure I Fund - Transfer (Out) to Streets CIP
Measure I Fund - Transfer (Out) to Debt Service Fund
TOTAL INTERFUND TRANSFERS
GENERAL FUND REVENUE, NET OF TRANSFERS
SPECIAL REVENUE FUNDS
2019-20 2019-20 2020-21
BUDGET EST. ACTUAL PROPOSED
310,000
310,000
310,000
310,000
6,000
6,000
6,000
6,000
15,000
15,000
15,000
15,000
295,148
-
-
-
937,822
970,815
970,815
989,181
721,279
738,815
738,815
751,981
333,088
337,189
337,189
332,388
61,000
58,000
58,000
58,000
104,300
108,000
108,000
111,000
(143,500)
(143,500)
(143,500)
(3,000,000)
(6,500,000)
(6,500,000)
(5,805,000)
(3,305,000)
(3,325,000)
(555,000)
(3,229,000)
(2,000,000)
(2,000,000)
(1,325,000)
(2,660,000)
(2,660,000)
(1,000,000)
(3,684,811)
(3,708,763)
(3,708,763)
(2,728,338)
(575,000)
(1,200,000)
(1,200,000)
(1,600,000)
(1,000,000)
(1,000,000)
(1,000,000)
(15,978,674)
(17,973,444)
(17,993,444)
(3,309,788)
$ 68,558,678 $ 60,798,056 $ 51,171,656 $ 58,118,612
BURLINGAME AVENUE SPECIAL ASSESSMENT DISTRICT
Special Assessment Revenue 310,094 310,000 310,000 310,000
Interest Income 14,508 8,000 5,000 4,000
SPECIAL ASSESSMENT, BEFORE TRANSFERS 324,602 318,000 315,000 314,000
Transfer (Out) to General Fund (310,000) (310,000) (310,000) (310,000)
SPECIAL ASSESSMENT, NET OF TRANSFERS 14,602 8,000 5,000 4,000
FEDERAL & STATE GRANTS
CA Office of Traffic Safety STEP Grant (Traffic Safety) 15,050
CA Office of Traffic Safety STEP Grant (DUI) 18,547
LOCAL GRANTS 29,500
63,098
Transfer (Out) to General Fund -
FEDERAL & STATE, NET OF TRANSFERS $ 125,629 $ $ $
31
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2020-21
ESTIMATED REVENUES AND INTERFUND TRANSFERS
2018-19 2019-20 2019-20 2020-21
FUND AND DESCRIPTION ACTUAL BUDGET EST. ACTUAL PROPOSED
MEASURE A & GAS TAX FUND
Interest Income
40,964
58,000
9,000
6,000
Measure A Sales Tax
793,252
860,000
760,000
764,000
Section 2103 -- Excise Tax
101,204
258,000
210,000
228,000
Section 2106--New Construction
166,212
170,000
144,000
156,000
Section 2107--Maintenance and Construction
124,174
124,000
104,000
113,000
Section 2107.5 - Administration
209,030
221,000
178,000
193,000
Section 2105--Proposition 111 Gas Tax
6,000
6,000
6,000
6,000
ROAD & MAINTENANCE REHAB (RMRA S131)
546,154
501,000
500,000
512,000
LOAN REPAYMENT SB1
34,163
34,000
34,000
-
MEASURE A & GAS TAX, BEFORE TRANSFERS
2,021,153
2,232,000
1,945,000
1,978,000
GAS Tax Fund - Transfer (Out) to General Fund
(6,000)
(6,000)
(6,000)
(6,000)
GAS Tax Fund - Transfer (Out) to Streets CIP
(935,000)
(1,100,000)
(1,100,000)
(800,000)
Measure A - Transfer (Out) to Streets CIP
(800,000)
(750,000)
(750,000)
TOTAL INTERFUND TRANSFERS
(1,741,000)
(1,856,000)
(1,856,000)
(806,000)
MEASURE A & GAS REVENUE, NET OF TRANSFERS
$ 280,153 $
376,000 $
89,000 $
1,172,000
Measure W
Measure W revenue
-
-
350,000
350,000
Interest Income
-
2,000
PUBLIC TV REVENUE
350,000
352,000
Transfer (Out) to Capital Projects Fund
-
-
TOTAL INTERFUND TRANSFERS
-
-
-
-
PUBLIC TV ACCESS, NET OF TRANSFERS
$ - $
$
350,000 $
352,000
PUBLIC TV ACCESS FUND
PEG Access Fees
99,563
105,000
105,000
100,000
Interest Income
20,712
9,000
9,000
11,000
PUBLIC TV REVENUE
120,275
114,000
114,000
111,000
Transfer (Out) to Capital Projects Fund
-
-
-
-
TOTAL INTERFUND TRANSFERS
-
-
-
-
PUBLIC TV ACCESS, NET OF TRANSFERS
$ 120,275 $
114,000 $
114,000 $
111,000
DEVELOPMENT FEES FUND
Public Facilities Impact Fee
239,745
-
-
-
North Burlingame Development Fee
34,475
Bayfront Development Fees
-
Burlingame Ave Parking in lieu Fees
-
-
-
-
Interest Income
221,017
86,000
82,000
122,000
DEVELOPMENT FEES, BEFORE TRANSFERS
495,237
86,000
82,000
122,000
Transfer (Out) to General Fund
(295,148)
-
-
-
Transfer (Out) to Streets CIP
TOTAL INTERFUND TRANSFERS
(295,148)
DEVELOPMENT FEES, NET OF TRANSFERS $ 200,089 $ 86,000 $ 82,000 $ 122,000
32
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2020-21
ESTIMATED REVENUES AND INTERFUND TRANSFERS
2018-19
FUND AND DESCRIPTION ACTUAL
STORM DRAIN FUND
Storm Drainage Fees
Interest Income
STORM DRAIN REVENUE, BEFORE TRANSFERS
Transfer (Out) to General Fund
Transfer (Out) to Burlingame Financing Authority
TOTAL INTRAFUND TRANSFERS
STORM DRAIN, NET OF TRANSFERS
4►k14.49.1E3:1111VIL1I6i
WATER ENTERPRISE FUND
Utility Sales
Water - Fire Services
Taps For New Meters
Flow & Turn Ons
Fire Flow Inspection
Utility Late Payment Penalties
Misc. Revenues
Sale Of Recyclable
Interest Income
WATER FUND REVENUE, BEFORE TRANSFERS -
Transfer (Out) to Water Capital Projects Fund
Transfer In from Water Capital Projects Fund
Transfer (Out) to General Fund
TOTAL INTERFUND TRANSFERS
WATER FUND, NET OF TRANSFERS
SEWER ENTERPRISE FUND
Sewer Service Charges
Charges to Other Agencies
Burlingame Hills Sewer Charges
Sewer Discharge Permits
Sewer Connection Fees
Misc. Revenues
Sale of Assets
Interest Income
SEWER FUND REVENUE, BEFORE TRANSFERS
Transfer (Out) to Sewer Capital Projects Fund
Transfer In from Sewer Operations Fund
Transfer (Out) to General Fund
TOTAL INTERFUND TRANSFERS -
SEWER FUND, NET OF TRANSFERS =
2019-20 2019-20 2020-21
BUDGET EST. ACTUAL PROPOSED
2,951,174
3,017,000
3,017,000
3,017,000
502,110
311,000
190,000
77,000
JL 3,453,284
3,328,000
3,207,000
3,094,000
(15,000)
(15,000)
(15,000)
(15,000)
(2,063,089)
(2,068,139)
(2,068,139)
(1,911,339)
(2,078,089)
(2,083,139)
(2,083,139)
(1,926,339)
$ 1,375,195 $ 1,244,861 $ 1,123,861 $ 1,167,661
19,456,714
20,400,000
20,800,000
20,800,000
32,414
32,000
32,000
32,000
129,539
130,000
165,000
150,000
640
350
350
-
14,042
10,000
8,500
5,000
30,169
30,500
30,500
20,000
18,277
8,000
2,500
2,000
2,114
-
-
-
623,527
438,000
250,000
313,000
20,307,435
21,048,850
21,288,850
21,322,000
(3,000,000)
(3,000,000)
(3,000,000)
(3,500,000)
3,000,000
3,000,000
3,000,000
3,500,000
(937,822)
(970,815)
(970,815)
(989,181)
(937,822)
(970,815)
(970,815)
(989,181)
$ 19,369,613 $ 20,078,035 $ 20,318,035 $ 20,332,819
14,131,887
14,200,000
12,445,000
12,500,000
1,090,261
1,100, 000
1,158,000
1,160, 000
246,382
250,000
250,000
250,000
139,821
95,000
95,000
95,000
106,895
10,000
160,000
160,000
3,595
-
-
-
14,065
-
-
-
530,045
465,000
180,000
320,000
16,262,951
16,120,000
14, 288, 000
14,485,000
(5,200,000)
(5,080,000)
(5,080,000)
(1,800,000)
5,200,000
5,080,000
5,080,000
1,800,000
(721,279)
(738,815)
(738,815)
(751,981)
(721,279)
(738,815)
(738,815)
(751,981)
$ 15,541,672 $ 15,381,185 $ 13,549,185 $ 13,733,019
33
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2020-21
ESTIMATED REVENUES AND INTERFUND TRANSFERS
FUND AND DESCRIPTION
SOLID WASTE MANAGEMENT FUND
2018-19 2019-20 2019-20
ACTUAL BUDGET EST. ACTUAL
2020-21
PROPOSED
Steam Cleaning Downtown
162,800
163,000
163,000
163,000
Ab939 Administration Fee
96,519
100,000
100,000
90,000
Street Sweeping Fee
300,000
300,000
300,000
300,000
City Management Fee
58,000
58,000
58,000
58,000
Misc. Revenues
102,340
40,000
40,000
40,000
Interest Income
169,021
64,000
64,000
77,000
SOLID WASTE, BEFORE TRANSFERS
81
725,000
725,000
Transfer In (Out) from Landfill Fund
-
-
-
Transfer (Out) to General Fund
(61,000)
(58,000)
(58,000)
(58,000)
TOTAL INTERFUND TRANSFERS
(61,000)
(58,000)
(58,000)
(58,000)
SOLID WASTE, NET OF TRANSFERS -
$ 827,681 $
667,000 $
667,000 $
670,000
LANDFILL FUND
Landfill Closure
482,596
505,000
490,000
460,000
Interest Income
56,483
24,000
24,000
31,000
LANDFILL FUND, BEFORE TRANSFERS
539,079
529,000
514,000
491,000
Transfer In (Out) from Solid Waste Fund
-
-
-
-
TOTAL INTERFUND TRANSFERS
-
-
-
-
LANDFILL FUND, NET OF TRANSFERS
539,079 $
529,000 $
514,000 $
491,000
BUILDING INSPECTION FUND
Construction Permits
1,126,935
1,180,000
1,904,000
1,180,000
Building Plan Check Fees
2,048,931
800,000
1,100,000
800,000
Imaging Fees
45,278
40,000
57,000
40,000
Miscellaneous Income
62,974
-
-
-
Interest Income
403,756
246,000
170,000
200,000
BUILDING INSPECTION, BEFORE TRANSFERS
3,687,875
2,266,000
3,231,000
2,220,000
Transfer In (Out) from Solid Waste Fund
Transfer In (Out) from General Fund
(104,300)
(108,000)
(108,000)
(111,000)
TOTAL INTERFUND TRANSFERS
(104,300)
(108,000)
(108,000)
(111,000)
BUILDING, NET OF TRANSFERS
$ 3,583,575 $
2,158,000 $
3,123,000 $
2,109,000
PARKING ENTERPRISE FUND
Parking Fees
2,409,248
2,450,000
1,792,500
1,500,000
Monthly Parking Permits
345,405
370,000
220,000
300,000
Electric Vehicle Charging Station
18,206
15,000
10,000
20,000
Miscellaneous Revenue
-
-
-
-
Interest Income
344,500
229,000
140,000
174,000
PARKING REVENUE, BEFORE TRANSFERS iiiiiiiiiM�
3,117,359
1h 3,064,000
2,162,500
1,994,000
Transfer In (Out) from Parking Capital Projects Fund
67,789
(2,650,000)
(3,140,320)
(350,000)
Transfer In (Out) from Parking Operating Fund
(67,789)
2,650,000
3,140,320
350,000
Transfer (Out) to General Fund
(333,088)
(337,189)
(337,189)
(332,388)
Transfer (Out) to Burlingame Financing Authority
TOTAL INTRAFUND TRANSFERS
(333,088)
(337,189)
(337,189)
(332,388)
PARKING REVENUE, NET OF TRANSFER- $ 2,784,271 $ 2,726,811 $ 1,825,311 $ 1,661,612
34
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2020-21
ESTIMATED REVENUES AND INTERFUND TRANSFERS
2018-19
FUND AND DESCRIPTION ACTUAL
INTERNAL SERVICE FUNDS
Reimbursement (Non -City)
Miscellaneous Revenue (Non -City)
Sale of Property
Interest Income
ISF REVENUE, BEFORE TRANSFERS
Transfer In (Out) from General Fund
TOTAL INTERFUND TRANSFERS
ISF REVENUE, NET OF TRANSFERS
2019-20 2019-20
BUDGET EST. ACTUAL
2020-21
PROPOSED
9,652
5,000
5,000
69,983
-
-
103,485
10,000
10,000 10,000
698,193
349,000
266,000 330,000
881,314
364,000
281,000 340,000
$ 881,314 $ 364,000 $ 281,000 $ 340,000
CAPITAL PROJECT FUNDS (ALL FUNDS. PROGRAMS & SUB -PROGRAMS
Federal, State or Local Grants
50,000
-
-
Reimbursement Share - City of Millbrae
36,728
900,000
900,000
50/50 Sidewalk Assessment
-
-
-
Strategic Growth Grant - GP Update
39,S19
OBAG BPIP - Carolan Complete Streets
47,941
-
-
C/CAG Measure M
145,104
140,000
140,000
San Mateo County Measure A Grant
145,343
-
-
Donations
80,000
Miscellaneous Revenue
-
-
-
CAPITAL PROJ REVENUE, BEFORE TRANSFERS
544,635
1,040,000
1,040,000
Transfer In (Out) from General Fund to Parks & Trees CIP
5,805,000
3,30S,000
3,325,000
55S,000
Transfer In (Out) from General Fund to Facilities CIP
3,229,000
2,000,000
2,000,000
Transfer In (Out) from General Fund to Storm CIP
-
-
-
-
Transfer In (Out) from General Fund to Streets CIP
1,325,000
2,660,000
2,660,000
1,000,000
Transfer In (Out) from General Fund (CIP Projects)
10,3S9,000
7,96S,000
7,985,000
1,S5S,000
Transfer In (Out) from General Fund (CIP Investment Reserve)
3,000,000
6,500,000
6,500,000
-
Transfer In (Out) from Gas Tax Fund
935,000
1,100,000
1,100,000
800,000
Transfer In (Out) from Measure A Fund
800,000
750,000
750,000
-
Transfer In (Out) from Measure I
575,000
1,200,000
1,200,000
1,600,000
Transfer In (Out) from Burlingame Financing Authority
3,531,681
3,200,000
3,200,000
4,500,000
Transfer In (Out) from Development Impact Fee
-
-
-
-
TOTAL INTERFUND TRANSFERS
19,200,681
20,715,000
20,735,000
8,455,006
CAP PROJ REVENUE, NET OF TRANSFERS $ 19,745,316 $ 21,755,000 $ 21,775,000 $ 8,455,000
OTHER FUNDS
SHUTTLE BUS PROGRAM FUND
Grants & Contributions
103,600
72,000
72,000 72,000
SHUTTLE REVENUE, BEFORE TRANSFERS
103,600
72,000
72,000 72,000
Transfer In (Out) from General Fund
143,500
143,500
143,S00 -
TOTAL INTERFUND TRANSFERS
143,500
143,500
143,500 -
SHUTTLE REVENUE, NET OF TRANSFERS
$ 247,100 $
215,500 $
215,500 $ 72,000
35
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2020-21
ESTIMATED REVENUES AND INTERFUND TRANSFERS
2018-19 2019-20
FUND AND DESCRIPTION ACTUAL BUDGET
OTHER LOCAL GRANTS & DONATIONS
Donations
Grant Revenue
Interest Income
DONATIONS, BEFORE TRANSFERS
Transfer In (Out) from Capital Projects Fund
Transfer In (Out) from General Fund
TOTAL INTERFUND TRANSFERS
DONATIONS, NET OF TRANSFERS
DEBT SERVICE FUND
BURLINGAME FINANCING AUTHORITY
Other Financing Source-2019 Lease Revenue Bonds
Interest Income
Miscellaneous Revenue
DEBT SERVICE FUND REVENUE, BEFORE TRANSFERS
Transfer In (Out) from Measure I Fund
Transfer In (Out) from Storm Drain Fund
Transfer In (Out) from General Fund
Transfer (Out) to Storm Drain CIP
TOTAL INTERFUND TRANSFERS
FINANCING AUTH, NET OF TRANSFERS
GRAND TOTAL (ALL FUNDS), GROSS REVENUE
GRAND TOTAL (ALL FUNDS), NET OF TRANSFERS
2019-20 2020-21
EST. ACTUAL PROPOSED
216,080
2,700
7,630
-
4,000
10,000
226,410
4,000
10,000
$ 226,410 $
4,000
$
$ 10,000
188,172
104,000
520,000
330,000
188,172
104,000
520,000
330,000
1,000,000
2,063,089
3,684,811
(3,531,681)
1,000,000
2,068,139
3,708,763
(3,200,000)
1,000,000
2,068,139
3,708,763
(3,200,000)
-
1,911,339
2,728,338
(4,500,000)
3,216,219
3,576,902
3,576,902
139,677
$ 3,404,392 $
3,680,902
$ 4,096,902
$ 469,677
137,762,510
130,186,350
119,300,450
109,391,400
5 137,825,042 5
130,186,350
5 119,300,450
5 109,391,400
36
c
0
City of Burlingame, CA
General Fund Revenues
$100
$90
$80
$71.7 $69.2
$70 $66.3 $68.0
$61.9 $61.4
$60 $52.3
$50 46.3
$40
$30
$20
$10
16 FY17 FY18 FY19 FY20 FY21
Projected Proposed
37
$20
$18
$16
$14
o $12
$10 $9 2
$8.0 $8.5
$8
$6
$4
$2
City of Burlingame, CA
Sales and Use Taxes
$10.2
Sales Taxes
—■—Sales Taxes without Measure I
FY11 FY12 FY13 FY14 FY15
$12.1
$12.3
$17.8
FY16 FY17 FY18 FY19
$12.3
:�ii.0
$10.4
FY20 FY21
Projected Proposed
38
Where do your Burlingame property tax dollars go?
I;
16 G fir.
4D.C.
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
$28
$26
$24
$22
$20
c
$18
$16
$14
City of Burlingame, CA
Property Taxes
FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Projected Proposed
40
$35
$30
$25
o $20
$15
$10
$5
City of Burlingame, CA
Transient Occupancy Taxes
FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Projected Proposed
41
5.02
7.09
Proposed FY 2020-21 Expenses by Type
12.01
36.52%
Employee Services
37.91% ■ Operating Expenses
Debt Service
Internal Service Funds
Capital Outlays
42
Proposed FY 2020-21 Appropriations by Major Fund
Parking Enterprise
0.71%
Building Enterprise
2.13%
Financing Authority
5.74%
V'14
Sewer Enterprise
9.78%
Water Enterprise
13.27%
Capital Projects
12.21%
Solid Waste Enterprise
0.77%
Other Funds
A CGOL
General Fund
54.83%
■ General Fund
■ Capital Projects
Water Enterprise
■ Sewer Enterprise
■ Financing Authority
Building Enterprise
Parking Enterprise
Solid Waste Enterprise
Other Funds
43
CITY OF BURLINGAME
PROPOSED BUDGET FISCAL YEAR 2020-21
EXPENSES BY DEPARTMENT & TYPE
EMPLOYEE
OPERATING DEBT
CAPITAL
INTERNAL
TOTAL
DEPARTMENT
SERVICES
EXPENSES SERVICE
OUTLAY
SERVICES
RECOVERIES BUDGET
GENERAL FUND
Central County Fire Department
$
$ 12,569,737 $
$
$
$ $ 12,569,737
City Attorney
813,962
257,465
55,540
1,126,967
City Clerk
300,658
309,272
34,661
644,591
City Council
164,606
291,189
165
455,960
City Manager
693,389
197,588
61,846
952,823
Community Dev. - Planning
1,719,468
249,864
132,641
2,101,973
Community Dev. - Econ. & Housing
149,738
297,457
-
447,195
Finance
2,011,397
563,480
183,810
2,758,687
Human Resources
792,454
312,503
74,662
1,179,619
Library
4,095,434
1,214,003
662,564
5,972,001
Parks
3,454,490
1,629,445
108,000
472,752
5,664,687
Police -operations
11,319,642
2,244,408
-
936,867
14,500,917
Police - record misc.
670,438
49,132
-
719,570
Police
11,990,080
2,293,540
936,867
15,220,487
Police - Communications
1,438,976
234,474
22,047
1,695,497
Police - Parking Enforcement
538,771
116,647
16,830
672,248
Public Works - Engineering
3,041,032
773,128
-
262,571
4,076,731
Public Works - Street & Storm Drains
1,365,285
1,325,486
50,000
1,105,956
3,846,727
Recreation
2,052,184
1,679,632
-
547,133
4,278,949
Recreation -Aquatic Center
-
475,000
5,000
-
480,000
Public Works Allocation to CIP
-
-
-
-
(850,000) (850,000)
Total General Fund
34,621,924
24,789,910 -
163,000
4,570,045
(850,000) 63,294,879
BUKLINUAML: I-INANLINU AU I MUKI I Y
-
36,000 6,598,393
-
-
6,634,393
SPECIAL REVENUE FUNDS
Burlingame Ave. Special Assessment
- -
-
Development Fees
Federal & State Grants
Gas Tax
Measure A
Public TV Access
Storm Drain
Total Special Revenue Funds
44
CITY OF BURLINGAME
PROPOSED BUDGET FISCAL YEAR 2020-21
EXPENSES BY DEPARTMENT & TYPE
EMPLOYEE
OPERATING
DEBT
CAPITAL
INTERNAL
TOTAL
DEPARTMENT
SERVICES
EXPENSES
SERVICE
OUTLAY
SERVICES
RECOVERIES
BUDGET
INTERNAL SERVICE FUNDS*
Administrative & Information Technology
127,369
1,314,300
-
(1,421,669)
20,000
Facilities Services
870,704
914,518
-
56,540
(2,041,762)
(200,000)
Fleet & Equipment Maintenance
536,140
329,930
759,490
62,008
(1,466,120)
221,448
OPEB Retiree Medical
4,612,681
12,000
-
-
(4,624,681)
-
Risk Management - General Liability
-
1,514,000
(1,514,000)
-
Risk Management - Worker's Comp
-
1,149,500
-
-
(1,034,500)
115,000
Total Internal Service Funds
6,146,894
5,234,248
759,490
118,548
(12,102,732)
156,448
*Budgets are allocated to operating departments or funded via
reserves.
ENTERPRISE FUNDS
Solid Waste Enterprise
452,463
287,079
-
154,433
893,975
Landfill Enterprise
66,367
191,079
968
258,414
Parking Enterprise
276,166
439,562
109,744
825,472
Building Enterprise
1,459,052
856,785
-
-
146,038
2,461,875
Water Enterprise
3,115,628
9,654,033
1,942,401
75,500
541,839
15,329,401
Sewer Enterprise
2,559,067
5,190,277
2,427,331
318,000
801,936
11,296,611
Total Enterprise Fund
7,928,743
16,618,815
4,369,732
393,500
1,754,958
31,065,748
CAPITAL PROJECT FUNDS
Facilities CIP
-
-
-
-
-
-
Parking & Garages CIP
350,000
350,000
Parks & Trees CIP
555,000
555,000
Sewer CIP
1,800,000
1,800,000
Storm Drain CIP
4,500,000
4,500,000
Streets CIP
3,400,000
3,400,000
Water CIP
3,500,000
3,500,000
Total Capital Project Funds
-
14,105,000
14,105,000
OTHER FUNDS
Shuttle Bus
227,500
-
227,500
Total Other Funds
-
227,500
-
-
-
227,500
TOTAL BUDGET - ALL FUNDS
$ 48,697,561
$ 46,906,473 $
10,968,125
$ 15,420,990
$ 6,443,551
$ (12,952,732) $
115,483,968
45
CITY OF BURLINGAME
PROPOSED BUDGET FISCAL YEAR 2020-21
BUDGET SUMMARY - SUMMARY OF REVENUES & EXPENSES BY FUND
FUND AND DESCRIPTION
GENERAL FUND
SPECIAL REVENUE FUNDS
Burlingame Ave. Special Assessment
Federal & State Grants
Gas Tax Fund
Measure A Fund
Measure W Fund
Public TV Access Fund
Development Fees Fund
Storm Drain Fund
Total, Special Revenue Funds
BURLINGAME FINANCING AUTHORITY
ENTERPRISE FUNDS
Water Enterprise Fund
Sewer Enterprise Fund
Solid Waste Fund
Landfill Fund
Building Inspection Fund
Parking Enterprise Fund
Total, Enterprise Funds
INTERNAL SERVICE FUNDS
Administrative & Information Technology ISF
Facilities Maintenance ISF
Fleet & Equipment Maintenance ISF
OPEB Retiree Medical ISF
Risk Management - General Liability ISF
Risk Management - Worker's Comp ISF
Total, Internal Service Funds
CAPITAL PROJECT FUNDS
Facilities CIP
Parking & Garages CIP
Parks & Trees CIP
Sewer CIP
Storm Drain CIP
Streets CIP
Water CIP
CIP Renewal & Replacement Reserve
Total, Capital Project Funds
OTHER FUNDS
Other Local Grants & Donations
Shuttle Bus Fund
Total, Other Funds
TOTAL, ALL FUNDS CITY-WIDE
ESTIMATED TRANSFER
REVENUES IN (OUT)
$ 61,428,400 $ (3,309,788) $
314,000 (310,000)
NET OPERATING DEBT
REVENUES EXPENSES SERVICE
58,118,612 $ (63,131,879) $
4,000
1,213,000
(806,000)
407,000
765,000
-
765,000
352,000
-
352,000
111,000
-
111,000
122,000
-
122,000
3,094,000
(1,926,339)
1,167,661
5,971,000
(3,042,339)
2,928,661
330,000
139,677
469,677
(36,000) (6,598,393)
CAPITAL TOTAL BUDGET YEAR
OUTLAY APPROPRIATION SURPLUS/(DEFICIT)
$ (163,000) $ (63,294,879) $ (5,176,267)
4,000
407,000
765,000
352,000
111,000
122,000
1,167,661
2,928,661
(6,634,393) (6,164,716)
21,322,000
(989,181)
20,332,819
(13,311,500)
(1,942,401)
(75,500)
(15,329,401)
5,003,418
14,485,000
(751,981)
13,733,019
(8,551,280)
(2,427,331)
(318,000)
(11,296,611)
2,436,408
728,000
(58,000)
670,000
(893,975)
(893,975)
(223,975)
491,000
-
491,000
(258,414)
-
-
(258,414)
232,586
2,220,000
(111,000)
2,109,000
(2,461,875)
-
-
(2,461,875)
(352,875)
1,994,000
(332,388)
1,661,612
(825,472)
-
-
(825,472)
836,140
41,240,000
(2,242,550)
38,997,450
(26,302,516)
(4,369,732)
(393,500)
(31,065,748)
7,931,702
1,441,669
-
1,441,669
(1,441,669)
-
-
(1,441,669)
-
2,047,762
-
2,047,762
(1,841,762)
-
-
(1,841,762)
206,000
1,571,120
-
1,571,120
(928,078)
-
(759,490)
(1,687,568)
(116,448)
4,624,681
-
4,624,681
(4,624,681)
-
-
(4,624,681)
-
1,608,000
-
1,608,000
(1,514,000)
-
-
(1,514,000)
94,000
1,149,500
-
1,149,500
(1,149,500)
-
-
(1,149,500)
-
12,442,732
-
12,442,732
(11,499,690)
-
(759,490)
(12,259,180)
183,552
-
-
-
-
-
(350,000)
(350,000)
(350,000)
-
555,000
555,000
-
-
(555,000)
(555,000)
-
-
-
-
-
-
(1,800,000)
(1,800,000)
(1,800,000)
-
4,500,000
4,500,000
-
-
(4,500,000)
(4,500,000)
-
-
3,400,000
3,400,000
-
-
(3,400,000)
(3,400,000)
-
-
-
-
-
-
(3,500,000)
(3,500,000)
(3,500,000)
-
8,455,000
8,455,000
-
-
(14,105,000)
(14,105,000)
(5,650,000)
10,000
-
10,000
-
-
-
-
10,000
72,000
-
72,000
(227,500)
-
-
(227,500)
(155,500)
82,000
-
82,000
(227,500)
-
-
(227,500)
(145,500)
$ 121,494,132 $
-
$ 121,494,132
$ (101,197,585)
$ (10,968,125)
$ (15,420,990)
$ (127,586,700) $
(6,092,568)
46
CITY OF BURLINGAME
FISCAL YEAR 2020-21
DEBT SERVICE OBLIGATIONS & REVENUE COVERAGE
General Fund Storm Drain Water Enterprise Sewer Enterprise Parking Enterprise 'P"'i^i "i"ri"
REVENUE FOR DEBTSERVICE
General Fund Revenues
1,148,589
0
0
0
0
0
Prior Year Transfer from GF&Measure )
1,994,716
0
0
0
0
0
Storm Drain Fees
0
1,911,339
0
0
0
0
IRS Refund
156,000
Special Assessment District (Burlingame Streetscape)
0
0
0
0
240,388
310,000
Water Rates
0
0
2,463,742
0
0
0
Sewer Rates
0
0
0
2,946,452
0
0
Parking Rates - Meters & Permits
0
0
0
0
0
0
Total Revenue for Debt Service
3,143,305
2,067,339
2,463,742
2,946,452
240,388
310,000
EXPENDITURES FOR DEBT SERVICE
Principal
2006 Pension Obligation Bonds
555,000
0
0
0
0
0
2010 Corp Yard Lease Refunding Bonds
1,125,000
0
0
0
0
0
2012 Burlingame Streetscape Lease Revenue Bonds
250,000
0
0
0
0
0
2019 Community Center Lease Revenue Bonds
485,000
0
0
0
0
0
2010 Storm Drain Revenue Bonds
0
285,000
0
0
0
0
2012 Storm Drain Revenue Bonds
0
340,000
0
0
0
0
2016 Strom Drain Revenue Bonds
0
305,000
0
0
0
0
2003 State Water Resources Control Board
0
0
0
600,727
0
0
2010 State Water Resources Control Board
0
0
0
262,360
0
0
2011 Water & Wastewater Refunding Bonds
0
0
220,000
125,000
0
0
2013 Water & Wastewater Refunding Bonds
0
0
560,000
285,000
0
0
2016 Water & Wastewater Refunding Bonds
0
0
515,000
470,000
0
0
Total Principal
2,415,000
930,000
1,295,000
1,743,087
0
0
Transfer(In)Out - 2010 Corp Yard Lease Refunding
(749,925)
0
374,963
374,963
0
0
Transfer (In) Out-2006 Pension Obligation Bonds
(138,750)
0
69,375
69,375
0
0
Transfer(In)Out - 2012 Streetscape Lease Bonds
(250,000)
0
0
0
109,190
140,810
Subtotal, Transfer(in)/Out
(1,138,675)
0
444,338
444,338
109,190
140,830
Total Adjusted Principal
1,276,325
930,000
1,739,338
2,187,425
109,290
140,810
Interest
2006 Pension Obligation Bonds
443,891
0
0
0
0
0
2010 Corp Yard Lease Revenue Bonds
39,375
0
0
0
0
0
2012 Burlingame Streetscape Lease Revenue Bonds
296,688
0
0
0
0
0
2019 Community Center Lease Revenue Bonds
1,512,000
0
0
0
0
0
2010 Storm Drain Revenue Bonds
0
485,220
0
0
0
0
2012 Storm Drain Revenue Bonds
0
286,144
0
0
0
0
2016 Storm Drain Revenue Bonds
0
346,075
0
0
0
0
2003 State Water Resources Control Board
0
0
0
113,349
0
0
2010 State Water Resources Control Board
0
0
0
110,669
0
0
2011 Water & Wastewater Refunding Bonds
0
0
99,313
56,438
0
0
2013 Water & Wastewater Refunding Bonds
0
0
238,938
120,838
0
0
2016 Water & Wastewater Refunding Bonds
0
0
309,150
282,950
0
0
Totallnterest
2,291,954
1,117,439
647,402
684,244
0
0
Transfer(In)Out - 2010 Corp Yard Lease Refunding
(26,247)
0
13,124
13,124
0
0
Transfer (In) Out-2006 Pension Obligation Bonds
(110,973)
0
55,486
55,486
0
0
Transfer(In)Out - 2012 Streetscape Lease Bonds
(296,688)
0
0
0
129,582
167,106
Subtotal, Transfer (in)/Out
(433,908)
0
68,610
68,610
129,582
167,106
Total Adjusted Interest
1,858,046
1,117,439
716,011
752,854
129,582
167,106
Debt Administration
General Long -Term Debt
16,100
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
16,100
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
Soo
500
0
0
Transfer(In)Out - 2012 Streetscape Lease Bonds
(3,700)
0
0
0
1,616
2,084
Subtotal, Transfer (in)/Out
(7,166)
0
1,733
1,733
1,616
2,084
Total Adjusted Debt Administration
8,934
29,900
8,393
6,173
1,616
2,084
Total Expenditures for Debt Service
$3,143,305
$2,067,339
$2,463,742
$2,946,452
$240,388
$310,000
Necap of ueut service-rreiatea bxpenanure
virect vent Service
4,/Ub,954
2,U4/,439
1,942,4U1
2,421,331
U
U
vent Administration
1b,1UU
19,9UU
b,bbU
4,44U
U
U
Contributions/ Reimbursements via Transfers In Out
(1,579,750)
0
514,681
514,681
240,388
310,000
Total Debt Service -Related Expenditure
$3,143,305
$2,067,339
$2,463,742
$2,946,452
$240,388
$310,000
NET REVENUE COVERAGE
*IGROSS REVENUE, NET OF TRANSFERS IN & OUT)
14.34 0.67 4.75 4.06 6.81 (4.10)
47
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2020-21
BUDGET SUMMARIES BY DEPARTMENT
FY 2019-20
FY 2020-21
% Percent
Chg
Chg
DEPARTMENT
Adopted
Proposed
of Total
Since PY ($)
Since PY (%)
General Fund
City Council
$ 433,961
$ 455,960
0%
21,999
5%
City Manager
896,772
952,823
1%
56,051
6%
City Attorney
1,124,164
1,126,967
1%
2,803
0%
City Clerk
570,929
644,591
1%
73,662
13%
Finance
2,585,227
2,758,687
2%
173,460
7%
Human Resources
939,016
1,179,619
1%
240,603
26%
Community Development - Planning
2,019,157
2,101,973
2%
82,816
4%
Community Development - Econ. & Housing
-
447,195
0%
447,195
n/a
Library
5,740,951
5,972,001
5%
231,050
4%
Police
15,152,991
15,220,487
13%
67,496
0%
Police - Communications
1,686,355
1,695,497
1%
9,142
1%
Police - Parking Enforcement
714,802
672,248
1%
(42,554)
-6%
Fire - Central County Fire Dept (CCFD)
11,782,359
12,569,737
11%
787,378
7%
Public Works - Engineering
3,689,976
4,076,731
4%
386,755
10%
Public Works - Streets & Storm Drainage
3,542,964
3,846,727
3%
303,763
9%
Recreation
4,705,230
4,278,949
4%
(426,281)
-9%
Parks
5,243,082
5,664,687
5%
421,605
8%
Aquatics Center
309,000
480,000
0%
171,000
55%
Public Works Allocation to CIP
(880,000)
(850,000)
-1%
30,000
-3%
Subtotal, Operating Budget -
60,256,936
63,294,879
3,037,943
Burlingame Financing Authority
4,777,302
6,634,393
1,857,091
Enterprise Funds
Building Inspection
2,274,729
2,461,875
2%
187,146
8%
Landfill Fund
251,813
258,414
0%
6,601
-
Parking Enterprise
760,753
825,472
1%
64,719
9%
Sewer Enterprise (Maintenance & Treatment)
10,983,975
11,296,611
10%
312,636
3%
Solid Waste Enterprise
793,095
893,975
1%
100,880
13%
Water Enterprise
14,899,877
15,329,401
13%
429,524
3%
Total Operating Budget 11010ME 29,9 44,242
31,065,748
1,101,506
EL
Special Revenue Funds
Burlingame Ave. Special Assessment
Federal & State Grants
Gas Tax
Development Fees
Storm Drain
Public TV Access
Total Operating Budget
Other Funds
Internal Service Funds*
Shuttle Bus
Total Operating Budget '
includes recoveries
Subtotal, Operating Expenditures
Capital Improvement Programs
TOTAL OPERATING & CAPITAL BUDGET
0%
0%
0%
0%
0%
-
0%
-
0%
58,331
156,448
0%
98,117
168%
215,500
227,500
0%
12,000
6%
273,831
383,948
0 0
110,117
40%
95,272,311
101,378,968
88%
6,106,657
6%
25,845,000
14,105,000
12%
(11,740,000)
-45%
$ 121,117,311
5 115,483,968
100%
5 (5,633,343)
-5%
48
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2020-21
AUTHORIZED FULL-TIME EQUIVALENT POSITIONS
Department
GENERAL FUND
City Attorney
City Clerk
City Manager
Community Development - Planning
Disaster Preparedness
Finance
Human Resources
Library
Parks
Police
Police - Communications
Police - Parking Enforcement
Public Works - Engineering
Public Works - Streets & Storm Drain
Recreation
Total General Fund
ENTERPRISE & INTERNAL SERVICE FUNDS
Sewer Enterprise
Solid Waste Enterprise
Landfill Enterprise
Parking Enterprise
Community Development - Building
Facilities Services ISF
Admin & Information Technology ISF
Fleet & Equipment Maintenance ISF
Water Enterprise
Total Enterprise & Int Svc Funds
Grand Totals, City -Wide
2019-20
2020-21
Change Since
Adopted Budget
Proposed Budget
Prior Year
3.40
3.40
0.00
1.50
1.80
0.30
2.13
2.63
0.50
6.75
9.00
2.25
-
-
0.00
10.25
11.20
0.95
3.00
4.00
1.00
23.00
23.00
0.00
21.50
21.50
0.00
47.00
47.00
0.00
7.00
7.00
0.00
4.00
4.00
0.00
12.75
13.75
1.00
8.03
8.03
0.00
11.25
11.00
(0.25)
161.56
167.31
5.75
15.48
15.48
0.00
3.00
3.00
0.00
0.25
0.25
0.00
2.00
2.00
0.00
6.00
8.00
2.00
5.00
5.00
0.00
0.50
0.50
0.00
3.00
3.00
0.00
17.48
17.48
0.00
52.71
214.27
54.71
222.02
2.00
7.75
49
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2020-21
PROJECTED ENDING BALANCE - GENERAL FUND, STORM DRAIN, AND MEASURE A & GAS TAX
FUND BALANCE (SPENDABLE)
beginning Ottne year
REVENUES
Revenues
EXPENSES
Operating Expenses
NET AVAILABLE REVENUES
TRANSFERS IN (OUT)
Transfers - Capital Investment Reserve
Transfers - Capital Projects Fund
Transfers - Burlingame Financing Authority
Other Transfers In (Out)
Subtotal, Transfers Out
CHANGE IN NET POSITION
FUND BALANCE (SPENDABLE)
End of year
ASSIGNED FUND BALANCE
City Council Reserves (Assignments)
Economic Stabilization Reserve
Catastrophic Reserve
Contingency Reserve
Operating Reserve
Storm Drain Rate Stabilization Reserve
Debt Service Reserve
Capital Improvements Reserve
Subtotal, Assigned Fund Balance
Restricted for Pension Trust Fund (PARS)
UNASSIGNED FUND BALANCE (DEFICIT)
TOTAL FUND BALANCE (DEFICIT)
General Fund
2019-20
EST. ACTUALS
2020-21
PROJECTED
4U,1b /, / 51
69,165,100
5 /,bUN,1S /b
61,428,400
(62,729,531)
(63,294,879)
6,435,569
(1,866,479)
(6,500,000)
(9,185,000)
(4,708,763)
2,400,319
(3,155,000)
(2,728,338)
2,573,550
(17,993,444)
(3,309,788)
(11,557,875)
(5,176,267)
$ 37,609,876 $
32,433,609
2019-20
16, 600, 000
2,000,000
500,000
2020-21
14, 743, 000
2,000,000
500,000
19,100, 000
17, 243, 000
10,416,442
12,666,442
8,093,434
2,524,167
$ 37,609,876 $
32,433,609
Storm Drain (Special Revenue) Measure A/Gas Tax
2019-20 2020-21 2019-20 2020-21
EST. ACTUALS PROJECTED EST. ACTUALS PROJECTED
> b,b/U,LLlS �> b,bU4,U8U 1,L4S,1bU 1,554,lbu
3,207,000 3,094,000 1,945,000 1,978,000
3,207,000 3,094,000 1,945,000 1,978,000
- (1,850,000) (800,000
(2,068,139) (1,911,339) -
(15,000) (15,000) (6,000) (6,000
(2,083,139) (1,926,339) (1,856,000) (806,000
1,123,861 1,167,661 89,000 1,172,000
$ 6,694,089 $ 7,861,750 $ 1,334,150 $ 2,506,150
2019-20 2020-21 2019-20 2020-21
801,750 773,500 - -
320,700 309,400
2,068,139 1,911,339
3,190,589 2,994,239
3,503,500 4,867,511 1,334,150 2,506,150
$ 6,694,089 $ 7,861,750 $ 1,334,150 $ 2,506,150
50
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2020-21
PROJECTED ENDING BALANCE - WATER, SEWER & PARKING ENTERPRISES
Water Enterprise
2019-20
2020-21
EST. ACTUALS
PROJECTED
UNRESTRICTED NET POSITION
Beginning of the year
$ 9,464,595
$ 11,866,653
OPERATING REVENUES
Revenues
21,038,850
21,009,000
OPERATING EXPENSES
Operating Expenses (excluding Depreciation)
(6,335,377)
(6,798,000
Purchased Water
(7,884,000)
(7,884,000
Total Operating Expenses
(14,219,377)
(14,682,006
NET AVAILABLE REVENUES
6,819,473
6,327,000
INTEREST REVENUES (EXPENSES)
(446,600)
(334,401',
TRANSFERS IN (OUT)
Transfers -General Fund
(457,800)
(474,500
Transfers - General Fund - Contributions for Debt Service
(513,015)
(514,681
Transfers to CIP Funds
(3,000,000)
(3,500,000
Subtotal, Transfers Out
(3,970,815)
(4,489,181',
CHANGE IN NET POSITION
2,402,058
1,503,418
RESTRICTED FOR PENSION TRUST FUND (PARS)
-
-
End of year
$ 11,866,653
$ 13,370,071
Sewer Enterprise
2019-20
EST. ACTUALS
2020-21
PROJECTED
$7,536,432
$4,982,342
14,108,000
14,165,000
(10,283,161)
(10,612,367)
(10,283,161)
(30,612,367)
3,824,839
3,552,633
(560,114)
(225,800)
(513,015)
(5,080,000)
(364,244)
(237,300)
(514,681)
(1,800,000)
(5,818,815)
(2,551,981)
(2,554,090)
636,408
$4,982,342
$5,618,750
Parking Enterprise
2019-20
EST. ACTUALS
2020-21
PROJECTED
$8,891,048
$6,790,286
2,022,500
1,820,000
(785,753)
(825,472)
(785,753)
(825,472)
1,236,747
994,528
140,000
(90,000)
(247,189)
(3,140,320)
174,000
(92,000)
(240,388)
(350,000)
(3,477,509)
(682,388)
(2,100,762)
486,140
$6,790,286
$ 7,276,426
51
52
Operating Departments
Budgets and Narratives by Department
53
54
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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.
In 2019, the City Council selected the following five large infrastructure priority projects for
special focus 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)
55
CITY OF BURLINGAME I FISCAL YEAR 2020-21
KEY BUDGET CHANGES
The proposed budget reflects an increase of $22,000, or 5.1 %, primarily due to estimated increases
in health costs and an increase of $15,000 for holiday lighting in the two downtowns. Other
operating expenditures are anticipated to stay flat or show a slight decrease.
DEPARTMENT BUDGET SUMMARY
FY2020
FY2021
Adopted
Budget
-
Budget
Request
Change in $
Change in %
Appropriations
Employee Costs
158,081
164,606
6,525
4.1%
Non -Personnel Costs
275,706
291,189
15,483
5.6%
Internal Services
174
165
(9)
-5.2%
Capital Outlay
0
0
0
n/a
Total Appropriation
433,961
455,960
21,999
5.1%
Sources of Funds
General Fund 433,961 455,960 21,999 5.1%
Total Funding 433,961 455,960 21,999 5.1%
DEPARTMENT STAFF
Full -Time Equivalents (FTE)
Council Members
Total FTE
FY2020 FY2021 + / -
Actual Budget Change in
FTE Request FTE
5.00 5.00 0.00
5.00 5.00 0.00
56
CITY OF BURLINGAME, CALIFORNIA
CITY
9
oq rvaar r.o
FISCAL YEAR 2020-21
OFFICE OF THE CITY MANAGER
57
Citizens of
Burlingame
City Council
City
Commission
City
Manager
Assistant to
City Manager
(0.63)
Executive
Assistant
(0.50)
City
Attorney
Sustainability
Coordinator
(0.50)
Community Finance Human Parks & Director of
City Clerk Development Director & Resources City Librarian Police Chief Recreation Public Works
Director I Treasurer I Director I I I Director
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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
In February 2020, the City Council approved changing two casual non-benefitted positons in the
City Managers Office, the 0.5 FTE Sustainability Coordinator and the 0.625 FTE Assistant to the
City Manager, to regular benefited part-time positions. This change is anticipated to increase the
personnel budget. Other personnel cost increases are primarily due to scheduled salary increases
and associated benefit costs.
Other budgetary items largely stay flat or reflect a slight decrease from last year's budget.
Increases in Internal Services are mainly due to increases from IT/admin cost allocation.
59
CITY OF BURLINGAME I FISCAL YEAR 2020-21
DEPARTMENT BUDGET SUMMARY
Appropriations
Employee Costs
Non -Personnel Costs
Internal Services
Capital Outlay
Total Appropriation
Sources of Funds
General Fund
Total Funding
DEPARTMENT STAFF
Full -Time Equivalents (FTE)
City Manager
Executive Assistant
Assistant to City Manager
Sustainability Coordinator
Total FTE
FY2020 FY2021
Adopted Budget + / - + / -
Budget Request Change in $ Change in %
648,210
693,389
45,179
7.0%
197,663
197,588
(75)
0.0%
50,899
61,846
10,947
21.5%
0
0
0
n/a
896,772
952,823
56,051
6.3%
896,772 952,823 56,051 6.3%
896,772 952,823 56,051 6.3%
FY2020 FY2021 + / -
Actual Budget Change in
FTE Reauest FTE
1.00
1.00
0.00
0.50
0.50
0.00
0.63
0.63
0.00
0.50
0.50
0.00
2.63
2.63
0.00
60
CITY OF BURLINGAME, CALIFORNIA
CITY
9
oq raanrro
FISCAL YEAR 2020-21
OFFICE OF THE CITY ATTORNEY
61
Community
City Clerk Development
Director
City
Commission
Finance
Director &
Treasurer
Citizens of
Burlingame
City Council
City
Manager
Assistant City
Attorney (1.0)
Human
Resources City Librarian
Director
City
Attorney
Code Executive
Compliance Assistant
Officer (0.90) (0.50)
Parks &
Police Chief Recreation
Director
Director of
Public Works
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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
Deputy/Assistant City Attorney and a Senior Risk Analyst/Code Compliance Officer position;
the office shares an Executive Assistant position with the City Manager.
DEPARTMENT BUDGET SUMMARY
FY2020 FY2021
Adopted Budget -
Budget Request Change in $ Change in %
Appropriations
Employee Costs
799,352
813,962
14,610
1.8%
Non -Personnel costs
1,786,636
1,771,465
(15,171)
-0.8%
Internal Services
48,176
55,540
7,364
15.3%
Capital Outlay
0
0
0
n/a
Total Appropriation
2,634,164
2,640,967
6,803
0.3%
63
CITY OF BURLINGAME I FISCAL YEAR 2020-21
Source of Funds
Charges for Services - ISF
Interest Income
General Fund
Total Funding
DEPARTMENT STAFF
Full -Time Equivalents (FTE)
City Attorney
Assistant City Attorney
Senior Risk Analyst/Code Compliance Officer
Executive Secretary
Total FTE
FY2020 FY2021
Adopted Budget -
Budget Request Change in $ Change in %
1,518,000
1,524,000
6,000 0.4%
79,000
94,000
15,000 19.0%
1,116,164
1,116,967
803 0.1%
2,713,164
2,734,967
21,803 0.8%
FY2020 FY2021
Actual Budget + / -
FTE Request Change in FTE
1.00 1.00 0.00
1.00 1.00 0.00
0.90 0.90 0.00
0.50 0.50 0.00
3.40 3.40 0.00
CITY ATTORNEY DIVISION
KEY CITY ATTORNEY BUDGET CHANGES
There are no significant changes in the City Attorney's Office budget for fiscal year 2020-21.
Personnel costs stay relatively flat. The budget for travel and conferences was reduced by half as
the department anticipated less traveling in 2020, and the OPEB (retiree medical cost) allocation is
projected to be lower than last year.
CITY ATTORNEY DIVISION BUDGET SUMMARY
FY2020
FY2021
Adopted
Budget
-
Budget
Request
Change in $
Change in %
Appropriations
Employee Costs
799,352
813,962
14,610
1.8%
Non -Personnel Costs
276,636
257,465
(19,171)
-6.9%
Internal Services
48,176
55,540
7,364
15.3%
Total Appropriation
1,124,164
1,126,967
2,803
0.2%
64
CITY OF BURLINGAME I FISCAL YEAR 2020-21
FY2020
FY2021
Adopted
Budget
-
Budget
Request
Change in $
Change in %
Sources of Funds
Code Enforcement Citation
8,000
10,000
2,000
25.0%
General Fund
1,116,164
1,116,967
803
0.1%
Total Funding
1,124,164
1,126,967
2,803
0.2%
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 fiscal year 2020-21.
However, favorable loss runs for the City's general liability program and a decrease in the number
and severity of claims are expected to offset these increases. Therefore, the overall budget for this
program (and charges to City departments for general liability coverage) remains almost the same
as in the prior year.
RISK MANAGEMENT BUDGET SUMMARY
Appropriations
Non -Personnel Costs
Total Appropriation
Sources of Funds
Charges for Services — ISF
Interest Income
Total Funding
FY2020 FY2021
Adopted Budget -
Budget Request Change in $ Change in %
1,510,000
1,514,000
4,000
0.3%
1,510,000
1,514,000
4,000
0.3%
1,510,000
79,000
1,514,000
94,000
4,000
15,000
0.3%
19.0%
1,589,000
1,608,000
19,000
1.2 %
65
66
CITY OF BURLINGAME, CALIFORNIA
CITY
9
oq raanrro
FISCAL YEAR 2020-21
OFFICE OF THE CITY CLERK
67
City Clerk
Admin.
Assistant I
(0.80)
Community
Development
Director
City
Commission
Finance
Director &
Treasurer
Citizens of
Burlingame
City Council
City
Manager
Human
Resources City Librarian
Director
City
Attorney
Parks & Director of
Police Chief Recreation Public Works
Director
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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.
KEY BUDGET CHANGES
Due to an increase in the Office's workload, the City Council approved replacing the vacant Office
Assistant II position, allocated equally between the City Clerk's office and the Finance
Department, with an Administrative Assistant I, to be allocated between the City Clerk's Office
(80%) and Finance Department (20%), early in FY 2019-20. The resulting increase in comparison
with the prior year's adopted budget for the City Clerk's Office is approximately $29,000. Other
personnel cost increases are attributable to scheduled salary increases and associated benefit
costs.
Another key budgetary change is the appropriation of $200,000 for hiring a demographer and
any other consultants necessary to assist the City in the transition from at -large to by -district
elections before the next scheduled City Council election, scheduled for November 2022.
69
CITY OF BURLINGAME
I FISCAL YEAR
2020-21
DEPARTMENT BUDGET SUMMARY
FY2020
FY2021
Adopted
Budget
+/-
+/-
Budget
Request
Change in $
Change in %
Appropriations
Employee Costs
268,674
300,658
31,984
11.9%
Non -Personnel Costs
122,033
109,272
(12,761)
-10.5%
Election Costs
150,000
200,000
50,000
33.3%
Internal Services
30,222
34,661
4,439
14.7%
Total Appropriation
Sources of Funds
General Fund
Total Funding
DEPARTMENT STAFF
Full -Time Equivalents (FTE)
City Clerk
Administrative Assistant 1/11
Total FTE
DEPARTMENT STATISTICS
570,929
644,591
23,662
4.1%
570,929
644,591
73,662
12.9%
570,929
644,591
73,662
12.9%
FY2020 FY2021 + / -
Actual Budget Change in
FTE Request FTE
1.00 1.00 0.00
0.80 0.80 0.00
1.80 1.80 0.00
FY 15-16
FY 16-17
FY 17-18
FY 18-19
FY 19-20
Estimated
City Council meetings held (regular and
special)
31
38
32
32
36
Staff reports processed
230
245
300
300
290
Resolutions processed
108
112
140
140
160
Ordinances published
11
15
15
15
12
Elections managed
1
1
0
0
1
Residency certifications
10
10
7
7
2
70
CITY OF BURLINGAME I FISCAL YEAR 2020-21
DEPARTMENT PERFORMANCE MEASURES
FY 19-20
FY 15-16
FY 16-17
FY 17-18
FY 18-19
Estimated
Council meeting agendas posted 72
100%
100%
100%
100%
100/ °
hours before meeting
Council special meeting agendas posted
o
100/
0
100/
0
100/
0
100%
0
100/
24 hours before meeting
eNews subscriptions expanded
Yes
Yes
Yes
Yes
Yes
71
72
CITY OF BURLINGAME, CALIFORNIA
CITY
9
oq raanrro
FISCAL YEAR 2020-21
CENTRAL COUNTY FIRE DEPARTMENT
73
74
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 Councilmembers 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 (88 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 I FISCAL YEAR 2020-21
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 2020-21 proposed budget for Fire Services has increased by 6.7%, primarily due to increases
of CCFD contributions and the OPEB (retiree medical benefits) cost allocation.
The Central County Fire Department's (CCFD) FY 2020-21 proposed budget reflects a 3% increase as a
whole. The increase is primarily attributable to contractual increases associated with salaries and
benefits, increases in Ca1PERS pension costs, and required workers' compensation funding. Budget
adoption is scheduled in June 2020. Burlingame's contributions to CCFD increased by $409,000 (or
3.6%) to $11,891,737, constituting approximately 43% of CCFD's total funding from member
agencies.
Another key budget change is the addition of $368,000 in OPEB costs. This cost has in the past
been recorded as a public safety expense in the Police Department. In actuality, the costs are
related to the benefits provided to the existing 46 Fire Department retirees covered under the City's
Tier 1 retiree medical program, and should be shown as part of the Fire and Disaster Preparedness
program.
DEPARTMENT BUDGET SUMMARY
FY2019 FY2020
Adopted Budget -
Budget Request Change in $ Change in %
Appropriations
Contributions to CCFD
11,482,359
11,891,737
409,378
3.6%
Non -Personnel Costs (Burlingame)
300,000
578,000
368,000
184.0%
Internal Services (Burlingame)
0
0
0
n/a
Capital Outlay (Burlingame)
0
0
0
n/a
Total Appropriation
11,782,359
12,459,737
777,378
6.7%
DEPARTMENT STATISTICS
FY 19-20
FY 15-16
FY 16-17
FY 17-18
FY 18-19
Estimated
Total calls for service
7,322
7,668
7,424
7,493
7,493
76
CITY OF BURLINGAME I FISCAL YEAR 2020-21
FY 15-16
FY 16-17
FY 17-18
FY 18-19
FY 19-20
Estimated
Medical responses
4,329
4,473
4,380
4,548
4,548
Fire suppression responses
193
180
149
144
144
Hazardous conditions responses
436
217
186
214
214
Other responses
2,364
2,787
2,709
2,587
2,587
Special Events - Fund raising events
conducted by off -duty firefighters
3
3
3
3
3
Plans checked
197
230
266
282
282
Plans reviewed
332
334
403
387
387
Public education activities
21
24
13
51
51
Fire origin and cause investigations
11
10
5
7
7
Special events inspections
57
63
45
61
61
Engine Company inspections
1,459
1,454
563
1,366
1,366
Construction inspections
404
407
325
540
540
Fire and life safety inspections
234
61
55
77
77
Junior Fire Marshal Picnic (number of
children)
234
500
500
1,500
1,500
Car seat inspections
107
94
84
78
78
General public trained for disaster
response(CERT)
47
23
71
70
70
General public trained for disaster
response (GET READY)
56
8
55
57
57
City employees trained in city-wide
disaster drills or other classes
63
100
0
0
0
CPR training (number of adults)
193
141
121
92
92
Training hours completed
2,989
5,820
7,168
10,711
10,711
77
CITY OF BURLINGAME I FISCAL YEAR 2020-21
FY 19-20
FY 15-16
FY 16-17
FY 17-18
FY 18-19
Estimated
EMS training hours
1,845
2,301
1,852
2,681
2,681
Driver training hours
1,322
1,717
2,122
1,998
1,998
Cps. training hours
n/a
n/a
3,194
6,032
6,032
Percent of time a first in fire engine
arrives on a structure fire scene
100%
100%
100%
100%
100%
within six minutes of dispatch
Average response time for Priority 1
<6:59
<6:59
<6:59
<6:59
<6:59
calls (emergency)
Average response time for Priority 3
<6:59
<6:59
<6:59
<6:59
<6:59
calls (non -emergency)
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
100%
100%
100%
100%
100%
or excellent based on courtesy and
service
Plan checks completed within 10
100%
100%
100%
100%
100%
working days
Plan reviews completed within target
100%
100%
100%
100%
100%
Citizen inquiries responded to within
100%
100%
100%
100%
100%
1 working day
Complete required annual continuing
education training for all paramedics
100%
100%
100%
100%
100%
and Emergency Medical Technicians
(EMTs)
78
CITY OF BURLINGAME, CALIFORNIA
CITY
9
oq raanrro
FISCAL YEAR 2020-21
COMMUNITY DEVELOPMENT DEPARTMENT
79
City Clerk
Planning Manager
(1.0)
Senior Planner
(2.0)
Associate Planner
(2.0)
Admin
Assistant II
(1.0)
Community
Development
Director
Economic
Development and
Housing Specialist (1.0)
City
Commission
Finance
Director &
Treasurer
Chief Building
Official (1.0)
Senior Building
Inspector (2.0)
Building Inspector
(2.0)
Permit
Technician/Green
Building Specialist
Citizens of
Burlingame
City Council
City Manager
Human
Resources City Librarian
Director
Permit Technician
(2.0)
City Attorney
Parks &
Police Chief Recreation
Director
Director of
Public Works
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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, the Economic Development and
Housing Division, 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
Appropriations
Employee Costs
Non -Personnel Costs
Internal Services
Capital Outlay
Total Appropriation
Sources of Funds
Charges for Svc - General Fund
General Fund
Charges for Svc — Building
Interest Income — Building Fund
Building Fund
Total Funding
FY2020 FY2021
Adopted Budget -
Budget Request Change in $ Change in %
2,590,885
3,328,258
737,373
28.5%
1,478,626
1,404,106
(74,520)
-5.0%
224,375
278,679
54,304
24.2%
0
0
0
n/a
4,293,886
5,011,043
717,157
16.7%
837,000
887,000
50,000
6.0%
1,182,157
1,662,168
480,011
40.6%
2,020,000
2,020,000
0
0.0%
246,000
200,000
(46,000)
-18.7%
8,729
241,875
233,146
2670.9%
4,293,886
5,011,043
717,157
16.7%
81
CITY OF BURLINGAME I FISCAL YEAR 2020-21
DEPARTMENT STAFF
Full -Time Equivalents (FTE)
Administrative Assistant II
Associate Planner
Building Inspector
Building Inspector II/Sr.
Chief Building Official
Community Development Director
Economic Development & Housing Specialist
Permit Technician
Permit Technician/Green Building Specialist
Planning Manager
Senior Planner
Total FTE
DEPARTMENT STATISTICS
FY2020 FY2021 + / -
Actual Budget Change in
FTE Reauest FTE
1.00
1.00
0.00
2.00
2.00
0.00
2.00
2.00
0.00
2.00
2.00
0.00
1.00
1.00
0.00
1.00
1.00
0.00
1.00
1.00
0.00
2.00
2.00
0.00
1.00
1.00
0.00
1.00
1.00
0.00
2.00
2.00
0.00
16.00 16.00 0.00
FY 15-16
FY 16-17
FY 17-18
FY 18-19
FY 19-20
Estimated
Planning Division
Commission Hearings
Conditional use permits
11
18
30
11
20
Variances
14
7
15
7
14
Special permits
16
13
19
17
11
Hillside area construction permits
5
6
4
7
4
Design review
64
65
62
59
47
Design Review Amendments
6
7
5
7
6
Other agenda items
6
8
11
13
13
Applications reviewed
125
105
96
87
78
General plan/zoning code
amendments
3
2
1
2
2
Council agenda items considered
6
14
10
18
10
Administrative permits issued
35
10
28
41
35
82
CITY OF BURLINGAME I FISCAL YEAR 2020-21
FY 15-16
FY 16-17
FY 17-18
FY 18-19
FY 19-20
Estimated
Sign permits issued
54
34
38
34
17
Negative declarations and EIRs prepared
8
10
1
2
3
Home occupation permits reviewed
44
54
75
61
58
Construction plan checks performed
463
378
444
480
430
Code enforcement cases processed
n/a
n/a
n/a
n/a
n/a
Final inspections completed
38
39
51
49
51
New single-family dwellings approved
16
16
15
18
18
New affordable dwellings units approved
0
1
0
145
53
New apt/condo units approved
11
48
17
268
445
Major projects in process
8
9
11
12
10
Building Division
Building permits issued
1,285
1,300
1,278
1,201
1,050
Building plan checks performed
708
715
663
667
635
Building inspections conducted
6,135
6,250
7,433
7,099
7800
" 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)
DEPARTMENT PERFORMANCE MEASURES
FY 15-16
FY 16-17
FY 17-18
FY 18-19
FY 19-20
Estimated
Planning Division
Percentage of planning application reviews
o
76/0
0
80%
0
57/
0
52/0
0
50%
completed within 30 days
Percentage of plan checks (for new
building permits) completed within 10
91%
91%
88%
70%
65%
business days
Building Division
Percentage of plan checks completed
93%
94%
94%
96/0 o
0
91/0
within 15 working days
Percentage of permits issued over -the-
73%
75%
76%
72%
71%
counter
Percentage of "good" or "excellent"
customer service ratings (per annual
99%
92%
91%
90%
90%
survey)
83
CITY OF BURLINGAME I FISCAL YEAR 2020-21
COMMUNITY DEVELOPMENT DEPARTMENT - PLANNING
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).
KEY PLANNING DIVISION BUDGET CHANGES
In February 2020, the Planning Division requested, and the City Council approved, adding an
Associate Planner (1.0 FTE) and a Senior Planner (1.0 FTE) to the planning staff. This change does
not result in additional individuals providing planning services; instead it represents a shift from
a heavy reliance on contractors and temporary staff, to a model which utilizes full-time
employees to provide consistent planning services. Increases in personnel costs will be partially
offset by a corresponding elimination of contractor and part-time hours. The net fiscal impact is
anticipated to be approximately $146,000. Other personnel changes include expanding the
Economic Development Specialist job description to include housing duties, changing the
position from 0.75 FTE to 1.0 FTE, and reflecting the position in the new Economic Development
and Housing Division.
The decrease in non -personnel costs is largely due to a decrease in contractual services, as the FY
2019-20 budget included consulting services for assistance in implementing an affordable
housing program and for the preparation of a sea level rise assessment. The increase in Internal
Services is due to increases in the IT budget and therefore higher city-wide cost allocations.
PLANNING DIVISION BUDGET SUMMARY
FY2020
FY2021
Adopted
Budget
-
Budget
Request
Change in $
Change in %
Appropriations
Employee Costs
1,450,823
1,719,468
268,645
18.5%
Non -Personnel Costs
463,436
249,864
(213,572)
-46.1%
Internal Services
104,898
132,641
27,743
26.4%
Capital Outlay
0
0
0
n/a
Total Appropriation
2,019,157
2,101,973
82,816
4.1%
Sources of Funds
General Fund
837,000
887,000
50,000
6.0%
Charges for Svc - General Fund
1,182,157
1,214,973
32,816
2.8%
Total Funding
2,019,157
2,101,973
82,816
4.1%
84
CITY OF BURLINGAME I FISCAL YEAR 2020-21
COMMUNITY DEVELOPMENT DEPARTMENT — ECONOMIC
DEVELOPMENT AND HOUSING DIVISION
The Economic Development and Housing Division of the Community Development
Department is dedicated to creating a positive business climate in Burlingame that helps local
businesses thrive. The Division is responsible for helping retain and expand existing businesses
and promoting new development. The Economic Development and Housing Specialist regularly
keeps in touch with the local businesses and Business Improvement Districts (BIDs) to offer
assistance; refers businesses to appropriate City contacts and organizations that can provide
services; and seeks opportunities that help businesses reach out to their customers and members.
The Economic Development and Housing Specialist also manages the City Council Economic
Development Subcommittee, including coordination of monthly subcommittee meetings.
In 2020, the Economic Development Specialist position was expanded to include housing, with
the title of the position becoming Economic Development and Housing Specialist. Housing -
related functions include managing the City's affordable housing unit inventory; providing
direction to residents on available housing resources; and tracking local and state housing
legislation. The position will also be responsible for managing the update of the City's Housing
Element.
KEY BUDGET CHANGES FOR THE ECONOMIC DEVELOPMENT
AND HOUSING DIVISION
The Economic Development and Housing Division is a new division. The Division's FY 2020-21
budget includes personnel costs for a full-time Economic Development and Housing Specialist
(1.0 FTE) and non -personnel costs of $300,000, of which $150,000 was appropriated for the Below
Market Rate (BMR) housing program administration, and $115,000 for Business Improvement
District (BID) payments to support local businesses in response to the COVID pandemic.
ECONOMIC DEVLOPMENT AND HOUSING DIVISION BUDGET
SUMMARY
FY2020 FY2021
Adopted Budget + / - + / -
Budget Request Change in $ Change in
Appropriations
Employee Costs
0
149,738
149,738
n/a
Non -Personnel Costs
0
297,457
297,457
n/a
Internal Services
0
0
0
n/a
Capital Outlay
0
0
0
n/a
Total Appropriation
0
447,195
447,195
n/a
Sources of Funds
General Fund 0 447,195 447,195 n/a
Total Funding 0 447,195 447,195 n/a
85
CITY OF BURLINGAME I FISCAL YEAR 2020-21
COMMUNITY 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
The Building Division in the past had relied heavily on contractor hours to supplement its permit
technician and building inspector/plans examiner staff. In 2020, the City Council approved
adding a Permit Technician (1.0 FTE) and a Senior Building Inspector (1.0 FTE), and changing the
operation's model from one that utilizes contractual and temporary staff to one in which full-time
employees provide counter support and building inspection services. This change is anticipated
to increase the personnel budget by $300,000. With budget savings from elimination of contractor
hours, the over-all budget for the Building Division shows an 8.2% increase.
BUILDING DIVISION BUDGET SUMMARY
FY2020
FY2021
Adopted
Budget
+ / -
+ / -
Budget
Request
Change in $
Change in %
Appropriations
Employee Costs
1,140,062
1,459,052
318,990
28.0%
Non -Personnel Costs
1,015,190
856,785
(158,405)
-15.6%
Internal Services
119,477
146,038
26,561
22.2%
Capital Outlay
0
0
0
n/a
Total Appropriation
2,274,729
2,461,875
187,146
8.2%
Sources of Funds
Charges for Svc - Building
21020,000
2,020,000
0
0.0%
Interest Income — Building Fund
246,000
200,000
(46,000)
-18.7%
Building Fund
8,729
241,875
233,146
2670.9%
Total Funding
2,274,729
2,461,875
187,146
8.2%
86
CITY OF BURLINGAME, CALIFORNIA
CITY
9
oq raanrro
FISCAL YEAR 2020-21
FINANCE DEPARTMENT
87
Community
City Clerk Development
Director
Deputy Finance
Director (1.0)
City
Citizens of
Burlingame
City Council
City Manager
Finance Human
Director & Resources
Treasurer Director
Management
- Analyst (0.50)
Senior Accountant
(1.0)
Management
Analyst (1.0)
Accountant (1.0)
Payroll
Administrator
Accounting (1.0)
Technician (3.0)
Accounting
Assistant I/II
(2.0)
Admin
Assistant I (0.20)
City Librarian
City Attorney
I Parks & I Director of
Police Chief Recreation Public Works
Director
CITY OF BURLINGAME I FISCAL YEAR 2020-21
FINANCE
DEPARTMENT MISSION
The Finance Department ensures that the City's assets are safeguarded,
171
LOINpreserved, maximized, and maintained through effective financialmanagement, providing a sound financial base to deliver City services.`o-'°'"'This mission is supported through the maintenance of an efficient andACk1eVeTeoSeffective set of information tools that provide accurate and timely datalcH ��access. The Administrative Services and Information Technology,;�,,EDivision provides advice on applications of new technology and strives i`
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, accounting, utility billing and collections,
SHE
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
FY2020 FY2021
Adopted Budget + / - + / -
Budget Request Change in $ Change in %
Appropriations
Employee Costs
1,898,701
2,138,766
240,065
12.6%
Non -Personnel Costs
1,683,014
1,877,780
194,766
11.6%
Internal Services
161,522
183,810
22,288
13.8%
Capital Outlay
0
0
0
n/a
Total Appropriation
3,743,237
4,200,356
457,119
12.2%
89
CITY OF BURLINGAME I FISCAL YEAR 2020-21
Sources of Funds
Charges for Services - ISF
Interest Income - Admin Svc
Charges for Svc - General Fund
Water Enterprise
Sewer Enterprise
Solid Waste Fund
Measure I
General Fund
Total Funding
DEPARTMENT STAFF
Full -Time Equivalents (FTE)
Accountant
Accounting Assistant 1/11
Accounting Technician
Finance Director & Treasurer
Deputy Finance Director
Management Analyst
Administrative Assistant 1/II
Payroll Administrator
Senior Accountant
Total FTE
DEPARTMENT STATISTICS
FY2020 FY2021
Adopted Budget -
Budget Request Change in $ Change in %
1,158,000
1,421,669
263,669
22.8%
13,000
20,000
7,000
53.8%
9,000
9,000
0
0.0%
457,800
474,500
16,700
3.6%
225,800
237,300
11,500
5.1%
29,000
29,000
0
0.0%
2,300
2,300
0
0.0%
1,861,327
2,006,587
145,260
7.8%
3,756,227
4,200,356
444,129
11.8%
FY2020 FY2021 + / -
Actual Budget Change in
FTE Request FTE
1.00
1.00
0.00
2.00
2.00
0.00
3.00
3.00
0.00
1.00
1.00
0.00
1.00
1.00
0.00
1.50
1.50
0.00
0.20
0.20
0.00
1.00
1.00
0.00
1.00
1.00
0.00
11.70 11.70 0.00
FY 15-16
FY 16-17
FY 17-18
FY 18-19
FY 19-20
Estimated
Total computers citywide
317
317
304
312
320
Number of utility accounts billed (annually)
10,595
10,380
10,301
10,307
11,736
Number of business license accounts (annually)
6,740
6,902
7,493
7,463
7,464
90
CITY OF BURLINGAME I FISCAL YEAR 2020-21
FY 15-16
FY 16-17
FY 17-18
FY 18-19
FY 19-20
Estimated
Over the counter services rendered
11,810
11,768
10,978
11,005
10,786*
Utility service phone calls received (annually)
18,207
18,389
18,355
17,532
19,285
General main line phone inquiries received
(annually)
10,450
10,555
10,337
9,520
9,664
*Due to the COVID-19 Shelter in Place Order, the City Hall was closed to the public since mid -March 2020.
DEPARTMENT PERFORMANCE MEASURES
FY 15-16
FY 16-17
FY 17-18
FY 18-19
FY 19-20
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 I FISCAL YEAR 2020-21
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
Due to the increased importance in the use of technology to deliver high -quality services in an
convenient and cost-effective manner, the City's overall Information Technology Services have
increased significantly in recent years. Key budgetary changes for the Administrative Services
Division are reflected within both the personnel and non -personnel budgets. Due to changes in staff
allocations mid -year, 25% of an Office Assistant has been removed since October 2019. And starting
fiscal year 2020-21, the Division supports 50% of a Management Analyst Position (rather than the
25% in the prior year's adopted budget) as this positon has dedicated more time in IT -related
projects. The net result is an increase of approximately $23,000 for fiscal year 2020-21.
The most significant increase in the divisions budget is to the the cost of maintenance contracts for
the City's compter hardware ($170,000) and software systems ($150,000). Ensuring that the
maintenance of these assets remains up-to-date is critical to the effective use and security of the
City's data. Offsetting this increase is a slight decrease in computer purchases in the upcoming fiscal
year. These purchases were advanced somewhat to allow increased remote access to City workers
during the shelter -in -place mandates in the final quarter of the current fiscal year. Overall, the
budget for non -personnel costs has increased by $258,000 or 24.4%.
In the current fiscal year, the City began implementation of a new Enterprise Resource Planning
(ERP) System. This project is a major capital initiative of the Finance Department. Phase I (Financial
Modules) went live October 1, 2019; Phase II (HR & Payroll) is scheduled to go live early in the
upcoming fiscal year; and Phase III (Utility Billing) will also be implemented in the 2020-21 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.
92
CITY OF BURLINGAME I FISCAL YEAR 2020-21
ADMINISTRATIVE SERVICES DIVISION BUDGET SUMMARY
Appropriations
Employee Costs
Non -Personnel Costs
Capital Outlay
Total Appropriation
Sources of Funds
Charges for Services - ISF
Interest Income - Admin Svc
Total Funding
FY2020 FY2021
Adopted Budget + / - + / -
Budget Request Change in $ Change in %
101,429
127,369
25,940
25.6%
1,056,581
1,314,300
257,719
24.4%
0
0
0
n/a
1,158,010
1,441,669
283,659
24.5%
1,158,000
1,421,669
263,669
22.8%
13,000
20,000
7,000
53.8%
1,171,000
1,441,669
270,669
23.1%
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
Despite the addition of a Management Analyst to the finance staff, the over-all budget for the
department has remained relatively stable. The personnel budget increased by $214,000, or 11.9%,
due not only to the additional 1.0 FTE, but to scheduled salary increases and associated benefit costs.
The decrease in non -personnel costs was mainly due to a decrease in contractual services, as
additional temporary help was procured in the current fiscal year ($60,000) to assist in managing
the Department's workload during the implementation of the City's new ERP.
FINANCE DIVISION BUDGET SUMMARY
Appropriations
Employee Costs
Non -Personnel Costs
Internal Services
Capital Outlay
Total Appropriation
FY2020 FY2021
Adopted Budget -
Budget Request Change in $ Change in %
1,797,272
2,011,397
214,125
11.9%
626,433
563,480
(62,953)
-10.0%
161,522
183,810
22,288
13.8%
0
0
0
n/a
2,585,227 2,758,687 173,460 6.7%
93
CITY OF BURLINGAME I FISCAL YEAR 2020-21
Sources of Funds
Charges for Svc - General Fund
Water Enterprise
Sewer Enterprise
Solid Waste Fund
Measure I
General Fund
Total Funding
FY2020 FY2021
Adopted Budget + / - + / -
Budget Request Change in $ Change in %
9,000
9,000
0
0.0%
457,800
474,500
16,700
3.6%
225,800
237,300
11,500
5.1%
29,000
29,000
0
0.0%
2,300
2,300
0
0.0%
1,861,327
2,006,587
145,260
7.8%
2,585,227
2,758,687
173,460
6.7%
94
CITY OF BURLINGAME, CALIFORNIA
CITY
9
oq raanrro
FISCAL YEAR 2020-21
HUMAN RESOURCES DEPARTMENT
95
Community
City Clerk Development
Director
City
Commission
Finance
Director &
Treasurer
Citizens of
Burlingame
City Council
City
Manager
Human
Resources
Director
HR Analyst II
(2.0)
HR Technician
(1.0)
City Librarian
City
Attorney
Parks & Director of
Police Chief Recreation Public Works
Director
CITY OF BURLINGAME I FISCAL YEAR 2020-21
HUMAN RESOURCES
DEPARTMENT MISSION
The Human Resources Department's mission is to provide a high quality, meaningful 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
FY2020
FY2021
Adopted
Budget
-
Budget
Request
Change in $
Change in %
Appropriations
Employee Costs
588,190
792,454
204,264
34.7%
Non -Personnel Costs
1,187,226
1,462,003
274,777
23.1%
Internal Services
60,600
74,662
14,062
23.2%
Capital Outlay
0
0
0
n/a
Total Appropriation
1,836,016
2,329,119
493,103
26.9%
Sources of Funds
Charges for Services - ISF
848,623
1,034,500
185,877
21.9%
Interest Income - ISF
126,000
115,000
(11,000)
-8.7%
General Fund
939,016
1,179,619
240,603
25.6%
Total Funding
1,913,639
2,329,119
415,480
21.7%
97
CITY OF BURLINGAME I FISCAL YEAR 2020-21
DEPARTMENT STAFF
Full -Time Equivalents (FTE)
Human Resources Director
Human Resources Analyst II
Human Resources Technician
Total FTE
DEPARTMENT STATISTICS
FY2020 FY2021 + / -
Actual Budget Change in
FTE Request FTE
1.00 1.00 0.00
2.00 2.00 0.00
1.00 1.00 0.00
4.00 4.00 0.00
FY 15-16
FY 16-17
FY 17-18
FY 18-19
FY 19-20
Estimated
Human Resources Division
Average number of business days for a
recruitment process to establish an eligible list
25
42
25
34
40
Number of employee participants in City
150
241
137
215
395
training
Number of regular recruitments completed
52
44
18
20
25
Number of regular new hires
52
20
17
32
29
Number of labor associations
6
6
7
7
7
Number of labor agreements (MOU's)
negotiated and approved
3
3
4
3
1
Workers' Compensation Division
Number of workers' compensation claims filed
26
24
36
27
26
Number of lost work days due to workers'
700
450
303
290
505
compensation injures
98
CITY OF BURLINGAME I FISCAL YEAR 2020-21
KEY HUMAN RESOURCES DIVISION BUDGET CHANGES
In February 2020, the City Council approved adding a Human Resources Analyst (1.0 FTE) to
ensure the Human Resources Department has the capacity to meet current service and regulatory
demands. This new position was filled in June. The personnel budget increased by $204,000,
largely due to the additional 1.0 FTE, and scheduled salary increases and associated benefit costs.
The increase in non -personnel costs was largely due to an increase in contractual services to meet
the department's operational needs for fiscal year 2020-21. The increase in Internal Services was
mainly driven by increases in the Admin/IT budget and therefore higher cost allocations to all
departments.
HUMAN RESOURCES DIVISION BUDGET SUMMARY
Appropriations
Employee Costs
Non -Personnel Costs
Internal Services
Capital Outlay
Total Appropriation
Sources of Funds
General Fund
Total Funding
FY2020 FY2021
Adopted Budget -
Budget Request Change in $ Change in
588,190
792,454
204,264
34.7%
290,226
312,503
22,277
7.7%
60,600
74,662
14,062
23.2%
0
0
0
n/a
939,016
1,179,619
240,603
25.6%
939,016 1,179,619 240,603 25.6%
939,016 1,179,619 240,603 25.6%
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
99
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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.
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
The budget increase is largely due to a contribution of $257,000 to the Internal Service Fund's
reserve based on the latest actuarial study for the City's Workers Compensation Program.
Otherwise, the program's operating budget remains flat for fiscal year 2020-21.
WORKERS' COMPENSATION DIVISION BUDGET SUMMARY
rm FY2020 F
Adopted Budget + / - + / -
Budget Request Change in $ Change in %
Appropriations
Non -Personnel Costs 897,000 1,149,500 252,500 28.1%
Total Appropriation 897,000 1,149,500 252,500 28.1%
Sources of Funds
Interest Income - Workers' Comp
848,623
1,034,500
185,877
21.9%
Charges for Services - ISF
126,000
115,000
(11,000)
-8.7%
Total Funding
974,623
1,149,500
174,877
17.9%
I
CITY OF BURLINGAME, CALIFORNIA
CITY
9
oq raanrro
FISCAL YEAR 2020-21
LIBRARY
101
Community
City Clerk Development
Director
City
Commission
Finance
Director &
Treasurer
Librarian III
(1.0)
Citizens of
Burlingame
City Council
City Manager � City Attorney
Human
Resources City Librarian Police Chief
Director
in strative Assistant (1)
Building Maintenance Worker (1)
Graphic Artist (1)
Library Assistant I/II (1)
Circulation
Supervisor (1.0)
Library Assistant III Librarian I/II (1.0) Library Assistant III
(1.0) (1.0)
Library Assistant Library AssistantI/II Library
(1.0) (1.0) r
Librarian III
Children Services
I/II (3.0)
Library Assistant III
(1.0)
Library Assistant I/II
(0.50)
Parks &
Recreation
Director
Librarian III
(1.0)
Director of
Public Works
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 I FISCAL YEAR 2020-21
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
consortiums 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, which is being updated based on the
current needs for 2020-2022. 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 have increased $168,000, or 4.3 %, due primarily to scheduled salary increases and
associated benefit costs. Non -personnel costs largely stay flat, with certain budgetary items such
as travel and conferences reflecting slight budgetary reductions. The department's IT cost
allocation reflects a $26,000 increase, while the facilities maintenance cost allocation is increased
$62,000, resulting in a total increase of 15.5 % for internal services.
104
CITY OF BURLINGAME I FISCAL YEAR 2020-21
DEPARTMENT BUDGET SUMMARY
FY2020 FY2021
Adopted Budget -
Budget Request Change in $ Change in %
Appropriations
Employee Costs
3,927,342
4,095,434
168,092
4.3%
Non -Personnel Costs
1,239,914
1,214,003
(25,911)
-2.1%
Internal Services
573,695
662,564
88,869
15.5%
Capital Outlay
0
0
0
n/a
Total Appropriation
5,740,951
5,972,001
231,050
4.0%
Sources of Funds
General Fund
108,000
50,000
(58,000)
-53.7%
Charges for Svc - Hillsborough
650,000
675,000
25,000
3.8%
Charges for Svc - General Fund
4,982,951
5,247,001
264,050
5.3%
Total Funding
5,740,951
5,972,001
231,050
4.0%
DEPARTMENT STAFF
FY2020
FY2021
+ / -
Actual
Budget
Change in
FTE
Request
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 1/11
7.50
7.50
0.00
Librarian III
3.00
3.00
0.00
Library Assistant 1/II
4.50
4.50
0.00
Library Assistant III
3.00
3.00
0.00
Total FTE
23.00
23.00
0.00
105
CITY OF BURLINGAME I FISCAL YEAR 2020-21
DEPARTMENT STATISTICS
FY 15-16
FY 16-17
FY 17-18
FY 18-19
FY 19-20
Estimated
Population served
37,515
37,983
37,989
37,989
38,000
Registered borrowers
24,805*
27,237
29,248
28,879
29,000
Population registered
66%
72%
77%
76%
76%
Items circulated
704,166
677,229
650,002
721,452
725,000
Children's items
339,850
329,481
311,696
346,401
350,000
Teen Items
27,494
26,147
24,303
25,660
26,000
E-books
29,730
36,121
46,638
60,419
65,000
Circulation per capita
19
18
17
19
19
Circulation per child/teen patron
56
47
43
50
50
Library visits
335,511
360,182
345,445
353,073
355,000
Visits to library website
99,270
89,126
88,291
115,148
103,638
Programs offered
987
1,275
1,121
1,315
1,100
Program attendance
37,706
48,128
49,246
48,203
40,500
Total collection size
281,223
287,523
301,286
303,079
305,000
*Reduction due to change in normal record purge from fiscal to calendar year
DEPARTMENT PERFORMANCE MEASURES
FY 15-16
FY 16-17
FY 17-18
FY 18-19
FY 19-20
Estimated
Kindergarten card drive
195
251
216
204
132
Story time attendance
16,080
17,350
15,393
14,905
14,000
Children's summer reading club
1,057
1,097
1,242
933
1,000
Librarian visits at schools
204
202
228
204
200
Class visits at library
79
78
79
71
55
Passports issued
N/A
N/A
1,051
1,237
1,288
fit.
CITY OF BURLINGAME, CALIFORNIA
CITY
9
oq raanrro
FISCAL YEAR 2020-21
PARKS AND RECREATION DEPARTMENT
107
Community
City Clerk Development
Director
City
Commission
Finance
Director &
Treasurer
Citizens of
Burlingame
City Manager
Human
Resources City Librarian
Director
City Attorney
Parks
Superintendent
/City Arborist (1.0)
Parks Supervisor
(1.0)
Parks Maintenance
Leadworker (3.0)
Parks Maintenance
FWorker I/II (9.0)
Irrigation Repair
Specialist (1.0)
Automotive
IN Mechanic (1.0)
Tree Leadworker
(1.0)
Police Chief
Admin. Assistant
II (2.0)
Office Assistant
I/II (2.0)
Parks & Director of
Recreation Public Works
Director
Recreation Management
Manager (1.0) Analyst (0.5)
Recreation
Recreation
Supervisor (1.0) Coordinator (1.0)
Recreation
Coordinator (3.0)
Program
Coordinator (1.0)
Tree Worker (2.0)
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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, fitness equipment, 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 41 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 2019-20, the Department began the construction of a new Community Center. Temporary
facilities and programming locations have been secured for many of the activities that occurred
at the old Recreation Center. It is anticipated that the new Community Center will open in early
2022.
DEPARTMENT BUDGET SUMMARY
FY2020 FY2021
Adopted Budget +/- +/-
Budget Request Change in $ Change in %
Appropriations
Employee Costs
5,412,405
5,506,674
94,269
1.7%
Non -Personnel Costs
31887,294
3,784,077
(103,217)
-2.7%
Internal Services
876,613
1,019,885
143,272
16.3%
Capital Outlay
81,000
113,000
32,000
39.5%
Total Appropriation
10,257,312
10,423,636
166,324
1.6%
`IN
CITY OF BURLINGAME I FISCAL YEAR 2020-21
Sources of Funds
General Fund
Charges for Svcs - General Fund
Parking Fund
Total Funding
DEPARTMENT STAFF
Full -Time Equivalents (FTE)
Administrative Assistant II
Automotive Mechanic
Irrigation Repair Specialist
Management Analyst
Office Assistant 1/11
Parks Maintenance Worker 1/11
Parks Superintendent / City Arborist
Parks Supervisor
Parks & Recreation Director
Parks Leadworker
Program Coordinator
Recreation Coordinator
Recreation Manager
Recreation Supervisor
Tree Leadworker
Tree Worker
Total FTE
FY2020 FY2021
Adopted Budget -
Budget Request Change in $ Change in %
3,120,000
2,630,000
(490,000)
-15.7%
7,123,312
7,779,636
656,324
9.2%
14,000
14,000
0
0.0%
10,257,312
10,423,636
166,324
1.6%
FY2020
Actual
FTE
FY2021
Budget
Request
+ / -
Change in
FTE
2.00
2.00
0.00
1.00
1.00
1.00
1.00
1.00
0.00
0.75
0.50
-0.25
2.00
2.00
0.00
10.00
10.00
0.00
1.00
1.00
0.00
1.00
1.00
0.00
1.00
1.00
0.00
3.00
3.00
0.00
1.00
1.00
0.00
4.00
4.00
0.00
0.00
1.00
1.00
2.00
1.00
-1.00
1.00
1.00
0.00
2.00
2.00
0.00
32.75
32.50
-0.25
110
CITY OF BURLINGAME I FISCAL YEAR 2020-21
DEPARTMENT STATISTICS
FY 15-16
FY 16-17
FY 17-18
FY18-19
FY 19-20
Estimated
Recreation Program Participants
Preschool
2,079
2,182
2,079
2017
1464*
Youth/Teen Enrichment
4,974
5,541
5,834
5983
5108*
Youth/Teen Sports
3,858
3,501
4,218
4393
2489*
Adult Enrichment/Sports
2,956
2,841
3,169
3146
1948*
Mature Adult (includes weekly drop -in
programming)
4,478
4,725
4,983
5607
4472*
Recreation Rentals
Picnic
225
233
232
227
229
Building
325
345
375
372
216*
Tennis Courts
105
108
208
360
510
Community Garden Beds
22
22
22
22
22
Bocce Ball Courts
86
91
128
133
80*
Parks Services
Tree Plantings
271
240
257
248
254
Tree Removals
281
184
224
200
222
Tree Trimmings
1,520
1,830
2,114
1555
1755
Permit Applications
130
105
94
183
128
Emergency Call Outs
34
30
24
38
32
*Due to the COVID-19 Shelter in Place order, Recreation participation numbers were significantly affected.
ISE
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 with 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 Divisions 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
• Skyline Open Space Park
• 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
• 4 adult fitness equipment clusters
• 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 I FISCAL YEAR 2020-21
KEY PARKS DIVISION BUDGET CHANGES
The increase in personnel costs is due primarily to scheduled salary increases and associated
benefit costs. In October 2019, the City Council approved the deletion of a vacant Tree Worker
position and the addition of a Tree Leadworker position. The change represents an increased
annual cost of approximately $13,000.
Non -personnel costs have increased $95,000 as the proposed budget for utilities is adjusted to
better align with historical actuals. Other non -personnel costs remain flat or reflect slight
decreases in FY 2020-21.
The increases in Internal Service charges are mainly due to increases in the cost allocations for
IT/admin, facilities, and vehicle/equipment services. An increase in the City's IT budget resulted
in increases in IT/Admin costs allocation citywide. For the Parks Division, the increase is about
$21,000. The budget for facilities services was adjusted up by $30,000 for fiscal year 2020-21 based
on experience from the last five years. Lastly, the budget for vehicle/equipment services is
anticipated to go up $48,000; $15,000 of this increase was related to the Division adding a heavy-
duty dump truck to the City's vehicle replacement list and therefore additional contributions for
maintenance costs and building up reserve for future replacement.
PARKS DIVISION BUDGET SUMMARY
Appropriations
Employee Costs
Non -Personnel Costs
Internal Services
Capital Outlay
Total Appropriation
Sources of Funds
General Fund
Charges for Svcs - General Fund
Parking Fund
Total Funding
FY2020 FY2021
Adopted Budget -
Budget Request Change in $ Change in %
3,255,428
3,454,490
199,062
6.1%
1,534,898
1,629,445
94,547
6.2%
371,756
472,752
100,996
27.2%
81,000
108,000
27,000
33.3%
5,243,082
5,664,687
421,605
8.0%
120,000
160,000
40,000
33.3%
5,109,082
5,490,687
381,605
7.5%
14,000
14,000
0
0.0%
5,243,082
5,664,687
421,605
8.0%
113
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 Divisions 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 I FISCAL YEAR 2020-21
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 reduction in Recreation Center
program participation due to the construction of the new Community Center and the use of
temporary facilities.
KEY RECREATION DIVISION BUDGET CHANGES
The Recreation Division anticipated many programmed recreation activities in fiscal year 2020-
21 would be greatly impacted due to the COVID-19 public health emergency. As a result, the
Division reduced the revenue projection by $750,000 for the coming new fiscal year. The decrease
in revenues from recreation services will be largely offset by a decrease in the cost of contractual
services ($400,000), part-time staff ($120,000), and other expenses ($88,000) associated with the
recreation programs.
In addition to the above adjustments, the Division proposed certain changes in the 2020-21
personnel/position budget. Currently, the Recreation Division shares a Management Analyst
position with the IT/Admin Division on a 75/25 cost allocation. As the position spends more
time on IT -related projects, the cost allocation has been adjusted to 50/50 between the two
divisions starting in 2020-21. Another key budgetary change is reclassifying a Recreation
Supervisor position to a Recreation Manager position as the incumbent takes on a higher level of
responsibility within the department.
RECREATION DIVISION BUDGET SUMMARY
FY2020
FY2021
Adopted
Budget
-
Budget
Request
Change in $
Change in %
Appropriations
Employee Costs
2,156,977
2,052,184
(104,793)
-4.9%
Non -Personnel Costs
2,043,396
1,679,632
(363,764)
-17.8%
Internal Services
504,857
547,133
42,276
8.4%
Capital Outlay
0
0
0
n/a
Total Appropriation
4,705,230
4,278,949
(426,281)
-9.1%
Sources of Funds
Charges for Svc - General Fund
3,000,000
2,250,000
(750,000)
-25.0%
General Fund
1,705,230
2,028,949
323,719
19.0%
Total Funding
4,705,230
4,278,949
(426,281)
-9.1%
ISM
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 2020-21 is $170,000.
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. From 2016 to the
start of renovations of the pool in July 2018, the City/BAC was supporting the facility by paying
for 78% of the annual maintenance and operating expenses and 50% of capital expenses. The
renovations 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 negotiated and approved a new 20-year agreement that took effect in
2019. The agreement includes the City's contribution of $2.7 million to the Aquatic Center
reconstruction. Of this amount, $1.27 million will be paid once the work is completed, 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
starting in January 2020, 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
In January 2020, the swimming pool at Burlingame High School successfully reopened after
undergoing major renovation. The proposed FY 2020-21 budget reflects the Divisions estimated
operating costs. In addition, as the City and the District entered into a new 20-year agreement,
the budget is adjusted to reflect the new cost sharing for the pool's maintenance and operation
expenses.
AQUATICS DIVISION BUDGET SUMMARY
r T
FY2020 FY2021
Adopted Budget + / - + / -
Budget Request Change in $ Change in %
Appropriations
Non -Personnel Costs
309,000
475,000
166,000
53.7%
Capital Outlay
0
5,000
5,000
n/a
Total Appropriation
309,000
480,000
171,000
55.3%
Ifiry
CITY OF BURLINGAME I FISCAL YEAR 2020-21
Sources of Funds
Reimbursement
General Fund
Total Funding
FY2020 FY2021
Adopted Budget -
Budget Request Change in $ Change in %
0
309,000
220,000
260,000
220,000
(49,000)
n/a
-15.9%
309,000
480,000
171,000
55.3%
fin
118
CITY OF BURLINGAME, CALIFORNIA
CITY
9
oq raanrro
FISCAL YEAR 2020-21
POLICE DEPARTMENT
119
POLICE
city city r
Commissions
Adminis a ve
Assistant II (1)
120
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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
Appropriations
Employee Costs
Non -Personnel Costs
Internal Services
Capital Outlay
Total Appropriation
Sources of Funds
General Fund
Permits & License - General Fund
Charges for Svc - General Fund
State Grants
FY2020 FY2021
Adopted Budget -
Budget Request Change in $ Change in %
13,860,896
14,243,993
383,097
2.8%
31257,014
3,084,223
(172,791)
-5.3%
1,047,346
1,085,488
38,142
3.6%
149,645
0
(149,645)
-100.0%
18,314,901
18,413,704
98,803
0.5%
16,111,148
16,574,032
462,884
2.9%
79,500
78,200
(1,300)
-1.6%
87,000
75,000
(12,000)
-13.8%
140,000
143,000
3,000
2.1%
IPA
CITY OF BURLINGAME I FISCAL YEAR 2020-21
Measure I
Citation and fines
Parking Fees
Monthly Parking Permits
EV Charging Station Revenues
Interest Income - Parking Ent.
Total Funding
DEPARTMENT STAFF
Full -Time Equivalents (FTE)
Administrative Assistant II
Police Services Manager
Communications Dispatcher 1/11
Parking Enforcement Officers
Parking System Technician
Police Captain
Police Chief
Police Clerk 1/11
Police Lieutenant
Police Officer
Police Sergeant
Training Coordinator
Total FTE
DEPARTMENT STATISTICS
FY2020
FY2021
Adopted
Budget
+ / -
+ / -
Budget
Request
Change in $
Change in %
166,500
168,000
1,500
0.9%
970,000
550,000
(420,000)
-43.3%
2,450,000
1,500,000
(950,000)
-38.8%
370,000
300,000
(70,000)
-18.9%
15,000
20,000
5,000
33.3%
229,000
174,000
(55,000)
-24.0%
20,004,148
19,088,232
(915,916)
-4.6%
FY2020 FY2021 + / -
Actual Budget Change in
FTE Request FTE
1.00
1.00
0.00
1.00
1.00
0.00
7.00
7.00
0.00
4.00
4.00
0.00
2.00
2.00
0.00
1.00
1.00
0.00
1.00
1.00
0.00
4.00
4.00
0.00
2.00
2.00
0.00
30.00
30.00
0.00
6.00
6.00
0.00
1.00
1.00
0.00
60.00 60.00 0.00
*Calendar Year
2015
2016
2017
2018
2019
Calls for service
40,854
41,553
41,673
41,172
41,662
Total crimes reported
1,878
2,222
1,885
1,994
2,388
Total arrests
586
770
768
696
638
Total vehicle accidents
333
342
317
324
300
W61
CITY OF BURLINGAME I FISCAL YEAR 2020-21
*Calendar Year
2015
2016
2017
2018
2019
Moving citations issued
3,372
3,341
2,615
2,448
3,234
Average calls per officer
1,104
1,065
1,069
1,029
1,042
Average calls per dispatcher
5,836
5,936
5,953
5,882
5,952
Five year average calls for service
38,773
40,911
40,300
41,205
41,383
Five year average annual calls per officer
1,047
1,094
1,092
1,074
1,062
Five year average annual calls per dispatcher
5,539
5,844
5,900
5,886
5,912
Traffic stops
6,506
4,812
5,003
4,620
5,981
Incident reports
3,949
4,198
4,072
3,852
4,136
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 law
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 I FISCAL YEAR 2020-21
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 $357,000, or 3.1 %, due to scheduled salary increases and
associated benefit costs. Non -personnel costs have decreased $185,000, or 7.5%, largely due to a
decrease in OPEB (retiree medical obligations) amortization costs. Approximately $368,000 of
OPEB amortization costs, which were previously recorded as a public safety expense in the Police
Department, are related to the benefits provided to the existing 46 Fire Department retirees
covered under the City's Tier 1 retiree medical program, and therefore the costs are reflected as
part of the Fire and Disaster Preparedness program for fiscal year 2020-21.
A decrease in capital outlay is largely due to the replacement of Police in -car computers ($40,000)
and Police Station office furniture and workstations ($80,000), which was completed in the
current fiscal year.
POLICE DIVISION BUDGET SUMMARY
FY2020 FY2021
Adopted Budget
Budget Request
Appropriations
Change in $ Change in %
Employee Costs
11,633,101
11,990,080
356,979
3.1%
Non -Personnel Costs
2,478,683
2,293,540
(185,143)
-7.5%
Internal Services
921,207
936,867
15,660
1.7%
Capital Outlay
120,000
0
(120,000)
-100.0%
Total Appropriation
15,152,991
15,220,487
67,496
0.4%
Sources of Funds
General Fund
14,679,991
14,756,287
76,296
0.5%
Permits & License - General Fund
79,500
78,200
(1,300)
-1.6%
Charges for Svc - General Fund
87,000
75,000
(12,000)
-13.8%
State Grants
140,000
143,000
3,000
2.1%
Measure 1
166,500
168,000
1,500
0.9%
Total Funding
15,152,991
15,220,487
(8,800)
-0.1%
124
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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
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 SMCAIert.
KEY COMMUNICATIONS BUDGET CHANGES
There is no significant change in the Communication Division's budget. The overall budget stays
flat for fiscal year 2020-21.
COMMUNICATIONS BUDGET SUMMARY
Appropriations
Employee Costs
Non -Personnel Costs
Internal Services
Capital Outlay
Total Appropriation
Sources of Funds
General Fund
Total Funding
FY2020 FY2021
Adopted Budget -
Budget Request Change in $ Change in
1,409,648
1,438,976
29,328
2.1%
260,451
234,474
(25,977)
-10.0%
16,256
22,047
5,791
35.6%
0
0
0
n/a
1,686,355
1,695,497
9,142
0.5%
11686,355 1,695,497 9,142 0.5%
1,686,355 1,695,497 9,142 0.5%
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.
125
CITY OF BURLINGAME I FISCAL YEAR 2020-21
KEY PARKING ENFORCEMENT BUDGET CHANGES
Personnel costs have decreased $44,000 largely due to two newly -hired parking enforcement
officers starting at a lower salary step and enrolled in different health plans than those previously
occupying the positions. These changes served to offset increases from scheduled salary
adjustments and related benefit increases. Other budgetary items stay flat or show slight
reductions.
Another key budgetary change is the Division's revenue projection. In response to the COVID-19
public health emergency, the City Council approved waiving meter fees at all City parking lots
and metered spaces in commercial districts for the duration of the San Mateo County's Shelter -
in -Place Order beginning on March 17, 2020. In addition, parking time limitations were
temporarily ceased. Even as County restrictions ease, the Division is anticipating a decrease in
the number of parking citations issued. The Division reduced the total revenue projection
significantly for FY 2019-20, and has conservatively budgeted parking citation revenues for the
2020-21 fiscal year.
PARKING ENFORCEMENT BUDGET SUMMARY
FY2020 FY2021
Adopted Budget
Budget Request
Appropriations
Change in $ Change in %
Employee Costs
583,229
538,771
(44,458)
-7.6%
Non -Personnel Costs
118,900
116,647
(2,253)
-1.9%
Internal Services
12,673
16,830
4,157
32.8%
Capital Outlay
0
0
0
n/a
Total Appropriation
714,802
672,248
(42,554)
-6.0%
Sources of Funds
Citations and Fines
970,000
550,000
(420,000)
-43.3%
General Fund
(255,198)
122,248
377,446
-147.9%
Total Funding
714,802
672,248
(42,554)
-6.0%
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.
126
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 payments 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.
KEY PARKING ENTERPRISE BUDGET CHANGES
Personnel costs have increased $41,000 largely due to scheduled salary increases and associated
benefit costs. Non -personnel costs increased $40,000 due primarily to estimated increases in
credit card processing fees (up by $30,000).
In response to the COVID-19 public health emergency, the City Council approved waiving meter
fees at all City parking lots and metered spaces in commercial districts for the duration of the San
Mateo County's Shelter -in -Place Order beginning on March 17, 2020. As a result, projections for
parking fee revenue were greatly reduced for the remainder of the 2019-20 fiscal year. As County
restrictions ease, a very moderate return of activity in this area is projected, and the Division has
conservatively budgeted parking fee revenues for the 2020-21 fiscal year.
PARKING ENTERPRISE BUDGET SUMMARY
FY2020 FY2021
Adopted Budget -
Budget Request Change in $ Change in %
Appropriations
Employee Costs
234,918
276,166
41,248
17.6%
Non -Personnel Costs
398,980
439,562
40,582
10.2%
Internal Services
97,210
109,744
12,534
12.9%
Capital Outlay
29,645
0
(29,645)
-100.0%
Total Appropriation
760,753
825,472
64,719
8.5%
Sources of Funds
Parking Fees 2,450,000 1,500,000 (950,000) -38.8%
127
CITY OF BURLINGAME I FISCAL YEAR 2020-21
FY2020
FY2021
Adopted
Budget
-
Budget
Request
Change in $
Change in %
Monthly Parking Permits
370,000
300,000
(70,000)
-18.9%
Electric Vehicle Charging Station
15,000
20,000
5,000
33.3%
Interest Income — Parking Enterprise
229,000
174,000
(55,000)
-24.0%
Total Funding
3,064,000
1,994,000
(1,070,000)
-34.9%
128
CITY OF BURLINGAME, CALIFORNIA
CITY
9
oq raanrro
FISCAL YEAR 2020-21
PUBLICS WORKS DEPARTMENT
129
Citizens of
Burlingame
City
City Manager
on Commission
an
City Attorney
Community Finance Human
Parks & Director of
City Clerk
Development Director & Resources City Librarian Police Chief
Recreation
Director
Treasurer Director
Public Works
Director
Management
Assistant (1.0)
Deputy Director Assistant Public
of Public Works Works Director
Environmental Regulatory
Compliance Manager (1.0)
Streets & Sewer
Facilities & Fleet
Management
Water Division
Division Manager
Division Mana er
g
Analyst (1.0) Senior Civil Admin. Assistant
Manager (1.0)
(1.0)
(1.0)
Engineer (4.0) II (1.0)
Streets &Sewer
Facilities
Admin. Assistant Program
Water Quality
Water
Su 1.0
ervisor
p ( ) Maintenance
Maintenance Lead Equipment
(1.0) Manager (1.0)
Supervisor(1.0) Supervisor(1.0)
Leadworker (1.0)
Electrician (1.0) Mechanic (1.0)
Water
Water
CCTV
Pump Station
Associate
Maintenance Maintenance
Leadworker (1.0)
Leadworker (1.0) Facilities
Automotive
Office Assistant Engineer (2.0)
ILLeadworker (1.0) Leadworker (2.0)
Maintenance
Mechanic (1.0)
Worker (2.0)
Traffic Sign &
Water Service &
Water
Paint Leadworker Streets & Sewer
Transportation
Operation
Maintenance
(1.0) Leadworker (4.0)
Engineer (1.0)
Technician (1.0)
Worker (7.0)
Sr. Public Works
Inspector (1.0)
Streets &Sewer
Engineering
Utility Inspector
Maintenance
Technician II (1.0)
(1.0)
Worker (13.0)
Public Works
Inspector (1.0) �
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 I FISCAL YEAR 2020-21
DEPARTMENT BUDGET SUMMARY
Appropriations
Employee Costs
Non -Personnel Costs
Debt Service
Internal Services
Capital Outlay
Total Appropriation
Sources of Funds
Capital Projects Fund
Charges for Svc -
General Fund
Charges for Svc -
ISF
Charges for Svc -
Landfill
Charges for Svc -
Sewer
Charges for Svc -
Solid Waste
Charges for Svc -
Water
Charges for Svc -
Outside Agencies
General Fund
Grants & Contributions
Interest Income
Other Revenue
Parking Fund
Reserves
Total Funding
FY2020 FY2021
Adopted Budget -
Budget Request Change in $ Change in %
11,368,443
12,005,057
636,614
5.6%
18,388,927
18,893,030
504,103
2.7%
4,372,755
4,369,732
(3,023)
-0.1%
2,578,745
2,986,251
407,506
15.8%
637,341
1,202,990
565,649
88.8%
37,346,211
39,457,060
2,110,849
5.7%
880,000
850,000
(30,000)
-3.4%
654,000
656,000
2,000
0.3%
2,984,267
3,507,882
523,615
17.5%
505,000
460,000
(45,000)
-8.9%
14,305,000
12,755,000
(1,550,000)
-10.8%
661,000
651,000
(10,000)
-1.5%
20,400,000
20,800,000
400,000
2.0%
1,355,000
1,410,000
55,000
4.1%
5,766,440
6,339,458
573,018
9.9%
72,000
72,000
0
0.0%
1,122,100
842,000
(280,100)
-25.0%
210,850
209,000
(1,850)
-0.9%
76,000
78,000
2,000
2.6%
(83,261)
86,423
169,684
-203.8%
48,908,396
48,716,763
(191,633)
-0.4%
132
CITY OF BURLINGAME I FISCAL YEAR 2020-21
DEPARTMENT STAFF
FY2020
FY2021
+ / -
Actual
Budget
Change in
Full -Time Equivalents (FTE)
FTE
Request
FTE
Administrative Assistant 1/11
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
1.00
-1.00
Lead Automotive Mechanic
0.00
1.00
1.00
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 Manager
1.00
1.00
0.00
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
0.00
-1.00
Facilities and Fleet Supervisor
0.00
1.00
1.00
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 1/11
1.00
1.00
0.00
Program Manager
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
66.00
66.00
0.00
133
CITY OF BURLINGAME I FISCAL YEAR 2020-21
DEPARTMENT STATISTICS
FY 15-16
FY 16-17
FY 17-18
FY 18-19
FY 19-20
Estimated
Engineering
Major studies conducted
16
16
19
21
23
Streets, sidewalks & storm drainage projects
undertaken
15
17
20
23
26
Sewer projects undertaken
12
13
13
16
16
Water projects undertaken
9
11
12
13
14
Parks projects undertaken
3
4
4
4
6
Miscellaneous projects undertaken
9
9
12
12
13
Private development projects reviewed
125
130
140
145
145
Facilities
Buildings maintained
21
21
21
21
21
Help desk tickets addressed
870
387
400
638
600
Square footage of buildings painted
10,225
8,450
10,000
4,275
5,000
Sewer
Customer service calls
383
360
325
300
400
Mains cleaned
266,179
207,049
228,000
345,000
175,000
Laterals repaired and replaced
92
200
135
175
100
Mains repaired and replaced (feet)
2,901
11,625
6,400
5,336
5,400
Pumps repaired
4
1
5
2
1
Private laterals inspected
262
176
210
183
200
Closed circuit television (miles of mains)
28
11
20
18
14
Manholes replaced
35
57
45
74
25
Lateral maintenance completed (each)
4,779
1,484
1,500
2,213
1,500
Lateral maintenance completed (feet)
139,580
30,672
26,500
33,195
26,500
134
CITY OF BURLINGAME I FISCAL YEAR 2020-21
FY 15-16
FY 16-17
FY 17-18
FY 18-19
FY 19-20
Estimated
Root foaming completed (mains in feet)
29,000
28,102
33,000
22,230
30,000
Streets & Storm Drainage
Streets swept (miles)
10,997
8,755
81200
4,888
5,000
Debris removed (cubic yards)
5,000
3,367
4,000
4,502
6,000
Streets repaired (square feet)
15,000
11,500
11,000
22,230
16,417
Regulatory signs repaired and replaced
1,000
507
950
341
400
Striping (feet)
4,500
4,600
3,500
5,985
4,000
Pavement markings
1,500
1,575
1,000
598
1,100
Sidewalk Pavers repaired (in square feet)
-
-
-
1,233
1,800
Sidewalk and curbs repaired (concrete in square
feet)
1,500
1,240
1,300
2,381
3,000
Storm drain pipes cleaned (feet)
15,000
2,750
1,030
2,958
2,000
Catch basins cleaned
1,500
537
800
1,047
1,100
Creeks cleaned and debris removed (each/tons)
6/400
6/440
6/400
2/300
5/450
Vehicle & Equipment
Vehicles & Equipment serviced (preventive
maintenance)
774
845
789
784
523
Miscellaneous repairs made (minor repairs)
425
506
489
485
417
Vehicles smog tested
17
22
21
22
22
Vehicles and equipment maintained
321
335
314
301
260
Emergency road service calls
24
80
40
20
13
Water
Water purchased (in billion gallons)
1.13
1.20
1.15
1.24
1.26
Customer service calls made
902
485
400
400
500
Meters replaced
952
386
205
331
300
Main and valves repaired
23
23
20
17
15
135
CITY OF BURLINGAME I FISCAL YEAR 2020-21
FY 15-16
FY 16-17
FY 17-18
FY 18-19
FY 19-20
Estimated
Valves exercised
215
166
1,300
617
600
Services repaired
11
11
5
22
20
New services installed
14
28
23
26
30
Fire hydrants serviced or repaired
19
160
595
25
400
Fire hydrants replaced
8
5
4
5
6
Water quality tests conducted
596
580
525
650
700
Water mains flushed (miles)
4
5
13
66
86
Backflow devices tested
35
35
35
11
11
Fire flow test performed
60
44
38
49
60
Wastewater Treatment Plant
Minimum flows - million gallons day (MGD)
2
2
2
1
2
Average flows - (MGD)
3
3
3
3
3
Maximum flows - (MGD)
7
19
18
6
12.5
Biological oxygen demand (BOD) — average Ibs/day
7,999
8,311
8,400
7,250
7,300
Total suspended solids (TSS) — avg Ibs/day
7,839
8,197
8,100
8,020
7,900
DEPARTMENT PERFORMANCE MEASURES
FY 15-16
FY 16-17
FY 17-18
FY 18-19
FY 19-20
Estimated
Limit construction change orders to 10% or less of
the contract for 80% of the Cl P projects (not
100%
100%
100%
100%
100%
including increases in scope of work)
Maintain a citywide average PCI (Pavement Condition
81
81
Index) score of at least 65
77
77
76
Complete 70% of Facilities Help Desk tickets within 3
days of receipt, excluding requests that require
95%
95%
95%
70%
70%
ordering specialty parts
136
CITY OF BURLINGAME I FISCAL YEAR 2020-21
FY 15-16
FY 16-17
FY 17-18
FY 18-19
FY 19-20
Estimated
Make initial response to Streets/Sewer/Water service
30 mins
30 mins
20 mins
18 mins
20 mins
calls within an average of 30 minutes or less
Make initial response to investigate and prioritize
pothole and sidewalk complaints within 48 hours
100%
100%
100%
100%
100%
90% of the time
Complete 95% of the vehicle services and minor
96%
96%
93%
95%
90%
repairs within one working day
Complete 90% of scheduled preventative
97%
97%
93%
95%
90%
maintenance for vehicles in the month they are due
Complete 95% of the water service installation
100%
100%
100%
100%
100%
requests within 10 working days
Meet State and Federal regulatory water quality
standards for drinking water by attaining a minimal
100%
100%
100%
100%
100%
of 95% of samples free from total coliform
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.
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 this
Division.
137
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 Burlingame to
ensure compliance with City requirements.
KEY ENGINEERING DIVISION BUDGET CHANGES
The Engineering Division's personnel budget increased by $329,000, or 12.1 %, largely due to the
costs of adding a Program Manager position (1.0 FTE), scheduled salary increases, and associated
benefit costs. Due to increasing demands for staff resources to manage the City's transportation
projects and traffic calming programs, the City Council approved adding the Program Manager
position in Public Works; the position is dedicated to transportation and traffic matters. The net
fiscal impact for adding this position is anticipated to be approximately $199,000. Internal
Services have increased by 7.7% due primarily to an increase in allocations city-wide for several
internal services funds, especially for IT/Admin support ($16,000) and facilities maintenance
($8,000).
ENGINEERING DIVISION BUDGET SUMMARY
FY2020
FY2021
Adopted
Budget
+ / -
+ / -
Budget
Request
Change in $
Change in %
Appropriations
Employee Costs
2,712,355
3,041,032
328,677
12.1%
Non -Personnel Costs
733,909
773,128
39,219
5.3%
Internal Services
243,712
262,571
18,859
7.7%
Capital Outlay
0
0
0
0.0%
Total Appropriation
3,689,976
4,076,731
386,755
10.5%
Sources of Funds
General Fund
2,155,976
2,570,731
414,755
19.2%
Charges for Svc - General Fund
654,000
656,000
2,000
0.3%
Capital Projects Fund
880,000
850,000
(30,000)
-3.4%
Total Funding
3,689,976
4,076,731
386,755
10.5%
138
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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
There is no significant change in the Division's FY 2020-21 budget. Personnel costs have increased
due primarily to scheduled salary increases and associated benefits costs. As part of the Public
Works reorganization, the existing Facilities Division Manager was renamed the Facilities and
Fleet Division Manager and will assume management for the Facilities and Fleet Divisions
effective in July 2020. There is no fiscal impact to the Facilities Division from this change. Other
budgetary items largely stay flat or reflect a slight decrease from last years budget.
FACILITIES MAINTENANCE DIVISION BUDGET SUMMARY
FY2020
FY2021
Adopted
Budget
-
Budget
Request
Change in $
Change in %
Appropriations
Employee Costs
837,052
870,704
33,652
4.0%
Non -Personnel Costs
921,239
914,518
(6,721)
-0.7%
Internal Services
50,720
56,540
5,820
11.5%
Capital Outlay
15,000
0
(15,000)
0.0%
Total Appropriation
1,824,011
1,841,762
17,751
1.0%
Sources of Funds
Charges for Services - ISF
1,809,010
2,041,762
232,752
12.9%
Charges for Svc - Outside Agencies
0
0
0
0.0%
Interest Income
7,100
6,000
(1,100)
-15.5%
Reserves
7,901
(206,000)
(213,901)
-2707.3%
Total Funding
1,824,011
1,841,762
17,751
1.0%
139
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 fiscal year 2020-21.
LANDFILL FUND BUDGET SUMMARY
Appropriations
Employee Costs
Non -Personnel Costs
Internal Services
Capital Outlay
Total Appropriation
Sources of Funds
Charges for Svc - Landfill
Interest Income
Total Funding
FY2020 FY2021
Adopted Budget + / - + / -
Budget Request Change in $ Change in %
64,602
64,738
136
0.2%
186,506
191,079
4,573
2.5%
705
968
263
37.3%
0
0
0
0.0%
251,813
256,785
4,972
2.0%
505,000
460,000
(45,000)
-8.9%
24,000
31,000
7,000
n/a
529,000
491,000
(38,000)
-7.2%
140
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 personnel budget has increased $80,000, or 3.2%, due primarily to scheduled salary increases
and associated benefit costs. Other budgetary items stay relatively flat or reflect slight decreases.
Internal Services have increased by $269,000 largely due to a one-time special allocation for the
replacement of a sewer rodder truck. The sewer rodder truck is 21 years old, and will be replaced
in FY 2020-21. The estimated replacement cost based on the latest quote was $369,000; nearly
$200,000 of this amount is for specialized machinery and equipment installed on top of the truck.
The internal service fund reserve for this vehicle currently has $185,000. Therefore, staff added a
one-time special allocation of $184,000 to ensure sufficient funding is available for the Division's
vehicle and equipment replacement.
141
CITY OF BURLINGAME I FISCAL YEAR 2020-21
SEWER MAINTENANCE DIVISION BUDGET SUMMARY
FY2020 FY2021
Adopted Budget + / - + / -
Budget Request Change in $ Change in %
Appropriations
Employee Costs
2,478,899
2,559,067
80,168
3.2%
Non -Personnel Costs
985,800
971,305
(14,495)
-1.5%
Debt Service
2,431,155
2,427,331
(3,824)
-0.2%
Internal Services
522,372
791,814
269,442
51.6%
Capital Outlay
31,000
20,000
(11,000)
-35.5%
Total Appropriation
6,449,226
6,769,517
320,291
5.0%
Sources of Funds
Charges for Svc - Sewer
11,120,251
9,637,906
(1,482,345) -13.3%
Interest Income
465,000
320,000
(145,000) -31.2%
Other Revenue
0
0
0 0.0%
Total Funding
11,585,251
9,957,906
(1,627,345) -14.0%
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
142
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 and is managed by the San Mateo
County/Silicon Valley Convention and Visitors Bureau.
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
The overall budget for the City's shuttle program will increase $12,000, or 5.6 %, due to anticipated
cost increases to operate the shuttle programs. In addition, as the Shuttle Bus Fund has over
$200,000 in its fund balance as of June 30, 2019 (audited), staff proposed to stop the General Fund
transfers for one year, and use the Shuttle Bus Fund's available fund balance to support the
program in FY 2020-21.
SHUTTLE PROGRAM BUDGET SUMMARY
Appropriations
Non -Personnel Costs
Total Appropriation
Sources of Funds
General Fund
Grants & Contributions
FY2020 FY2021
Adopted Budget -
Budget Request Change in $ Change in %
215,500 227,500 12,000 5.6%
215,500 227,500 12,000 5.6%
143,500 0
72,000 72,000
(143,500)-100.0%
0.0%
Total Funding 215,500 72,000 (143,500) -66.6%
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.
143
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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.
KEY SOLID WASTE FUND BUDGET CHANGES
The shelter -in -place mandate of the past few months has compelled many businesses to suspend
or reduce garbage collection services obtained from Recology. As the shelter -in -place orders are
gradually lifted, it is anticipated that business activities will resume to some extent, and over
some period of time. Recology's revenues are expected to decline in fiscal year 2020-21. As a
result, staff proposed an increase to the non -personnel cost budget as contributions to Recology
to cover the funding shortfall are anticipated.
Other budgetary changes include personnel cost increases of 5.1 % for regular salary increases
and benefit costs associated with City activities such as street -sweeping and receptacle cleaning.
Internal Service charges went up due primarily to an increase in the cost allocation for
vehicle/equipment services, as the Division added two new street sweeper trucks in 2019.
SOLID WASTE FUND BUDGET SUMMARY
FY2020
FY2021
Adopted
Budget
+ / -
+ / -
Budget
Request
Change in $
Change in %
Appropriations
Employee Costs
430,410
452,463
22,053
5.1%
Non -Personnel Costs
221,534
287,079
65,545
29.6%
Internal Services
141,151
154,433
13,282
9.4%
Capital Outlay
0
0
0
0.0%
Total Appropriation
793,095
893,975
100,880
12.7%
Sources of Funds
Charges for Svc - Solid Waste
661,000
651,000
(10,000)
-1.5%
Interest Income
64,000
77,000
13,000
20.3%
Rate Stabilization Reserve
68,095
165,975
97,880
143.7%
Total Funding
793,095
893,975
3,000
0.4%
144
CITY OF BURLINGAME I FISCAL YEAR 2020-21
PUBLIC 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.
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 decreased by 3.8% due largely to the filling of certain vacant staff positions at
lower salary steps than those of their predecessors. These lower costs served to somewhat offset
regular salary increases in the Division. Additionally, in the last few years, the Divisions budget
included additional appropriations for part-time staff to help meet the needs of the Division's
operations, including addressing the backlog of work. The Division is now fully staffed and no
long in need of the additional part-time help. As a result, the personnel budget was reduced by
$50,000. The cost allocation for workers' compensation is also reduced by $28,000 based on claims
experience from the last five years.
Increases in non -personnel costs are primarily driven by contractual services, as the Division
requested additional appropriations for creek cleaning projects ($175,000), painting for street
lights ($25,000), roadway markings ($25,000), and pavement repairs for Burlingame Ave
($50,000). Internal Services have increased due mainly to city-wide increases in IT cost allocation
($8,000) and increases in facilities maintenance ($18,000), based on cost data from the last five
years.
145
CITY OF BURLINGAME I FISCAL YEAR 2020-21
STREETS AND STORM DRAINAGE DIVISION BUDGET SUMMARY
FY2020 FY2021
Adopted Budget + / - + / -
Budget Request Change in $ Change in %
Appropriations
Employee Costs
1,419,778
1,365,285
(54,493)
-3.8%
Non -Personnel Costs
1,036,081
1,325,486
289,405
27.9%
Internal Services
1,069,605
1,105,956
36,351
3.4%
Capital Outlay
17,500
50,000
32,500
185.7%
Total Appropriation
3,542,964
3,846,727
303,763
8.6%
Sources of Funds
General Fund
3,466,964
3,768,727
301,763 8.7%
Parking Fund
76,000
78,000
2,000 2.6%
Total Funding
3,542,964
3,846,727
303,763 8.6%
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
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.
KEY VEHICLE AND EQUIPMENT MAINTENANCE BUDGET
CHANGES
In 2020, the Public Works Department reorganized the Facilities and Fleet Divisions. The vacant
Fleet Manager position was replaced by a Facilities and Fleet Supervisor who provides
supervisory support to both divisions. And the existing Facilities Division Manager was renamed
the Facilities and Fleet Division Manager to assume management for both divisions. In addition,
an Automotive Mechanic was reclassified to a Lead Equipment Mechanic position to align with
greater responsibilities. Salary increases for this reclassification will be offset by the budget
146
CITY OF BURLINGAME I FISCAL YEAR 2020-21
savings from the reorganization. Increases in the FY 2020-21 personnel budget are largely due to
higher pension costs, increased health costs, and a higher workers' compensation cost allocation.
The proposed Capital Outlay budget includes replacement of eight vehicles: three Police vehicles
with required equipment and accessories; one paint truck for Streets and Storm Drain operations;
two trucks for Water operations; and one heavy-duty dump truck for the Parks Division. It also
includes replacement of one Sewer rodder truck.
VEHICLE & EQUIPMENT MAINTENANCE BUDGET SUMMARY
Appropriations
Employee Costs
Non -Personnel Costs
Internal Services
Capital Outlay
Total Appropriation
Sources of Funds
Charges for Svc - ISF
Interest Income
Charges for Svc - Outside Agencies
Revenue - Sale of Vehicles
Reserves
Total Funding
1P FY2020 FY2021
Adopted Budget + / - + / -
Budget Request Change in $ Change in %
469,359
536,140
66,781 14.2%
325,476
329,930
4,454 1.4%
61,165
62,008
843 1.4%
289,000
759,490
470,490 162.8%
1,145,000 1,687,568 542,568 47.4%
1,175,257
1,466,120
290,863
24.7%
124,000
95,000
(29,000)
-23.4%
5,000
0
(5,000)
-100.0%
0
0
0
0.0%
(159,257) 126,448 285,705-179.4%
1,145,000 1,687,568 542,568 47.4%
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, six 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
147
CITY OF BURLINGAME I FISCAL YEAR 2020-21
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 regularly 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
In fiscal year 2020-21, water consumption is projected to match current -year experience. As there
will be no rate increases, projected revenues are anticipated to be slightly over $20.8 million.
The overall operating budget for the Water Division is anticipated to increase $430,000, or 2.9%,
as compared to last year. Personnel costs have increased 5.4% due to scheduled salary increases
and associated benefit costs. The non -personnel budget is projected to increase $220,000, due
primarily to replacement of several water system motors/pumps ($170,000) because of their age,
noise issues, and heavy use. Lastly, the Division expects more customers will use credit cards to
pay their water bills, and anticipates an increase in credit card fees by $40,000.
Increases in Internal Services are related to cost allocation for IT/admin, facilities, and
vehicle/equipment services. For the Water Division, the city-wide increase in the IT/Admin cost
allocation required an additional $22,000 appropriation. The budget for facilities services was up
by $18,000 based on the usage data from the last five years. Cost allocations for
vehicle/equipment services also went up $21,000 for fiscal year 2020-21.
WATER MAINTENANCE DIVISION BUDGET SUMMARY
PF FY2020 *
FY2021
Adopted
Budget
Budget
Request
Appropriations
Employee Costs
2,955,988
Non -Personnel Costs
9,434,532
Debt Service
1,941,600
Internal Services
479,916
Change in $ Change in %
3,115,628
159,640
5.4%
9,654,033
219,501
2.3%
1,942,401
801
0.0%
541,839
61,923
12.9%
4
148
CITY OF BURLINGAME I FISCAL YEAR 2020-21
Capital Outlay
Total Appropriation
Sources of Funds
Charges for Svc - Water
General Fund
Interest Income
Other Revenue
Total Funding
FY2020 FY2021
Adopted Budget + / - + / -
Budget Request Change in $ Change in %�
87,841
75,500
(12,341)
-14.0%
14,899,877
15,329,401
429,524
2.9%
20,400,000
20,800,000
400,000
2.0%
0
0
0
0.0%
438,000
313,000
(125,000)
-28.5%
210,850 209,000 (1,850) -0.9%
21,048,850 21,322,000 273,150 1.3%
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.
KEY WASTEWATER TREATMENT BUDGET CHANGES
The overall budget for the Wastewater Treatment Plant stays flat for fiscal year 2020-21. After
removing certain one-time budgetary items, the non -personnel budget has decreased $110,000.
Capital outlay fluctuates from time to time due to changes in the plant's equipment replacement
schedule and operation needs. For the fiscal year 2020-21, the capital outlay budget has increased
$101,000 as compared to fiscal year 2019-20.
149
CITY OF BURLINGAME I FISCAL YEAR 2020-21
WASTEWATER TREATMENT BUDGET SUMMARY
Appropriations
Non -Personnel Costs
Internal Services
Capital Outlay
Total Appropriation
Sources of Funds
Charges for Svc - Sewer
Charges for Svc - Outside Agencies
Total Funding
FY2020 FY2021
Adopted Budget -
Budget Request Change in $ Change in %
4,328,350
4,218,972
(109,378)
-2.5%
9,399
10,122
723
7.7%
197,000
298,000
101,000
51.3%
4,534,749
4,527,094
(7,655)
-0.2%
3,184,749
1,350,000
3,117,094
1,410,000
(67,655)
60,000
-2.1%
4.4%
4,534,749
4,527,094
(7,655)
-0.2%
150
Capital Improvement Proyram — 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 I FISCAL YEAR 2020-21
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 can 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 17,140 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 Village
at Burlingame project will soon convert one of the City's parking lots into an affordable housing
development and one lot into a new five -level public 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. The Broadway Grade Separation and the El
Camino Real Undergrounding projects are anticipated to begin in the next five years with
significant funding requirements for both.
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 I FISCAL YEAR 2020-21
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
5 YEAR CIP PLAN
.�� , ro1.1 ea lE.i
CITYWIDE CIP BY MAJOR &MINOR PROGRAM ae e.mr a w.r.. Me.. ,eI sB1 (ay)
eS waiamEeS w.xmeE a nn..ewi.... -hev ema r...te., n oi.e, .1e,. B .wI need e..a e. a e. a ne
A. FACILITIES CAPITAL IMPROVEMENT PROGRAM
Improvements 0 0 0 0 0 0 0 0 0 46,578 437 47,015 47,015 1,350 1,350 1,350 1,350 52,415 53,048 105,463
Minor Upgrades 0 0 0 0 0 0 0 0 0 5,282 (54) 5,228 5,228 0 0 0 0 5,228 0 5,228
Miscellaneous (General Plan Update) 0 0 0 0 0 0 0 0 0 387 0 387 387 0 0 0 0 387 0 387
SUBTOTAL 0 0 0 0 0 0 0 0 0 52,247 383 52,630 52,630 1,350 1,350 1,350 1,350 58,030 53,048 111,078
B. PARKING & GARAGES CAPITAL IMPROVEMENT PROGRAM
Improvements
0
0
0
0
0
0
0
350
350
3,303
0
3,303
3,653
100
100
100
100
4,053
0
4,053
SUBTOTAL
0
0
0
0
0
0
0
350
350
3,303
0
3,303
3,653
100
100
100
100
4,053
0
4,053
C. PARKS& TREES CAPITAL IMPROVEMENT PROGRAM
Tree Management and Replacement
5
0
0
0
0
0
0
0
5
127
0
127
132
5
55
5
5
202
0
202
Citywide Parks Paving, Courts, Pathways
50
0
0
0
0
0
0
0
50
93
0
93
143
100
100
100
100
543
0
543
Citywide Playgrounds and Resilient Resurfacing
50
0
0
0
0
0
0
0
50
1,812
0
1,812
1,862
950
950
950
950
5,662
0
5,662
Citywide Parks Fencing
0
0
0
0
0
0
0
0
0
78
0
78
78
0
0
0
0
78
0
78
Citywide Parks Lighting
0
0
0
0
0
0
0
0
0
67
0
67
67
0
0
0
0
67
0
67
Parks Safety, Maintenance and Improvements
250
0
0
0
0
0
0
0
250
972
0
972
1,222
Soo
450
500
450
3,122
1,450
4,572
Aquatics Facility
0
0
0
0
0
0
0
0
0
844
0
844
844
0
1,300
0
0
2,144
0
2,144
Maforlmprovements
200
0
0
0
0
0
0
0
200
3,134
(383)
2,751
2,951
2,700
200
200
200
6,251
3,000
9,251
SUBTOTAL
555
0
0
0
0
0
0
0
555
7,127
(383)
6,743
7,298
4,255
3,055
1,755
1,705
18,068
4,450
22,518
D. SEWER CAPITAL IMPROVEMENT PROGRAM
Studies
0
0
0
0
0
0
0
0
0
815
0
815
815
250
100
0
0
1,165
0
1,165
Sewer Main Rehabilitation
0
0
0
0
1,000
0
0
0
1,000
5,287
553
5,840
6,840
2,650
3,500
3,250
3,500
19,740
37,000
56,740
Miscellaneous Sewer Repairs
0
0
0
0
0
0
O
O
0
932
(853)
79
79
0
0
0
0
79
1,000
1,079
Pump Stations
0
O
O
O
0
0
O
O
O
995
300
1,295
1,295
0
0
0
0
1,295
O
1,295
Treatment
0
O
O
O
Soo
0
O
O
800
3,413
O
3,413
4,213
1,547
1,477
1,667
2,170
11,074
16,430
27,504
Miscellaneous
0
O
O
O
0
0
O
O
O
134
O
134
134
75
0
0
0
209
0
209
SUBTOTAL
0
0
0
0
1,800
0
0
0
1,800
11,577
0
11,577
13,377
4,522
5,077
4,917
5,670
33,563
54,430
87,993
E. STORM DRAIN CAPITAL IMPROVEMENT PROGRAM
Studies
0
0
0
0
0
0
0
0
0
150
0
150
150
50
50
50
0
300
400
700
Stormwater Quality Improvements
0
0
0
0
0
1,000
0
0
1,000
5
0
5
1,005
0
0
0
0
1,005
0
1,005
Capacitylmprovements - Easton Creek
0
0
0
0
0
0
0
0
0
60
0
60
60
0
0
0
0
60
0
60
Capacitylmprovements -Mills Creek
0
0
0
0
0
0
0
0
0
200
0
200
200
0
0
0
0
200
600
800
Capacitylmprovements - Burlingame Creek
0
0
0
0
0
1,000
0
0
1,000
11,278
0
11,278
12,278
6,800
0
0
0
19,078
0
19,078
Capacitylmprovements- Sanchez Creek, Terrace&Laguna
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
0
0
303
0
303
303
0
0
0
0
303
0
303
Neighborhood Area
0
0
0
0
0
1,500
0
0
1,500
2,782
0
2,782
4,282
700
700
700
700
7,082
0
7,082
Bridge& Storm Culvert Improvements
0
0
0
0
0
1,000
0
0
1,000
1,341
0
1,341
2,341
400
400
0
0
3,141
0
3,141
Pump Stations
0
0
0
0
0
0
0
0
0
4,535
0
4,535
4,535
300
100
0
0
4,735
500
5,235
SUBTOTAL
0
0
0
0
0
4,500
0
0
4,500
20,756
0
20,756
25,256
8,050
1,250
750
700
36,006
1,500
37,506
F. STREETSCAPITAL IMPROVEMENT PROGRAM
Studies
350
0
0
0
0
0
0
0
350
1,158
0
1,158
1,508
1,080
830
780
780
4,978
25,000
29,978
Paving & Reconstruction
0
400
800
400
0
0
0
0
1,600
5,410
0
5,410
7,010
2,020
2,000
2,020
2,000
15,050
20,000
35,050
Traffic
150
0
0
0
0
0
0
0
150
2,158
0
2,158
2,308
400
400
350
200
3,658
3,500
7,158
Railroad Improvements
0
0
0
0
0
0
0
0
0
1,924
0
1,924
1,924
0
15,000
0
0
16,924
294,000
310,924
Downtown Improvements
0
0
0
0
0
0
0
0
0
408
0
408
408
0
0
0
0
408
0
408
Bike & Pedestrian Improvements
500
0
0
0
0
0
0
0
500
165
0
165
665
1,000
600
600
600
3,465
5,000
8,465
Lighting & Poles
0
0
0
0
0
0
0
0
0
922
0
922
922
100
0
24,100
0
25,122
3,000
28,122
Sidewalks, Curbs & Gutters
0
0
800
0
0
0
0
0
800
1,572
0
1,572
2,372
800
Soo
800
800
5,572
10,000
15,572
SUBTOTAL
1,000
400
1,600
400
0
0
0
0
3,400
13,717
0
13,717
17,117
5,400
19,630
28,650
4,380
75,177
360,500
435,677
G. WATER CAPITAL IMPROVEMENT PROGRAM
Planning
0
0
0
0
0
0
275
0
275
99
0
99
374
50
50
50
50
574
1,070
1,644
Storage
0
0
0
0
0
0
0
0
0
102
0
102
102
300
0
0
0
402
20,750
21,152
Transmission Pipelines
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
2,725
0
2,725
4,593
0
4,593
7,318
2,750
3,250
3,250
3,250
19,818
29,340
49,158
Pump Stations
0
0
0
0
0
0
100
0
100
91
0
91
191
0
0
0
0
191
250
441
Water Quality& Dechloramination
0
0
0
0
0
0
0
0
0
100
0
100
100
50
0
0
0
150
0
150
Supervisory Control& Data Acquisition(SCADA)
0
0
0
0
0
0
0
0
0
301
0
301
301
50
0
0
0
351
Soo
851
Miscellaneous Improvements
0
0
0
0
0
0
400
0
400
518
0
518
918
300
200
200
200
1,818
2,020
3,838
3,500
3,500
3,500
3,500
23,305
61,460
84,765
SUBTOTAL 0 0 0 0 0 0 3,500 0 3,500 5,805 0 5,805 9,305
TOTAL, CITYWIDE CAPITAL IMPROVEMENT PROGRAM $1,555 $400 $1,600 $400 $1,800 $4,500 $3,500 $350 $14,105 $114,531 S0 $114,531 $128,636 1 $27,177 $33,962 $41,022 $17,405 $248,202 $535,388 $783,590
155
5 YEAR CIP PLAN
Total New FV21
""Available
Total Available
Existin Net
Tatal FY21 Need
FV22
FY23
FV24
FY2s
FV21-28
Ms.
Total FY21-2
FACILITIES CAPITAL IMPROVEMENT PROGRAM
eeoe,al Feed
Appropriations
Existing Funding
T-k,s
of
T,-fero
Foisting+New)
Need
Need
Need
Need
Need Total
Need
Need
*in thousands
(000)
(000)
(000)
(000)
(000)
(000)
(000)
(000)
(000)
(000)
(000)
(000)
(000)
A. IMPROVEMENTS
a-1 Community Center*
0
0
46,351
383
46,734
46,734
0
0
0
0
46,734
3,000
49,734
a-2 City Hall Asbestos Remediation Plan
0
0
0
0
0
0
0
0
0
0
0
40,000
40,000
a-3 Police Building
0
0
0
0
0
0
0
0
0
0
0
1,600
1,600
a-4 Fire Department
0
0
0
0
0
0
0
0
0
0
0
2,900
2,900
a-5 Parks Corporation Yard
0
0
0
0
0
0
0
o
0
0
0
3,400
3,400
a-6 Aquatic Center
0
0
0
0
0
0
0
0
0
0
0
250
250
a-7 Citywide Facility Master Plan
0
0
47
0
47
47
1,300
1,300
1,300
1,300
5,247
0
5,247
a-8 Citywide Minor Building Facilities
0
0
181
54
235
235
50
50
50
50
435
1,898
2,333
SUBTOTAL
0
0
46,578
437
47,015
47,015
1,3 50
1,350
1,350
1,350
52,415
53,048
105,463
B.
MINOR UPGRADES
b-1
Police Antenna
0
0
0
0
0
0
0
0
0
0
0
0
0
b-2
Library RFID
0
0
0
0
0
0
0
0
0
0
0
0
0
b-3
Communications and IT Modernization
0
0
85
0
85
85
0
0
0
0
85
0
85
b-4
City Hall Boiler
0
0
55
0
55
55
0
0
0
0
55
0
55
b-5
Library PUP
0
0
10
0
10
10
0
0
0
0
10
0
10
b-6
Police Records Management System
0
0
16
0
16
16
0
0
0
0
16
0
16
b-7
Library Lighting Control System Upgrade
0
0
0
0
0
0
0
0
0
0
0
0
0
b-8
Recreation Center Improvements
0
0
0
0
0
0
0
0
0
0
0
0
0
b-9
ADA Assessment Studies
0
0
0
0
0
0
0
0
0
0
0
0
0
b-10
Fire Stations Painting, Auto Gate Operator and Garage Floor
0
0
0
0
0
0
0
0
0
0
0
0
0
b-11
Police Station and Corp Yard Painting
0
0
0
0
0
0
0
0
0
0
0
0
0
b-12
City Buildings Energy Efficiency
0
0
0
0
0
0
0
0
0
0
0
0
0
b-13
Police Station HVAC Improvements
0
0
0
0
0
0
0
0
0
0
0
0
0
b-14
Fire Station 35 Rehabilitation and HVAC System Upgrade
0
0
272
0
272
272
0
0
0
0
272
0
272
b-15
Building Facilities Condition Assessment Study & CIP Master Plan
0
0
0
0
0
0
0
0
0
0
0
0
0
b-16
Donnelly Parking Garage Roof Deck Resurfacing
0
0
70
(70)
0
0
0
0
0
0
0
0
0
b-17
Energy Efficiency Upgrades
0
0
490
0
490
490
0
0
0
0
490
0
490
b-18
Police Station Fuel Tank Removal and Replacement
0
0
282
0
282
282
0
0
0
0
282
0
282
b-19
Parking Lots Resurfacing (City Hall, Rec Center, Corp Yard and PD)
0
0
491
0
491
491
0
0
0
0
491
0
491
b-20
Facilities ADA Improvements
0
0
502
0
502
502
0
0
0
0
502
0
502
b-21
Stormwater Pollution Prevention Plan for Facilities
0
0
50
0
50
50
0
0
0
0
50
0
50
b-22
Community Development Department Remodeling
0
0
0
0
0
0
0
0
0
0
0
0
0
b-23
Washington Park Grandstand Remodeling
0
0
50
(50)
0
0
0
0
0
0
0
0
0
b-24
Fire Stations Emergency Generators Upgrade Project (FS 34, 35 and 36)
0
0
930
120
1,050
1,050
0
0
0
0
1,050
0
1,050
b-25
Fuel Pump Station Improvements at Corp Yard
0
0
57
0
57
57
0
0
0
0
57
0
57
b-26
Police Dispatch Furniture Upgrades
0
0
0
0
0
0
0
0
0
0
0
0
0
b-27
New Financial System
0
0
258
0
258
258
0
0
0
0
258
0
258
b-28
Backup Recovery Server for City IT
0
0
27
0
27
27
0
0
0
0
27
0
27
b-29
Electronic Records Management System
0
0
58
0
58
58
0
0
0
0
58
0
58
b-30
Fire Station 35 Communications Tower Relocation
0
0
300
0
300
300
0
0
0
0
300
0
300
b-31
Facilities CIP Program Management
0
0
130
0
130
130
0
0
0
0
130
0
130
b-32
City Hall Carpet Replacement Project
0
0
200
0
200
200
0
0
0
0
200
0
200
b-33
Library HVAC & EMS (Energy Management System) Upgrade
0
0
187
0
187
187
0
0
0
0
187
0
187
b-34
City Hall - Acoustic Improvements (Sound Masking) Project
0
0
53
(53)
0
0
0
0
0
0
0
0
0
b-35
Village Park Deck Improvements
0
0
0
0
0
0
0
0
0
0
0
0
0
Parks Corporation Yard Bathroom & Locker Rooms Gender Separation/Remodel
b-36
Project
0
0
75
0
75
75
0
0
0
0
75
0
75
b-37
Fire Station 35 Traffic Signal Upgrades
0
0
32
0
32
32
0
0
0
0
32
0
32
b-38
PW Corporation Yard EMS Upgrade Design
0
0
50
0
50
50
0
0
0
0
50
0
50
b-39
Police Dept Jail/Sleeping Quarters
0
0
540
0
540
540
0
0
0
0
540
0
540
b-40
Adjustable height workstation for records division
0
0
1
(1)
0
0
0
0
0
0
0
0
0
b-01
Voice recorder for police station radio system
0
0
0
0
0
0
0
0
0
0
0
0
0
b-42
City Attorney Office Remodel
0
0
11
0
11
11
0
0
0
0
11
0
11
b-43
Roof Replacement of Six City Owned Facilities
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
5,228
0
5,228
SUBTOTAL
0
0
5,282
(54)
5,228
5,228
C. MISCELLANEOUS
c-1
General Plan Update
0
0
162
0
162
162
0
0
0
0
162
0
162
c-2
North Rollins Rd Specific Plan
0
0
225
0
225
225
0
0
0
0
225
0
225
SUBTOTAL
0
0
387
0
387
387
0
0
0
0
387
0
387
TOTAL, FACILITIES CAPITAL IMPROVEMENT PROGRAM $0 $0 $52,247 $383 $52,630 $52,6301 $1,350 $1,350 $1,350 $1,350 $58,030 $53,048 $111,078
""Available Eaisting Funding -balance as of March 31, 2020 Project Budget 11P-1 unless adjusted in Mid -Yea, Budget Amendment.
156
5 YEAR CIP PLAN
Total New FY21 "Available
Existing
Total Available
E.Ntin -&
Total FY3l Neetl
FV23
FY
FY35
FV21-2s
FV25r
Total FY21-25+
PARKS & TREES CAPITAL IMPROV PROGRAM
General Fund
Appropriations
tootling
Transk,s
Transfers
(Existing♦ New)
Need
Need
Need Total
Need
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
71
0
71
71
0
0
0
0
71
0
71
a-2 Annual Tree Replacement Program
5
5
6
0
6
11
5
5
5
5
31
0
31
a-3 ECR Tree Management
0
0
50
0
50
50
0
50
0
0
100
0
100
SUBTOTAL
5
5
127
0
127
132
5
55
5
5
202
0
202
B. CITYWIDE PARKS PAVING, COURTS, PATHWAYS
b-1 Citywide Parks Paving, Courts and Pathway Improvements
50
50
93
0
93
143
100
100
100
100
543
0
543
SUBTOTAL
50
50
93
0
93
143
100
100
100
100
543
0
543
C.
CITYWIDE PLAYGROUNDS AND RESILIENT RESURFACING
c-1
Ray
0
0
66
0
66
66
0
0
0
0
66
0
66
c-2
Victoria
0
0
681
0
681
681
0
0
0
0
681
0
681
c-3
Murray
0
0
387
0
387
387
0
0
0
0
387
0
387
c-4
Paloma
0
0
0
0
0
0
0
0
0
0
0
0
0
c-5
1-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
Alpine
0
0
0
0
0
0
0
0
0
0
0
0
0
c-8
Playground Replacement
50
50
300
0
300
350
900
900
900
900
3,950
0
3,950
c-9
Repair Damaged Playground Resilient Surfacing
0
0
70
0
70
70
50
50
50
50
270
0
270
c-10
Skyline Park
0
0
307
0
307
307
0
0
0
0
307
0
307
SUBTOTAL
50
50
1,812
0
1,812
1,862
950
950
950
950
5,662
0
5,662
D. CITYWIDE PARKS FENCING
d-1 City Parks Fencing 0 0 78 0 78 78 0 0 0 0 78 0 78
SUBTOTAL 0 0 78 0 78 78 1 0 0 0 0 78 0 78
E. CITYWIDE PARKS LIGHTING
e-1 Murray Lights Retrofits 0 0 0 0 0 0 0 0 0 0 0 0 0
e-2 Washington Small Ball Field Lighting 0 0 67 0 67 67 0 0 0 0 67 0 67
SUBTOTAL 0 0 67 0 67 67 0 0 0 0 67 0 67
F.
PARK SAFETY, MAINTENANCE AND IMPROVEMENTS
f-1
Park Safety Maintenance and Improvements
50
50
146
0
146
196
100
100
100
100
596
0
596
f-2
Parks Picnic Tables, Benches and Fountains
0
0
94
0
94
94
50
50
50
50
294
0
294
f-3
Central Irrigation Controller
0
0
106
0
106
106
50
50
50
0
256
0
256
f-4
Dog Park Improvements
0
0
19
0
19
19
0
0
0
50
69
0
69
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
0
0
0
0
0
0
0
0
0
0
0
f-7
Murray Field Synthetic Turf Replacement Fund
150
150
300
0
300
450
150
150
150
150
1,050
1,450
2,500
f-8
Open Space Hazard Mitigation Plan
0
0
119
0
119
119
50
0
50
0
219
0
219
f-9
Cuernavaca Park Improvements
0
0
13
0
13
13
0
0
0
0
13
0
13
f-30
Athletic Fields Renovation (Citywide Parks)
50
50
41
0
41
91
100
100
100
100
491
0
491
SUBTOTAL
250
250
972
0
972
1,222
500
450
500
450
3,122
1,450
4,572
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 0 0 784 0 784 784 0 1,300 0 0 2,084 0 2,084
SUBTOTAL 0 0 944 0 8" 944 0 1,300 0 0 2,144 0 2,144
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
44
0
44
44
0
0
0
0
44
0
44
h-S
Burlingame School District Synthetic Turf Replacement Fund
200
200
400
0
400
600
200
200
200
200
1,400
3,000
4,400
h-6
Double Batting Cage at Bayside
0
0
94
0
94
94
0
0
0
0
94
0
94
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
10
0
10
10
0
0
0
0
10
0
10
h-9
Ray Park Field Renovations
0
0
1,408
0
1,408
1,408
0
0
0
0
1,408
0
1,408
h-10
Ray Park Parking Lot Improvements
0
0
400
0
400
400
0
0
0
0
400
0
400
h-11
Cuernavaca Field Renovations and ADA Improvements
0
0
0
0
0
0
1,600
0
0
0
1,600
0
1,600
h-12
Bayside Park Parking Lot and Pathway ADA and EV Charging Imp.
0
0
0
0
0
0
900
0
0
0
900
0
900
h-13
Washington Park Playground and Sports Court
0
0
428
(383)
45
45
0
0
0
0
45
0
45
2,700
200
200
200
6,251
3,000
9,251
SUBTOTAL
200
200
3,134
(383)
2,751
2,951
$4,255
$3,055
$2,755
$1,705
$18,068
$4,450
$22,518
TOTAL, PARKS & TREES CAPITAL IMPROVEMENT PROGRAM
$555
$555
$7,127
($383)
$6,743
$7,298
157
"Available Foisting Funding - balance as of March 31, 2a28 Project Budget Repons unless adjusted in Mid -Yea, Budget Amendment.
5 YEAR CIP PLAN
"Available
oral Available
PARKING & GARAGES CAPITAL IMPROV PROGRAM
General Fppd
Parking Fund
To[al New FY21
Appropriaemns
Foisting Funding
Transfers
sting, Net of
Transfers
To[al FY21 Need
(E.Ntft♦N—)
FY22
Need
fY23
Need
FY20
Need
fY25
Need
FY21-25
Need Total
FY2s+
Need
T—IFY21.15t
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
0
0
283
0
283
283
100
100
100
100
683
0
683
a-2
Downtown Smart Parking Meters
0
0
0
525
0
525
525
0
0
0
0
525
0
525
a-3
Parking Structure in Lot N
0
350
350
2,374
0
2,374
2,724
0
0
0
0
2,724
0
2,724
a-4
Wayfinding Signage Improvements
0
0
0
99
0
99
99
0
0
0
0
99
0
99
a-5
Electric Vehicle Charging Stations
0
0
0
22
0
22
22
0
0
0
0
22
0
22
SUBTOTAL
0
350
350
3,303
0
3,303
3,653
100
100
100
100
4,053
0
4,053
TOTAL, PARKING & GARAGES CAPITAL IMPROVEMENT PROGRAM
•" Available Existing Funding balance as of March 31, 2020 Project Budget Reports unless adjusted
$0
$350
$350
$3,303
$0
$3,303
$3,653
$100
$100
$100
$100
$4,053
$0
$4,053
In Mld-Year Budget
Amendment.
158
SEWER CAPITAL IMPROVEMENT PROGRAM
in thousands (
A. STUDIES
a-1 Geo Based Information System
a-2 Sewer Sys. Modeling & Master Plan Updates
a-3 Force Main Sewer Study
a-4 SFO 39" Force Main Relocation Feasibility Study
a-5 Wastewater Collection System Master Plan
SUBTOTAL
B. SEWER MAIN REHABILITATION
b-1 Mitten Force Main Bypass
b-2 Burlingame Ave East of California Utility Improvements -S Rollins Phs3
b-3 Easton Addition, Ray Park, & Neighborhood Sewer Rehabilitation Phase 2&3
b-4 Easton Addition, Ray Park, & Neighborhood Sewer Rehabilitation Phase 4&5
b-5 Summerhill City Easement Sewer Main
b-6 Sanitary Sewer Main Rehabilitation
b-7 Rollins Road Gravity and Force Main Rehabilitation
b-8 Easton Addition Subdivision Sewer Rehabilitation
b-9 Ray Park Subdivision Sewer Rehabilitation
b-30 Industrial Park Sewer Rehabilitation
b-11 1740 Rollins Road Pump Station Forcemain Project
b-12 El Camino Avenue Sewer Rehabilitation
b-13 Evaluation of Freeway Sewer Crossings
b-14 Rehab of Summit Drive Pipeline
SUBTOTAL
C. MISCELLANEOUS SEWER REPAIRS
c-1 City Wide Sewer Spot Repair 2017
c-2 Misc Sewer Root Foaming and misc Sewer Repair
c-3 Mills Canyon Sewer Access Road Repair
c-4 Annual Citywide Spot Repair Project
SUBTOTAL
D. PUMP STATIONS
d-1 1740 Rollins Road Sewer Pump Station _
SUBTOTAL
E. TREATMENT
e-1 Methane Gas Piping Replacement
e-2 GET Buld. Condition Assessment
e-3 Sludge Storage Tank, 5%
e-4 Gravity Thickener Condition Assessment
e-5 Digester Mixing System Upgrades
e-6 WWTP Master Plan and Improvements
e-7 Chemical Feed Building Condition Assessment
e-8 Rollins Road Pump Replacement (#3&4)
e-9 Rollins Road Lift Station Pumps (#6,#1,#2,#5)
e-30 RRLS Force -main 20 year condition assessment
e-11 Secondary Clarifier Turntable Replacement
e-12 Secondary Clarifier Turntable Replacement
e-13 Secondary Clarifier Turntable Replacement
e-14 Pump Final Effluent Pumps (#1,#2,)
e-15 Replace Temporary Co -Gen Hot Water Heating Loop
e-16 Site Safety Upgrades and Structural, piping, Infrastructure Surf. Rehab.
e-17 Digester #1and #25%Assessment
e-18 Aeration and Sec. A & B Assessment
e-19 Digester Equipment Building and Digester 1 and 2 Pre -Design
e-20 Rollins LS Pumps #1, #2, and #5 Replacement
e-21 Main Switchgear Breaker Replacement
e-22 Piping Repair Around Gravity Thickener
e-23 Headworks Channel Assessment
e-24 Co -Generator and Co -Generator Engine Replacement
SUBTOTAL
F. MISCELLANEOUS
f-1 SCADA System Upgrade
f-2 Large Main CCTV
f-3 Sewer Details and Specifications Update
SUBTOTAL
5 YEAR CIP PLAN
Total Available
"Available
er Rates
ow)
Sewer Rates
(Othe, DMIi-)
Total New FY21
Appropriations
Foisting Funding
hansfero
Eaisting,Netaf
Transfe,s
Total H21 Need
(E.Minga New)
FY22
Need
FY23
Need
FV24
Need
FY25
Need
FV21-2s
Need Total
FY25a
Need
000l
0
l000l
0
l000l
0
l000l
36
Iona)
0
1a0o1
36
loco)
36
l000l
0
(000)
50
(000)
0
(000)
0
(000)
86
Iwo)
0
loon)
86
0
0
0
600
(600)
0
0
0
0
0
0
0
0
0
0
0
0
63
0
63
63
250
50
0
0
363
0
363
0
0
0
198
0
198
198
0
0
0
0
198
0
198
0
0
0
(82)
600
518
518
0
0
0
0
518
0
518
0
0
0
815
0
815
825
250
100
0
0
1,265
0
1,265
0
0
0
43
0
43
43
750
0
0
0
793
0
793
0
0
0
1,070
0
1,070
1,070
0
0
0
0
1,070
0
1,070
0
0
0
40
(40)
0
0
0
0
0
0
0
0
0
0
0
0
1,002
(1,002)
0
0
0
0
0
0
0
0
0
0
0
0
28
(28)
0
0
0
0
0
0
0
0
0
0
0
0
1,753
0
1,753
1,753
0
0
0
0
1,753
0
1,753
0
0
0
1,200
(1,200)
0
0
0
0
0
0
0
37,000
37,000
0
0
0
150
0
150
150
150
2,500
1,500
0
4,300
0
4,300
0
0
0
0
0
0
0
0
1,000
1,750
2,500
5,250
0
5,250
0
0
0
0
0
0
0
0
0
0
1,000
1,000
0
1,000
500
0
500
0
2,365
2,365
2,865
0
0
0
0
2,865
0
2,865
500
0
500
0
0
0
500
1,500
0
0
0
2,000
0
2,000
0
0
0
0
0
0
0
250
0
0
0
250
0
250
0
0
0
0
458
458
458
0
0
0
0
458
0
458
1,000
0
1,000
5,287
553
5,840
6,840
2,650
3,500
3,250
3,500
19,740
37,000
56,740
0
0
0
40
(40)
0
0
0
0
0
0
0
500
500
0
0
0
38
(38)
0
0
0
0
0
0
0
500
500
0
0
0
853
(853)
0
0
0
0
0
0
0
0
0
0
0
0
0
78
78
78
0
0
0
0
78
0
78
0
0
0
932
18531
79
79
0
0
0
0
79
1,000
1,079
0 0 0 995 300
0
0
0
115
0
115
115
0
0
0
160
0
160
160
0
0
0
0
0
0
0
0
0
0
108
(100)
8
8
0
0
0
0
0
0
0
0
0
0
2,136
0
2,136
2,136
0
0
0
154
(150)
4
4
0
0
0
4
0
4
4
0
0
0
100
0
100
100
0
0
0
72
0
72
72
0
0
0
175
0
175
175
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
5
6
6
0
0
0
95
0
95
95
0
0
0
84
0
84
84
0
0
0
210
(210)
0
0
0
0
0
0
0
0
0
0
0
0
0
205
205
205
125
0
125
0
0
0
125
375
0
375
0
0
0
375
225
0
225
0
250
250
475
75
0
75
0
0
0
75
0
0
0
0
0
0
0
0 0 0 120 0
0 0 0 14 0
0 0 0 0 0
0 0 0 134 0
120 120
14 14
0 0
234 134
0 0
0
0
1,295
0
1,295
0 0
0
0
1,295
0
1,295
0 0
0
0
115
0
115
0 175
0
0
335
750
1,085
122 122
122
0
366
0
366
0 0
0
0
8
180
188
0 0
0
Soo
Soo
0
500
0 0
0
0
2,136
15,500
17,636
0 0
0
0
4
0
4
0 0
0
0
4
0
4
0 0
0
0
100
0
100
0 0
0
0
72
0
72
175 0
0
0
350
0
350
0 170
0
0
170
0
170
0 0
0
170
170
0
170
65 70
0
0
141
0
141
0 0
0
0
95
0
95
0 0
0
0
84
0
84
0 0
0
0
0
0
0
500 500
500
500
2,000
0
2,000
330 330
330
0
1,195
0
1,195
105 110
115
0
455
0
455
0 0
0
0
375
0
375
0 0
0
0
475
0
475
250 0
0
0
325
0
325
0 0
600
1,000
1,600
0
1,600
547 1,477
1,667
2,170
11,074
16,430
27,504
0 0
0
0
120
0
120
0 0
0
0
14
0
14
TOTAL, SEWER CAPITAL IMPROVEMENT PROGRAM $1,800 $0 $1,800 $11,577 $1
"" Available E.Ndmg Funding- balance as of March 31, 2020 project Budget Reports unless adj.sted in Mid -Year Budget Amendment.
Total New FY21
" Available Existing
Total Available
Existing, Net of
Total FY21 Need
FY22
fY33
FY25
FY21-25
Ms'
STORM DRAIN CAPITAL IMPROVEMENT PROGRAM
St.,.D,m.F..
App,.p,iatiom
Funding
Tans
Trz _
(E.Ntmg a New)
Neetl
Need
Need
Need Total
Need Taal
FY21-25. N.ed
'm thousand:
A. STUDIES
Iwo)
(000)
loon)
(000)
(000)
loan)
(.a)
W.)
loco)
low)
l000)
loon)
Iwo)
a-1 Program Management 2019/2020
0
0
150
(150)
0
0
0
0
0
0
0
200
200
a-2 Program Management 2020/2021
0
0
0
150
150
150
50
50
50
0
300
200
500
50
50
50
0
300
400
700
SUBTOTAL
0
0
150
0
150
150
B. STORMWATER QUALITY IMPROVEMENTS
b-1 California Roundabout Project (storm facilities)
0
0
5
0
5
5
0
0
0
0
5
0
5
b-2 Large Diameter Storm Drain Cleaning
1,000
1,000
0
0
0
1,000
0
0
0
0
1,000
0
1,000
0
0
0
0
1,005
0
1,005
SUBTOTAL
1,000
1,000
5
0
5
1,005
C. CAPACITY IMPROVEMENTS - EASTON CREEK
c-1 Outfall Pipeline, Marsten PS to SF Bay
0
0
60
0
60
60
0
0
0
0
60
0
60
0
0
0
0
60
0
60
SUBTOTAL
0
0
60
0
60
60
D. CAPACITY IMPROVEMENTS - MILLS CREEK
d-1 Mills Creek Improvements
0
0
200
0
200
200
0
0
0
0
200
600
800
0
0
0
0
200
600
800
SUBTOTAL 0 0 200 0 200 200
E. CAPACITY IMPROVEMENTS - BURLINGAMECREEK
e-1 Burlingame Creek Bypass 0
0
682
0
682
682
5,300
0
0
0
5,982
0
5,982
e-2 Flap Gates on Sanchez Lagoon 0
0
110
0
110
110
0
0
0
0
110
0
110
e-3 Ralston Creek Improvements 0
0
0
0
0
0
1,500
0
0
0
1,500
0
1,500
e-4 Rollins/US 101-Crossing 0
0
4,122
0
4,122
4,122
0
0
0
0
4,122
0
4,122
e-5 Rollins Area Collection System 0
0
3,197
0
3,197
3,197
0
0
0
0
3,197
0
3,197
e-6 New Rollins Pump Station 0
0
3,166
0
3,166
3,166
0
0
0
0
3,166
0
3,166
e-7 Lorton Avenue 54" Storm Drain Cleaning 0
0
0
0
0
0
0
0
0
0
0
0
0
e-8 Burlingame Avenue Storm Drainage Improvement 1,000
1,000
0
0
0
1,000
0
0
0
0
1,000
0
1,000
SUBTOTAL 1,000
1,000
12,278
0
12,278
22,278
6,800
0
0
0
19,078
0
29,078
F. CAPACITY IMPROVEMENTS - SANCHEZ CREEK, TERRACE & LAGUNA
f-1 Terrace Creek Improvements 0
0
0
0
0
0
0
0
0
0
0
0
0
f-2 Laguna Area Improvements 0
0
103
0
103
103
0
0
0
0
103
0
103
SUBTOTAL 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
153
0
153
153
0
0
0
0
153
0
153
g-2 El Portal Creek at Bayshore Highway Flap Gate Project 0
0
150
0
150
150
0
0
0
0
150
0
150
SUBTOTAL 0
0
303
0
303
303 1
0
0
0
0
303
0
303
H. NEIGHBORHOOD AREA
h-1 Citywide Neighborhood Storm Drain Improvements
0
0
0
0
0
0
700
700
700
700
2,800
0
2,800
h-2 Downtown Burlingame Avenue Streetscape Storm Drain Improvemen
0
0
100
0
100
100
0
0
0
0
100
0
100
h-3 Neighborhood Storm Drain Project ri9
0
0
285
0
285
285
0
0
0
0
285
0
285
h-4 Neighborhood Storm Drain Project #10
0
0
5
0
5
5
0
0
0
0
5
0
5
h-5 Neighborhood Storm Drain Project rill
0
0
866
0
866
866
0
0
0
0
866
0
866
h-6 Neighborhood Storm Drain Project rill
0
0
1,370
0
1,370
1,370
0
0
0
0
1,370
0
1,370
h-7 Easton Drive Drainage Improvements
0
0
158
0
158
158
0
0
0
0
158
0
158
h-8 Neighborhood Storm Drain Project#13
1,500
1,500
0
0
0
11-1
0
0
0
1,500
0
1,500
SUBTOTAL
1,500
1,500
2,782
0
2,782
4,282
700
0
700
700
700
7,082
0
7,082
I.
BRIDGE & STORM CULVERT IMPROVEMENTS
i-1
Summit Drive Culvert Rehabilitation
0
0
0
0
0
0
0
0
0
0
0
0
0
i-2
Easton Creek Bridge Repair
0
0
0
0
0
0
0
0
0
0
0
0
0
1-3
City-wide Culvert Crossing Assessment
0
0
(1)
1
0
0
0
0
0
0
0
0
0
i-4
Vancouver -Easton Storm Drain Repair
0
0
0
0
0
0
0
0
0
0
0
0
0
1-5
Culvert Crossing Repairs
0
0
1,342
(1)
1,341
1,341
200
200
0
0
1,741
0
1,741
i-6
Culvert Crossing Repairs Phase 2
1,000
1,000
0
0
0
1,000
200
200
0
0
1,400
0
1,400
SUBTOTAL
1,000
1,000
1,341
0
1,341
2,341
400
400
0
0
3,141
0
3,141
J.
PUMP STATIONS
j-1
Pump Station Improvements / 1740 Rollins & Cowan PS
0
0
4,537
(1)
4,535
4,535
100
100
0
0
4,735
500
5,235
j-2
1740 Rollins Road/842 Cowan Repairs
0
0
(1)
1
0
0
0
0
0
0
0
0
0
j-3
SCADA System Upgrade
0
0
0
0
0
0
0
0
0
0
0
0
0
SUBTOTAL
0
0
4,535
0
4,535
4,535
100
100
0
0
4,735
500
5,235
TOTAL, STORM DRAIN CAPITAL IMPROVEMENT PROGRAM
$4,500
$4,500
$20,756
$0
$20,756
$25,256
$8,050
$1,250
$750
$700
$36,006
$1,500
$37,506
160
"Available Existing Funding- balance as &March 31, 2020 Project Budget Reports
unless adjusted in Mid -Year Budget
Amendment.
5 YEAR CIP PLAN
Total Available
Total New FV21 "Available foisting foisting, Net of TOGl FY2l Neetl FV22 FY23 FV26 FY25 FV21-2s H25a
STREETS CAPITAL IMPROVEMENT PROGRA Bepe,alFnna Gas Tax Measu,el sg1 Appropriations Funding h.0- Transfers (Existing. New) Need Need Need Need Need TO al Need To alFYzl-zSaNeed
in thousands f000l f000l f000l WO Mal (B 1 Ioa01 W.) IBBBI f000l IBool (w,,1 iowl (Baal (owl IBool
A. STUDIES
a-1 Traffic&Transportation Studies
0
0
0
0
0
106
0
106
106
80
80
80
80
426
500
926
a-2 City Monument Master Plan
0
0
0
0
0
145
0
145
145
0
0
0
0
145
0
145
a-3 Traffic/Pedestrain Safety Improvements - City Hall
0
0
0
0
0
209
0
209
209
0
0
0
0
209
500
709
a-4 Shuttle Demand Study
0
0
0
0
0
80
0
80
80
0
0
0
0
80
0
80
a-5 El Camino Real Stakeholder Process
50
0
0
0
50
80
0
80
130
100
50
0
0
280
0
280
a-6 Bike Boulevards Implementation Feasibility Study
0
0
0
0
0
70
0
70
70
0
0
0
0
70
1,000
1,070
a-7 Bicycle Pedestrian Master Plan Update
300
0
0
0
300
94
0
94
394
900
700
700
700
3,394
13,000
16,394
a-8 Lyon Hoag Neighborhood Traffic Calming
0
0
0
0
0
29
0
29
29
0
0
0
0
29
0
29
a-9 Old Bayshore Highway Streetscape Improvements
0
0
0
0
0
145
0
145
145
0
0
0
0
145
10,000
10,145
a-10 Bay Trails Gap Design and Development
0
0
0
0
0
200
0
200
200
0
0
0
0
200
0
200
SUBTOTAL
350
0
0
0
350
1,158
0
1,158
1,508
1,080
830
780
780
4,978
25,000
29,978
B. PAVING & RECONSTRUCTION
b-1 Annual Street Resurfacing Program 2021
0
400
Boo
400
1,600
0
0
0
1,600
0
0
0
0
1,600
0
1,600
b-2 Annual Street Resurfacing Program 2020
0
0
0
0
0
2,340
0
2,340
2,340
0
0
0
0
2,340
0
2,340
b-3 Annual Street Resurfacing Program 2019
0
0
0
0
0
562
0
562
562
0
0
0
0
562
0
562
b-4 Federal Resurfacing Program 2018
0
0
0
0
0
1,530
0
1,530
1,530
0
0
0
0
1,530
0
1,530
b-5 Annual Street Resurfacing Program 2018
0
0
0
0
0
826
0
826
826
0
0
0
0
826
0
826
b-6 Future Street Resurfacing Program
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
18
0
18
18
20
0
20
0
58
0
58
b-8 Thermoplatic Pavement Marking - Citywide
0
0
0
0
0
135
0
135
135
0
0
0
0
135
0
135
SUBTOTAL
0
400
Soo
400
1,600
5,410
0
5,410
7,030
2,020
2,000
2,020
2,000
15,050
20,000
35,050
C. TRAFFIC
c-1 City -Wide Traffic Signal Upgrade
50
0
0
0
50
66
8
74
124
200
200
150
0
674
500
1,174
c-2 Traffic Signal Interconnect System Software Upgrade
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
76
0
76
76
0
0
0
0
76
0
76
c-4 Street Intersection Signage
0
0
0
0
0
2
(2)
0
0
0
0
0
0
0
0
0
c-5 Bayshore Signal Pole & Mastarm Replacement
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
6
(6)
(0)
(0)
0
0
0
0
(0)
0
(0)
c-7 Hoover School Traffic and Safety Improvements
0
0
0
0
0
101
0
101
101
0
0
0
0
101
0
101
c-8 Hoover School- Sidewalk Project
0
0
0
0
0
843
0
843
843
0
0
0
0
843
0
843
c-9 Oak Grove/Carolan Traffic Signal Improvements
0
0
0
0
0
485
0
485
485
0
0
0
0
485
0
485
c-30 Pedestrian Improvments
50
0
0
0
50
56
0
56
106
100
100
100
100
506
0
506
c-11 Traffic Calming Improvements
50
0
0
0
50
112
0
112
162
100
100
100
100
562
0
562
c-12 Chapin Ave Streetscape & Stormwater Treatment
0
0
0
0
0
173
0
173
173
0
0
0
0
173
3,000
3,173
SUBTOTAL
150
0
0
0
150
2,158
0
2,158
2,308
400
400
350
200
3,658
3,500
7,158
D. RAILROAD IMPROVEMENTS
d-1 Bayswater Avenue North Lane Crossing 0 0 0 0 0 125 0 125 125 0 0 0 0 125 0 125
d-2 Railroad Grade Separation at Broadway 0 0 0 0 0 1,739 61 1,799 1,799 0 15,000 0 0 16,799 294,000 310,799
d-3 High Speed Rail 0 0 0 0 0 61 (61) 0 0 0 0 0 0 0 0 0
SUBTOTAL 0 0 0 0 0 1,924 0 1,924 1,924 0 15,000 0 0 16,924 294,000 310,924
E. DOWNTOWN IMPROVEMENTS
e-1 Burlingame Ave Streetscape/Downtown lmprov. 0 0 0 0 0 50 0 50 50 0 0 0 0 50 0 50
e-2 Burlingame Ave District Parking Improvement/Studies 0 0 0 0 0 357 0 357 357 0 0 0 0 357 0 357
SUBTOTAL 0 0 0 0 0 408 0 408 408 0 0 0 0 408 0 408
F. BICYCLE & PEDESTRIAN IMPROVEMENTS
f-1 California Drive Complete Streets
0
0
0
0
0
45
0
45
45
0
0
0
0
45
0
45
f-2 California Drive Roundabout
0
0
0
0
0
107
0
107
107
0
0
0
0
107
5,000
5,107
f-3 Rollins and Bloomfield Radar Speed Warning Signs
0
0
0
0
0
12
0
12
12
0
0
0
0
12
0
12
f-4 Lyon Hoag Neighborhood Traffic Calming - Phase 1
500
0
0
0
500
0
0
0
500
1,000
600
600
600
3,300
0
3,300
SUBTOTAL
500
0
0
0
500
265
0
165
665
1,000
600
600
600
3,465
5,000
8,465
G. LIGHTING & POLES
9-1 Citywide Streetlight Improvements/Masterplan 0 0 0 0 0 72 0 72 72 100 0 100 0 272 3,000 3,272
g-2 Broadway Pedestrian Lighting 0 0 0 0 0 851 0 851 851 0 0 0 0 851 0 851
g-3 El Camino Real Utility Undergrounding 0 0 0 0 0 0 0 0 0 0 0 24,000 0 24,000 0 24,000
SUBTOTAL 0 0 0 0 0 922 0 922 922 100 0 24,100 0 25,122 3,000 28,122
H. SIDEWALKS, CURBS & GUTTERS
h-1 Sidewalk and ADA Improvements 2018 0 0 0 0 0 12 (12) 0 0 0 0 0 0 0 0 0
h-2 Sidewalk and ADA Improvements 2019 0 0 0 0 0 1,560 0 1,560 1,560 0 0 0 0 1,560 0 1,560
h-3 Sidewalk and ADA Improvements 2020 0 0 800 0 800 0 12 12 812 800 800 800 800 4,012 10,000 14,012
SUBTOTAL 0 0 Soo 0 Soo 1,572 0 1,572 2,372 800 800 800 Soo 5,572 10,000 15,572
TOTAL, STREETS CAPITAL IMPROVEMENT PROGRAM $1,000 $400 $1,600 $400 $3,400 $13,717 $0 $13,717 $17,117 1 $5,400 $19,630 $28,650 $4,380 $75,177 $360,iffi 1 $435,677
ee Available foisting Funding- balance as of March 31, 2020 project Butlget Reports unless a j-d in Mid -Year Budget Amendment.
WATER CAPITAL IMPROVEMENT PROGRAM
water Rates Total New FY21
City) Appropriations
" Available Existing
Footling
nanxre,x
Tatal Available
Existing, Net&
T,an-
T 11H21 Need
(Exittmg a New)
FY22
Need
M3
Need
F- fY25
Need Need
FY21-25
Need Total
Ms,
Need Total
FY21-351 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
0
0 0
(0)
720
720
a-3 Regional Water Supply Studies/Modeling
50 50
81
0
81
131
50
50
50 50
331
250
581
a-4 2020 Urban Water Management Plan
75 75
0
0
0
75
0
0
0 0
75
0
75
a-5
American Water Infrastructure Act
150
150
0
0
0
150
0
0
0
0
150
0
50
50
50
50
574
1,070
SUBTOTAL
275
275
99
0
99
374
B. STORAGE
b-1
Emergency Storage Tank Expansion
0
0
102
0
102
102
0
0
0
0
102
7,250
b-2
Mills, Alcazar and Donnelly Storage Tank Repairs
0
0
0
0
0
0
300
0
0
0
300
13,500
300
0
0
0
402
20,750
SUBTOTAL
0
0
102
0
102
102
C. TRANSMISSION PIPELINES
c-1
Howard- Primrose to Carolan
0
0
0
0
0
0
0
0
0
0
0
2,520
c-2
Train Track Xings(4)
0
0
0
0
0
0
0
0
0
0
0
2,500
c-3
Easton Turnout to Easton Pump Station
0
0
0
0
0
0
0
0
0
0
0
2,510
0
0
0
0
0
7,530
SUBTOTAL
0
0
0
0
0
0
D. PIPELINES REHABILITATION
d-1
Emergency Water Main Replacement
0
0
546
0
546
546
100
100
100
100
946
500
d-2
Burlingame Shoreland Subdivision Water Main Improvements -S Rollins Phs2
0
0
739
(739)
0
0
0
0
0
0
0
0
d-3
Burlingame Ave East of California Utility Improvements -S Rollins Phs3
0
0
655
(500)
155
155
0
0
0
0
155
0
d-4
South ECR WMR, Phase 1 Sanchez to Barroilhet
1,800
1,800
2,253
1,399
3,652
5,452
0
0
0
0
5,452
0
d-S
Glenwood and Burlingame Height Subdivision -South ECR WMR, Phase 2
525
525
195
0
195
720
0
0
0
0
720
0
d-6
Burlingame Park Subdivision -South ECR WMR Phase 3
400
400
0
0
0
400
2,250
0
0
0
2,650
0
d-7
North Burlingame Park - South ECR WMR Phase 4
0
0
0
0
0
0
300
2,750
0
0
3,050
0
d-8
Burlingame Terrace Subdivision
0
0
0
0
0
0
0
300
2,850
0
3,150
2,500
d-9
Lagoon Bridge 12" Water Main Study and Design
0
0
204
(160)
44
44
0
0
0
0
44
0
d-10
Oakgrove/Burlingame/Washington Park/Rollins Road Subdivision
0
0
0
0
0
0
0
0
300
2,800
3,100
4,115
d-I3
Broadway from ECR to Chula Vista
0
0
0
0
0
0
0
0
0
0
0
3,800
d-12
Replace Riveted Steel on Loma Vista
0
0
0
0
0
0
0
0
0
0
0
1,000
d-13
Ray Park/Easton Fire Flow Improvement, Phase 1, 2& 3
0
0
0
0
0
0
0
0
0
350
350
5,000
d-14
2100 Block of Trousdale
0
0
0
0
0
0
0
0
0
0
0
1,000
d-15
Industrial Area (Steel Valves) Prevention Program
0
0
0
0
0
0
0
0
0
0
0
1,000
d-16
Mills Canyon Crossing
0
0
0
0
0
0
0
0
0
0
0
1,000
d-17
El Prado Road (Canyon to Summit)
0
0
0
0
0
0
0
0
0
0
0
750
d-38
Alturas and La Mesa
0
0
0
0
0
0
0
0
0
0
0
2,000
d-19
Unincorporated Areas
0
0
0
0
0
0
0
0
0
0
0
1,675
d-20
Valdivia and Hayward Drive
0
0
0
0
0
0
0
0
0
0
0
2,000
d-21
Broadway Grade Separation
0
0
0
0
0
0
0
0
0
0
0
2,000
d-22
School and LCCC service line replacement project
0
0
0
0
0
0
100
100
0
0
200
1,000
2,750
3,250
3,250
3,250
19,818
29,340
SUBTOTAL
2,725
2,725
4,593
0
4,593
7,318
E.
PUMPSTATIONS
e-1
Trousdale Pump Station Improvements
100
100
91
0
91
191
0
0
0
0
191
250
0
0
0
0
191
250
SUBTOTAL
100
100
91
0
91
191
F. WATER QUALITY & CHLORAMINATION
f-1
Unidirectional Flushing Program
0
0
100
0
100
100
50
0
0
0
150
0
50
0
0
0
I50
0
SUBTOTAL
0
0
100
0
100
100
G. SUPERVISORY CONTROL & DATA ACQUISITION (SCADA)
g-1
SCADA & RTU's for turnouts
0
0
181
0
181
181
50
0
0
0
231
500
g-2
SCADA System Upgrade
0
0
120
0
120
120
0
0
0
0
120
0
50
0
0
0
351
500
SUBTOTAL
0
0
301
0
301
302
H. MISCELLANEOUS IMPROVEMENTS
h-1
Water Meter Replacement
100
100
160
0
160
260
100
100
100
100
660
920
h-2
Urban Water Management Plan Update
0
0
0
0
0
0
100
0
0
0
100
100
h-3
Valve Replacement Project
0
0
257
0
257
257
100
100
100
100
657
1,000
h-4
Hillside and Skyview Site Improvements
300
300
32
0
32
332
0
0
0
0
332
0
h-5
Hillside and Skyview Roof Repair
0
0
19
0
19
19
0
0
0
0
19
0
h-6
Miscellaneous Painting
0
0
50
0
50
50
0
0
0
0
50
0
300
200
200
200
1,818
2,020
SUBTOTAL
400
400
518
0
S18
928
$3,500
$3,500
$3,500
$3,500
$23,305
$61,460
TOTAL, WATER CAPITAL IMPROVEMENT PROGRAM
$3,500
$3,500
$5,805
$0
$5,805
$9,305
162
"Available Existing Funding- balance as of March 31, 2020 p,ojett Budget geports unless adlus[ed in Mid -Yea, Budge[ Amendment.
7,352
2,520
2,500
1,446
0
155
5,452
720
2,650
3,050
5,650
44
7,215
3,800
1,000
5,350
1,000
1,000
1,000
750
2,000
1,675
2,000
2,000
441
U31
1,580
200
1,657
332
19
Appendix
Summary of Community Funding Awards
163
164
CITY OF BURLINGAME
COMMUNITY GROUP FUNDING
FISCAL YEAR 2020-21
Organization
Awarded
Amount
Burlingame Historical Society
$1,820.00
Burlingame Neighborhood Network
$3,540
CALL Primrose Center
$6,230.00
Center for Independence of Individuals with Disabilities
$600.00
Citizens Environmental Council - Burlingame
$2,000.00
Community Gatepath
$3,580.00
CORA
$3,460.00
County of San Mateo Jobs for Youth
$1,730.00
Hillbarn Theatre, Inc.
$180.00
HIP Housing
$4,625.00
Legal Aid Society of San Mateo County
$345.00
Life Steps Foundation
$375.00
LifeMoves
$7,810.00
Mission Hospice & Home Care
$940.00
Music at Kohl Mansion
$595.00
Ombudsman Services of San Mateo County, Inc.
$1,125.00
PARCA
$1,580.00
Peninsula Choral Association DBA Peninsula Girls Chorus
$140.00
Peninsula Museum of Art
$2,040.00
Samaritan House - Core Services
$5,715.00
Samaritan House/Safe Harbor/Winter Shelter
$4,100.00
Star Vista
$1,800.00
Sustainable San Mateo County
$670.00
Totals:
$55,000.00
BiJRL— iN�aME AGENDA NO: 10a
STAFF REPORT
MEETING DATE: June 15, 2020
To: Honorable Mayor and City Council
Date: June 15, 2020
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 appointment to fill two impending vacancies on the
Library Board or take other action.
BACKGROUND
The vacancies are due to the expiring terms of Board Members Mike Nagler and Kerbey Altmann.
Board Member Altmann elected not to re -apply; therefore, the application period was extended
two weeks. The vacancies were publicized, and notification letters were sent to past Commission
applicants for the initial application period as well as the extended period. The City received
seven applications as of the extended deadline of May 8, 2020. The following seven applicants
were interviewed by the City Council on June 2, 2020: Mike Nagler, Robin Montoya, William
Glass -Husain, Kristin Larson Capkin, Jennifer Johnson, Lindsay Docto, and Cindy Lin.
The appointee terms will be for three years, ending on June 30, 2023.
1
rC1 AGENDA ITEM NO: 10b
BURLINGAME STAFF REPORT
MEETING DATE: June 15, 2020
To: Honorable Mayor and City Council
Date: June 15, 2020
From: Mike Matteucci, Chief of Police — (650) 777-4123
Subject Adoption of a Resolution Authorizing Mayor Beach to Take Former
President Barack Obama's Pledge to Address Police Use of Force
Policies
RECOMMENDATION
Staff recommends that the City Council approve the attached resolution authorizing Mayor
Beach to take former President Barack Obama's pledge to address police Use of Force policies.
BACKGROUND
On June 3, 2020, in response to the tragic death of George Floyd, former President Barack
Obama challenged "every mayor in this country to review (its) use of force polices with
members of (the) community and commit to report on planned reforms." In summary, the pledge
called for the following:
1. Review your police use of force policies.
2. Engage your communities by including a diverse range of input, experiences, and stories
in your review.
3. Report the findings of your review to your community and seek feedback.
4. Reform your community's police use of force policies.
DISCUSSION
The Police Department contracts with the firm Lexipol to provide police policies. Lexipol is a
California -based firm that specializes in this area. The company provides constitutionally sound
policies to thousands of law enforcement agencies across the nation based on the latest
statutory and case law and progressive best practices, with tools that allow agencies to
customize their policies to the unique needs of their community. The Burlingame Police
Department is regularly provided with ongoing updates to help keep their policies current and in
compliance with ever -evolving legislation. Lexipol is sensitive to, and frequently encourages
input from, a variety of sources, including members of the public and reform groups, and
develops policy and training based on the most current legal standards and best practices. The
primary mission of the Burlingame Police Department and Lexipol's policy guidance and training
has always been the preservation of life.
1
Former President Barack Obama's Pledge
June 15, 2020
Although staff is confident with the Use of Force policies in place at this time, the Department
also understand the public's concern in light of the George Floyd tragedy and other similar
tragedies and welcomes a review of current policies and practices. Staff recommends a
transparent and public review of the Burlingame Police Department's Use of Force policy and
any constructive input that would result from such a review.
FISCAL IMPACT
None.
Exhibits:
• Resolution
• President Obama Pledge
2
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME AUTHORIZING
MAYOR BEACH TO TAKE FORMER PRESIDENT BARACK OBAMA'S PLEDGE TO
ADDRESS POLICE USE OF FORCE POLICIES
WHEREAS, former President Barack Obama challenged "every mayor in this country to
review (its) use of force polices with members of (the) community and commit to report on
planned reforms;" and
WHEREAS, the Police Department contracts with the firm Lexipol to provide police
policies; and
WHEREAS, Lexipol provides constitutionally sound policies whose primary mission is
the preservation of life; and
WHEREAS, staff understands the public's concern in light of the George Floyd tragedy
and other similar tragedies; and
WHEREAS, staff recommends and welcomes a transparent and public review of the
Police Department's Use of Force policy.
NOW, THEREFORE THE CITY COUNCIL OF THE CITY OF BURLINGAME
RESOLVES AS FOLLOWS:
Mayor Beach is authorized to take former President Barack Obama's pledge to address police
Use of Force policies.
Emily Beach, Mayor
I, Meaghan Hassel -Shearer, City Clerk of the City of Burlingame, certify that the foregoing
Resolution was adopted at a regular meeting of the City Council held on the 15t" day of June,
2020, by the following vote:
AYES:
COUNCILMEMBERS:
NOES:
COUNCILMEMBERS:
ABSENT:
COUNCILMEMBERS:
Meaghan Hassel -Shearer, City Clerk
COMMIT TO ACTION
A call for mayors, city councils, and police oversight bodies to address police use of force
policies.
The killings of George Floyd, Breonna Taylor, Ahmaud Arbery, and the loss of far
too many Black lives to list, have left our nation anguished and outraged.
More than 1,000 people are killed by police every year in America, and Black
people are three times more likely to be killed than White people. We can take
steps and make reforms to combat police violence and systemic racism within law
enforcement. Together, we can work to redefine public safety so that it recognizes
the humanity and dignity of every person.
Mayors and other City Council officials are uniquely positioned to introduce
common-sense limits on police use of force. That's why the My Brother's Keeper
Alliance is calling on mayors to commit to the following actions:
i. REVIEW your police use of force policies.
2. ENGAGE your communities by including a diverse range of input,
experiences, and stories in your review.
3. REPORT the findings of your review to your community and seek
feedback.
4. REFORM your community's police use of force policies.
Everyone can support this effort —and we hope that individuals across the
country will take action to urge their mayors to take these steps for change.