HomeMy WebLinkAboutAgenda Packet - CC - 2022.03.16City of Burlingame
BURLINGAME
F,
Meeting Agenda - Final
City Council
Wednesday, March 16, 2022 6:30 PM
Mid -Year Budget Study Session
BURLINGAME CITY HALL
501 PRIMROSE ROAD
BURLINGAME, CA 94010
On September 16, 2021, Governor Newsom signed into law AB 361 which allows a local agency
to meet remotely when:
The local agency holds a meeting during a declared state of emergency
2. State or local health officials have imposed or recommended measures to promote social
distancing
3. Legislative bodies declare the need to meet remotely due to present imminent risks to the
health or safety of attendees
On February 22, 2022, the City Council adopted Resolution Number 012-2022 stating that the
City Council and Commissions will continue to meet remotely for at least thirty days for the
following reasons:
There is still a declared state of emergency
2. County Health Orders advise that all unvaccinated individuals in public spaces maintain
social distancing and wear masks
3. The City can't maintain social distancing requirements for the public, staff,
Councilmembers, and Commissioners, in their meeting spaces
Pursuant to Resolution Number 012-2022, the City Council Chambers will not be open to the
public for the March 16, 2022 Mid -Year Budget Study Session.
Members of the public may view the meeting by logging into the Zoom Webinar 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.
Note that your comment concerns an item that is not on the agenda. The length of the
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 March 16, 2022. The City will make every effort to read emails received after
that time, but cannot guarantee such emails will be read into the record. Any 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.
Online
City of Burlingame Page 1 Printed on 311112022
City Council Meeting Agenda - Final March 16, 2022
1. CALL TO ORDER - 6:30 p.m. - Online
To access the meeting by computer:
Go to www.zoom.us/join
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To access the meeting by phone:
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2. PLEDGE OF ALLEGIANCE TO THE FLAG
3. ROLL CALL
4. 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.
5. STAFF REPORTS AND COMMUNICATIONS (Public Comment)
a. Adoption of a Resolution Amending the FY 2021-22 Operating and Capital Budgets to
Reflect the Recommended Mid -year Adjustments and Adoption of a Resolution
Authorizing Position Amendments and Adopting an Amended City of Burlingame Salary
Schedule
Attachments: Staff Report
Budget Amendments Resolution
Personnel Changes Resolution
Sustainability Coordinator Classification revisions
Accountant 1/11 Classification
Customer Services Supervisor Classification
Financial Services Manager Classification
Proposed Organizational Chart - Finance Department
Salary Schedule
City of Burlingame Page 2 Printed on 311112022
City Council Meeting Agenda - Final March 16, 2022
b. Review of Draft FY 2022-23 General Fund, Measure I, Gas Tax, Measure A, Senate Bill
(SB 1), Parking Enterprise Funds, Public Facilities Impact Fees, and Solid Waste Funded
Capital Improvement Program
Attachments: Staff Report
Presentation
6. ADJOURNMENT
Notice: Any attendees who require assistance, a disability related modification, or language assistance
in order to participate in the meeting should contact Meaghan Hassel -Shearer, City Clerk by 10:00
a.m. on Wednesday, March 16, 2022 at (650) 558-7203 or at mhasselshearer@burlingame.org. Any
individual who wishes to request an alternate format for the agenda, meeting notice, or other writings
that may be distributed at the meeting should contact Meaghan Hassel -Shearer, City Clerk by 10:00
a.m. on Wednesday, March 16, 2022 at (650) 558-7203 or at mhasselshearer@burlingame.org.
NEXT CITY COUNCIL MEETING
Regular City Council Meeting Monday, March 21, 2022 at 7:00 p.m.
VIEW REGULAR COUNCIL MEETING ONLINE
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 Clty Clerk
Hassel -Shearer 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 3 Printed on 311112022
BUR— IN�AAGENDA NO: 5a
STAFF REPORT
MEETING DATE: March 16, 2022
To: Honorable Mayor and City Council
Date: March 16, 2022
From: Helen Yu -Scott, Finance Director — (650) 558-7222
Subject: Adoption of a Resolution Amending the FY 2021-22 Operating and Capital
Budgets to Reflect the Recommended Mid -year Adjustments and Adoption
of a Resolution Authorizing Position Amendments and Adopting an
Amended City of Burlingame Salary Schedule
RECOMMENDATION
Staff recommends that the City Council accept the FY 2021-22 Mid -year Financial Summary and
Five -Year Financial Forecast, and adopt the attached resolution amending the FY 2021-22
operating and capital budgets to reflect the recommended mid -year adjustments.
BACKGROUND
This report summarizes the City's mid -year fiscal status by providing an analysis of anticipated
revenues and expenditures in comparison to the current adjusted budget for the 2021-22 fiscal
year. Revised forecasts incorporate final 2020-21 fiscal year results, year-to-date impacts of the
ongoing pandemic on the City's operations and cash flow, and other data points that were not
available when the budget was originally developed.
To the extent possible, trends or emerging items that were not included in the City's operating
budget have been identified, and the budgetary impacts of these items have been assessed. The
global response to the COVID-19 pandemic impacted every facet of life and greatly altered the
economic landscape at the national, state, and local levels. Staff developed a revised economic
outlook for the City and amended the projections for the City's key revenue sources. Amid much
uncertainty, the revised revenue projections laid the groundwork for the current fiscal year's budget.
In the end, the 2021-22 fiscal year budget utilized several short-term measures, including a
judicious use of reserves, to lessen further impact to the City's General Fund operations. The
deficit plan also prompted consideration of various long-term fiscal scenarios for the City's General
Fund. As the fiscal effects of the pandemic -induced recession were likely to span well beyond the
next budget year, the City proceeded with a moderate outlook for a subdued recovery, but prepared
for the possibility of an extended economic down -turn in the coming years. The presence of
reserves enabled the City to respond more deliberately to the longer -term repercussions of the
global COVID-19 pandemic.
Although the focus of the mid -year review is the City's General Fund, this report also provides an
update for other funds where fiscal changes are noted. The attached budget resolutions are
recommended so that the current budget will not only provide the proper funding needed to carry
1
2021-22 Mid -Year Report March 16, 2022
out the programs and activities anticipated through June 30, 2022, but will also more accurately
reflect the financial condition of the City as it enters the FY 2022-23 budget process. Having the
latest projections reflected in the current budget enhances the forecasting process and allows
decision -makers to have greater confidence in the information provided within the budget
development framework.
Considering current economic conditions and this most recent analysis of operations, staff has
updated the assumptions and projections incorporated in the City's five-year financial forecast for
the General Fund. This long-term forecast establishes an appraisal of fiscal sustainability beyond
the current budget cycle, providing important context to the annual budget process.
DISCUSSION
Economic Conditions
The global COVID-19 pandemic has continued longer than anticipated, with new variants, such as
Delta and Omicron, severely delaying recovery. With more of the population receiving vaccinations
and boosters and improved testing, however, the national economy has continued to recover from
the pandemic -related recession. The fourth quarter grew at a rate of 7%, the highest all year, while
the unemployment rate fell to 4%, close to its February 2020 level. However, consumer confidence,
while having improved over the last six months, is now beginning to reflect concerns over increasing
inflation, and the recent Russian military action in Ukraine and associated economic sanctions may
further discourage both consumers and businesses. While the City's preliminary revenue forecast
assumes continued increases over the next few years, it is important to recognize the significant
economic uncertainties facing the community.
Economic Sustainability
Even with the positive economic trends of recent years, budgets have been developed with a
relatively conservative approach. As can be seen with the current COVID-19 pandemic, some of
the City's largest sources of revenue are highly volatile, inexorably linked to the health of the
general economy and events that cannot be anticipated in the short term. In conjunction with the
General Fund Reserve Policy, this conservative, long-term approach to the City's budget has
helped ensure that economic downturns can be managed effectively. Rather than increase
spending in years of budgetary surplus, the City took the opportunity to make progress in funding
long-term pension liabilities and set aside additional funds in the Capital Investment Reserve for
future infrastructure replacement and renewal projects. A strong reserve position has helped
maintain the Burlingame's excellent credit rating, and has allowed the City to proceed confidently
with major capital initiatives.
Also as a result of this long-term approach, the financial standing of the City remains relatively
strong despite the difficult economic circumstances resulting from the pandemic. Conservative
planning for FY 2021-22 allowed for both the maintenance of essential municipal services and
continued funding of the City's long-term liabilities.
The General Fund five-year financial forecast is provided in the final section of this report. The
forecast reveals the impact of the pandemic -induced recession on the City's reserves and shows
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2021-22 Mid -Year Report March 16, 2022
that the recovery process will be more prolonged than initially predicted. Reserves and various
other funding mechanisms will be examined in the coming months as staff develops an effective
operating and capital budget for the upcoming fiscal year and beyond.
In the meanwhile, construction of the new Community Center continues, funded by bond financing
coupled with strategic use of the City's Capital Investment Fund. Other major capital projects that
have emerged as priorities for Burlingame, though costly, are being pursued, along with appropriate
funding mechanism such as federal grant funding. Enterprise operations and capital improvements
continue, also with an emphasis on long-term planning. Staff will continue to identify capital and
other unfunded needs, and recommend their systematic funding within the operating budget (of the
appropriate fund) whenever possible.
General Fund - Operating Fund
General Fund - Revenues
The following table shows the mid -year assessment of fiscal year 2021-22 General Fund revenues.
There are three columns for the 2021-22 fiscal year: The "FY 21-22 Current Budget" column shows
the revenue budget that the City Council adopted last June, and budget amendments approved by
the City Council since that time. The "FY 21-22 New Projection" column shows the most current
projection for the fiscal year, while the "FY 21-22 Budget Amendment" column reflects a summary
of proposed revenue amendments to the FY 21-22 budget for the City Council's approval with this
Mid -year Report. For comparison purposes, the table also includes the City's actual General Fund
revenues in fiscal year 2020-21, as well as figures for the previous fiscal year. Year-to-date
revenues are not included here as the timing variability within each different category greatly
complicates the analysis and would make for a confusing presentation as a whole. However, year-
to-date receipts were part of the mid -year analysis and may be discussed in the various categories
of revenue as they relate to a revised FY 2021-22 projection.
CITY OF BURLINGAME, CA
SUMMARY OF GENERAL FUND REVENUES
Property Tax
Sales and Use Tax
Transient Occupancy Tax
Other Taxes
Franchise Tax
Business Licenses
Real Property Transfer Tax
State HOPTR
Licenses & Permits
Fines, Forfeitures and Penalties
Use of Money & Property
Charges for Services
Other Revenue
Federal COVID Relief Fund
State Subventions
Interest Income
Total, General Fund Revenue
FY19-20 FY20-21
Actuals Actuals
$ 23,304,402 $ 24,223,779
14, 803, 365 15, 665, 703
20,416,543 5,738,588
1,661,397
1,565,523
879,013
688,205
534,517
642,261
59,000
61,512
98,904
85,614
793,281
700,774
101,996
158,404
5,471,234
5,489,922
81,033
73,635
0
4,066,524
177,563
196,298
3,775,609
2,765,314
$ 72,157,856
$ 62,122,057
FY21-22 FY21-22 FY21-22
Current New Budget Adjustment
Budget Projection Amendment Up (Down) %
$ 24,990,000 $ 26,840,000 $ 1,850,000 7.4%
15,296,000 16,623,000 1,327,000 8.7%
13,500,000 10,000,000 (3,500,000) -25.9%
1,605,000
1,590,000
(15,000)
-0.9%
800,000
700,000
(100,000)
-12.5%
550,000
850,000
300,000
54.5%
62,000
62,000
0
0.0%
73,200
79,600
6,400
8.7%
888,000
816,800
(71,200)
-8.0%
200,000
200,000
0
0.0%
4,815,222
5,603,762
788,540
16.4%
30,000
75,860
45,860
152.9%
2,900,000
3,695,000
795,000
27.4%
167,000
167,000
0
0.0%
1,200,000
1,200,000
0
0.0%
$ 67,076,422
$ 68,503,022 $
1,426,600
2.1%
3
2021-22 Mid -Year Report March 16, 2022
The amended forecast for the City's largest revenue sources (Property Tax, Sales Tax, and TOT)
is not only based on the previous year's receipts but also on the status of the local economy as
reflected in cash receipts for the current fiscal year. In total, the recommended adjustments equate
to a 2.1 percent increase in General Fund revenues when compared to the FY 2021-22 adopted
budget.
Note that FY 2020-21 actual amounts are taken from the City's Comprehensive Annual Financial
Report and therefore reflect interest income adjusted for an unrealized gain in the City's investment
portfolio at the fiscal year end. The adjustment is required by governmental accounting standards,
but it creates large variations from year to year in the amount of interest income reported. The
budget for this line item assumes no change in the market value of the City's portfolio as this
measure is difficult to anticipate and does not adequately reflect the City's true return on
investments.
Property Taxes — The San Francisco Bay Area housing sector has been a sustaining factor in the
local economy throughout the most difficult of past economic downturns. Despite the pandemic,
the local housing market remains quite strong, though it is experiencing a persistent lack of inventory.
Mortgage/lending rates are extremely low, and recent years have seen a renewed interest in both
residential and commercial real estate development.
Property tax rolls are established prior to the beginning of the fiscal year. In FY 2021-22,
Burlingame's roll value (land and improvements) has increased 3.48 percent, including an
inflationary factor of 1.036 applied to all property assessments. As shown in the chart below, the
preponderance of the City's property tax revenues (almost 70 percent) comes from secured
property taxes, which are established by the tax rolls and diminished only through refunds on
successful appeals to the County Assessor's Office.
CITY OF BURLINGAME, CA
PROPERTY TAXES
FY21-22
FY21-22
FY21-22
FY19-20
FY20-21
Current
New
Budget
Adjustment
Actuals
Actuals
Budget
Projection
Amendment
Up (Down) %
Current Secured Property Tax
$ 15,825,904
$ 17,625,691
$ 18,570,000
$ 18,570,000
$ -
0.0%
Secured Supp. Property Tax
422,675
576,043
450,000
450,000
0
0.0%
Current Unsecured Property Tax
804,184
810,488
750,000
750,000
0
0.0%
Property Tax in Lieu of VLF
3,583,335
2,340,916
2,400,000
3,290,000
890,000
37.1%
ERAF Refund
2,374,327
2,556,985
2,500,000
3,460,000
960,000
38.4%
Unitary Tax
304,019
326,515
320,000
320,000
0
0.0%
Total, Property Taxes
$ 23,314,442
$ 24,236,638
$ 24,990,000
$ 26,840,000
$ 1,850,000
7.4%
Overall, staff estimates a 7.4% increase for the property tax revenue category, which is about $1.9
million higher than the adopted budget. Revenues from secured and unsecured property taxes
(assessed on business fixtures, business personal property, boats, aircraft, etc.) are in line with
original budget projections. Supplemental Property tax revenues are dependent on the volume and
value of property transfers and new construction, so they vary significantly from year to year. Also
based on the prior years' actual receipts, staff recommends no adjustment in this line item. Unitary
taxes met last year's projection, and are coming in at about the same pace. Therefore, no
adjustment in the Unitary taxes budget is indicated.
C
2021-22 Mid -Year Report March 16, 2022
Projections for Excess ERAF (Educational Revenue Augmentation Fund) refunds have varied
considerably over the years. Only in recent years has this revenue line item been fully budgeted,
due to the possibility that the State's school funding formulas could change and require higher
draws on the County's ERAF. In years prior to the pandemic, the improved economy was having
a positive effect on the County's ERAF, as the State met its obligations to educational agencies
because of improved property tax revenues in the area. In fact, higher property tax revenues
resulted in more funds from local agencies being held back for the ERAF, while fewer demands
for education funding were being made on these funds. The full amount of anticipated ERAF
refunds (nearly $3.5 million) was included in the property tax projection for fiscal year 2021-22.
Excess ERAF reserves are held by the County and distributed back to the contributing agencies
when obligations of the funds to education agencies have been met. The County allocated excess
ERAF funds back to the jurisdictions early in January. The City's ERAF refund for fiscal year
2021-22 was approximately $900,000 (35.3 percent) higher than the ERAF received in the prior
year, reflective of continued property tax growth and reduced demands on the County's ERAF
fund for school funding. This amount is $960,000 more than projected in the adopted budget for
the current year.
Property Tax in Lieu of VLF is also allocated based on growth in the County's secured property tax
roll, but is funded from the countywide ERAF, and then from the property tax revenues of non -basic
aid school districts. (Any monies taken from the non -basic aid school districts are back -filled by
the State.) The large majority of school districts in the County are classified as basic aid, i.e, the
property taxes within the district are sufficient to fund the schools, without funding from the County's
ERAF fund. The number of non -basic aid school districts in the County has fallen over recent
years, resulting in less available property tax revenues to fund VLF. Although the total VLF amount
due to the County and cities is $232,107,423, only $175,559,823 is available in ERAF and from
non -basic aid school district property taxes, resulting in a county -wide shortfall of over $56 million.
As there is no statutory mechanism for the State to fully reimburse cities and counties for this
shortage, the County is working with its legislative advocates to request that the shortfall amounts
be appropriated in the State's FY 2022-23 budget. Unfortunately, these funds will not be recovered
in the current fiscal year. The current year's VLF shortfall amount is $1,059,695 based on the
County's November 2021 projections. The estimated distribution amount to the City is about $3.3
million, which is $890,000 more than the adopted budget.
Sales and Use Taxes — The table below shows the City's sales tax revenues over the past five
years, as well as a projection for the current fiscal year. The "Sales & Use Tax" comprises sales
tax receipts from the Bradley Burns (local 1 %) allocations from the California Department of Tax
and Fee Administration (CDTFA). The addition of the City's Measure I tax, which was effective April
1, 2018, further bolstered this revenue line item. Although Measure I revenues and expenditures
are tracked internally in a separate sub -fund, they are included as General Fund transactions for
financial reporting purposes.
5
2021-22 Mid -Year Report March 16, 2022
CITY OF BURLINGAME, CA
HISTROICAL SALES AND USE TAXES
(amount expressed in millions)
Sales & Use Tax
Public Safety Fund -Sales Tax
Measure 1 (0.25% Sales Tax)
Totals
FY 2022
FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Est.
$ 11.94 $ 12.19
$ 15.14
$ 12.35
$ 12.95
$ 13.69
0.15 0.16
0.17
0.17
0.17
0.17
- 0.47
2.51
2.28
2.54
2.77
$ 12.09 $ 12.82 $ 17.82 $ 14.80 $ 15.66 $ 16.62
Year -over -year changes % -5.8% 6.0% 39.0% -17.0% 5.8% 6.1%
Sales tax revenues were most dramatically impacted by the economic shutdown resulting from
Covid-19 and shelter -in -place directives. Auto dealers, general consumer retailers, and restaurants
that depend on indoor services were immediately impaired. Because of the time lag in the reporting
and submission of sales taxes to the CDTFA, only one quarter's data (third quarter of 2021) is
available from which to project the City's FY 2021-22 revenues from this source. A review of
Burlingame's 3rd quarter data for 2021 (taxes remitted to the CDTFA in October - December 2021)
indicates an improvement in taxable transactions of approximately $470,000 (14.4%). The chart
below shows that sales tax revenues continue to recover, with many major industry groups
reporting a positive change compared to the same quarter of 2020.
3Q20 Compared To 3Q21
$1,200K
$1,DOOK
■
3020 3Q21
$8COK
$600K
$400K
$200K
$OK
Autos State and Restaurants General Business Building Fuel and Food
and County and Consumer and and Service and
Transportation Pools Hotels Goods Industry Construction Stations Drugs
Sales tax revenues came in approximately $1.0 million higher than the adjusted budget of $14.57
million in the fiscal year ended June 30, 2021. Looking forward, these revenues are expected to
be much stronger than initially anticipated for the current fiscal year. The retail auto industry -
Burlingame's largest sales tax generator - rebounded somewhat in the third quarter of 2021. Car
buying did not slow despite inventory limitations and parts shortages; new auto dealers drove sales
up 10%. Consumers flocked back to restaurants despite wage hikes and rising menu prices. The
result was a 70% uptick from restaurants and hotels; casual dining delivered as the top segment,
up 57%. Crude oil prices have risen 63% this past year; along with more drivers on the road, a 70%
ON
2021-22 Mid -Year Report March 16, 2022
rebound occurred from fuel and service stations. General consumer goods increased as shoppers
reengaged with brick and mortar shops; customers chose electronics and jewelry stores as
preferred spending places. Merchants in the business and industry group boosted sales by 20%.
Autos And Transportation
Count: 155
State & County Pools
Restaurants And Hotels
Count: 204
General Consumer Goods
Count: 686
Business And Industry
Count: 542
Building And Construction
Count: 64
Fuel And Service Stations
Count: 9
Food And Drugs
Count: 57
Sales Tax by MaiorIndustry Group
3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q
18 18 19 19 19 19 20 20 20 20 21 21 21
$1,600K
$1.40CK
$1.20CK
$1,000K
$BOOK
$604K
$400K
$200K
$OK
The City's FY 2021-22 adopted budget assumed a 2.3 percent decline in sales tax revenues from
prior year actuals, as the City braced for further impacts from the pandemic. But year-to-date
receipts indicate that sales and use tax revenues are not experiencing the sharp decline
anticipated. Prior -year revenues in this category exceeded the adjusted budget by approximately
7.5 percent, and sales activity recovered more than anticipated shortly after the initial shock of the
second quarter of 2020. The new projection for these revenues in fiscal year 2021-22 is $16.6
million, a $1.3 million increase from the adopted budget. This budget adjustment includes an
increase of $392,000 from Measure I transaction taxes. These adjustments bring the FY 2021-22
projections in line with those suggested by the City's sales tax consultant; the increase in these
revenues is anticipated to be around 6.1 percent when compared to the prior fiscal year's results.
Transient Occupancy Taxes (TOT) — TOT revenues have historically constituted Burlingame's
largest General Fund revenue source. At nearly $29.4 million, TOT accounted for approximately
34.8% of all General Fund revenue in fiscal year 2018-19, dropping to $20.4 million in fiscal year
2019-20. For fiscal year 2020-21, the total TOT revenue collected was about $5.7 million, which is
76.5% of the $7.5 million projected in the amended FY 2020-21 budget and 80.5% lower than the
pre -pandemic level.
7
2021-22 Mid -Year Report March 16, 2022
The chart below shows the rapid and sharp decline in these revenues as international air traffic
began to slow early in 2020, and the progression downward as the pandemic brought most travel -
related activities to a halt. Burlingame hotels, which had experienced very high occupancy rates
in past years, were forced to cut staff, shutting off floors and even suspending operations for whole
hotels. The lower occupancy rates continued for most of fiscal year 2020-21, though some
improvements were seen in May and June and continued into fiscal year 2021-22. The total
occupancy rate peaked in July at 61 % and stayed in the high 50s range through the end of the
calendar year despite the Delta and Omicron variants. Even though the total county rate dropped
to 48.6%, the Burlingame/Millbrae/SFO hotels performed well in January. Staff expects a latent
drop in occupancy rates in February and March. Many positive developments with case rates going
down in February and mask mandates being eliminated should be reflected in improved occupancy
for April and May.
TOT Revenue
Month -To -Month Comparison
■ 2018-19 Actual
2019-20 Actual 2020-21 Actual
2021-22 Actual
3,0
2,5
c
0 2,0
1,5
11jill11jill
1,0
0,5
0,0
Jul
Aug Sept Oct
Nov Dec ]an Feb
Mar Apr May Jun
It is difficult to predict when corporate travel to the west coast will resume. Data from CBRE Hotels
Research indicate that occupancy rates for hotels in the San Francisco Bay Area will not return to
2019 levels until 2024, and average daily room rates will not achieve comparable levels until
calendar year 2025.
9
8
7
6
5
4
3
2
1
Historical Transient Occupancy Tax Revenue by Quarter
7.8
7.3
6.8
.2
6-1
6-
6J
6. 61 .
.6
.4
5.
C '
6
3-
4.®
12
11
— _
Q1 Q2 Q3 Q4
— — — 2021-22 Est.
— — — 2020-21
2019-20
— 2018-19
— 2017-18
2016-17
— 2015-16
2014-15
— 2013-14
2012-13
2011-12
2021-22 Mid -Year Report March 16, 2022
TOT revenues are reported and paid to the City each month for the prior month, so results through
December 31, 2021 have been collected as of the time of this report. Based on the revenues
received thus far, staff recommends a $3.5 million downward adjustment in TOT revenues for the
current fiscal year. The adjustment will leave the FY 2021-22 projection at $10.0 million,
approximately one third of the revenue achieved in FY 2018-19 from this source. In the five-year
forecast, a jump to $13.0 million serves as a placeholder for FY 2022-23, with gradual recovery
anticipated through the remaining years of the forecast.
Other Taxes — A number of other sources provide tax revenues to the City's General Fund.
Although they are consolidated for reporting purposes, prior -year actual amounts and the current -
year activity for each source have been reviewed for the most accurate projection of FY 2021-22
year-end results.
Real Property Transfer Tax — The City receives property transfer tax revenue the month following
a real property transaction, splitting the 0.11 percent tax evenly with the County. Although
improved home values have pushed these receipts higher in recent years, property turnover in
the area continues to be relatively low. Month -to -month variation in real estate sales makes this
revenue difficult to project, as the sales of significant properties can cause "spikes" in the amount
of taxes collected.
Burlingame ended the 2020-21 fiscal year with property transfer tax revenues of nearly $640,000,
an increase of 20.2 percent over the prior year. Receipts for the first half of the current fiscal year
are keeping pace with the rate of the prior year, with a slightly higher number of real property sales
transactions. For those reasons, the current -year $550,000 budget for this line item appears to be
low. Due to the variability in real estate sales, an increase of $300,000 to this budget line item is
proposed.
City of Burlingame
Real Property Transfer Tax Revenue
Fiscal Years 2012- 2022
$900,000
$8001000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$-
2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
(Est.)
Business License Tax — Year-to-date business license tax revenues appear to be keeping pace
with last year's rate. An uptick in the number of new businesses, particularly out-of-town architects
and contractors, has been noticed. In addition, the obligation to provide evidence of a current local
E
2021-22 Mid -Year Report March 16, 2022
business license, required on payroll protection grants, has had a positive effect on this revenue
source.
However, while revenue from the volume of annual business licenses remains steady, revenues
from airport parking enterprises are quite diminished. Although receipts from this special business
license tax (5 percent of revenues) had already experienced moderate declines in recent years as
ride -sharing services became more prevalent, the pandemic's impact on the travel industry in
general and airline travel in particular has ravaged this revenue source. Therefore, a reduction of
$100,000 in the projection for this special business license revenue is proposed. After this
adjustment, the City's business license revenue budget in total ($700,000) for the current fiscal
year represents a 2.0 percent increase from the 2020-21 fiscal year results.
Note that while a higher volume of licenses might be expected in a growing economy, the cost of
an annual business license in Burlingame is small ($100 for most businesses). The rate was
established by ordinance in 1978 and has not been adjusted since 2001. Therefore, the business
license tax remains a relatively small and somewhat fixed revenue source for the City.
Franchise Fees — The largest category of Burlingame's franchise fees is derived from the
regional garbage hauler (8 percent of revenues), and is collected and remitted monthly. Due to
the costly challenges and increasing environmental regulations facing the industry, the City
Council approved solid waste rate increases for three calendar years (effective January 1, 2019,
2020 and 2021). However, franchise fees from the garbage utility totaled only $724,000 in FY
2020-21, a slight decrease from the prior year, despite the increase in rates. The pandemic and
the resulting limits on commercial activities has greatly changed the service volumes for trash,
recyclable items, and green waste (yard waste/compost.) As activities in the hotel sector
improve, overall service demand is up, and revenues are coming in at about 3.7 percent more
than last year, based on the first six months of the current fiscal year. Therefore, no adjustment
is considered necessary.
Franchise fee revenues for the provision of cable and internet were slightly under the estimated
budgets in FY 2020-21. The adopted budget reflects $13,000 more than prior -year actual
receipts. Staff proposes downward adjustments of $15,000 for revenues, reflecting a continued
decline in demand for these services.
CITY OF BURLINGAME, CA
FRANCHISE TAXES
FY21-22
FY21-22
FY21-22
FY19-20
FY20-21
Current
New
Budget
Adjustment
Actuals
Actuals
Budget
Projection
Amendment
Up (Down) %
Gas
$ 136,503
$ 134,984
$ 135,000
$ 135,000
$ -
0.0%
Electric
287,534
279,872
280,000
280,000
0
0.0%
Garbage
768,035
723,538
775,000
775,000
0
0.0%
AT&T Cable TV
389,825
361,596
350,000
350,000
0
0.0%
Wave Astound
20,288
17,350
30,000
15,000
(15,000)
-50.0%
AT&T Video Service
59,212
48,184
35,000
35,000
0
0.0%
Total, Franchise Taxes
$ 1,661,397
$ 1,565,523
$ 1,605,000
$ 1,590,000
$ (15,000)
-0.9%
10
2021-22 Mid -Year Report March 16, 2022
Licenses and Permits — General Fund revenue in this category consists largely of alarm and
overnight parking permit fees, along with taxicab licenses. With a budget of less than $80,000,
these receipts account for a very small part of total General Fund revenues. Legislation effective
January 1, 2019 allows local regulatory fees on taxicabs only in the jurisdiction where they are
"substantially located", significantly reducing the volume of applications for taxi licenses. With a
current year budget of $60,000, alarm permit fees now account for the vast majority of this
revenue category.
Fines, Forfeitures and Penalties — This category consists largely of revenue from parking
citations and vehicle code violation fines; both have been difficult to project during the pandemic.
The Police Department has refined its current -year projections to again reflect a lower volume of
parking citations, and recommends a $90,000 budget reduction (to $760,000). Vehicle code
fines, however, are coming in well above prior -year results, and should be adjusted upward
$18,800, to the projection previously included in the FY 2021-22 budget.
Investment Income — Burlingame's investment portfolio is comprised of only the safest of
securities (the highest priority of the City's investment policy is preservation of capital).
Maintaining its focus on safety and liquidity, the City maintains funds in the State's Local Agency
Investment Fund (LAIF) and the California Asset Management Program (CAMP). CAMP and
LAIF are permitted investments for all local agencies under California Government Code
§53601(p). Although both pools have similar terms and offer daily liquidity, many public agencies
use both LAIF and CAMP funds in order to diversify the liquid portion of their investment holdings.
As LAIF has offered a significant yield advantage for the past year, the City has allowed these
holdings to grow, drawing on CAMP funds as needed for efficient cash flow.
The City has contracts with PFM Asset Management, LLC. for outside investment advisory
services. PFM assists in the annual review of the City's ongoing cash flows and investment
goals, and recommends any appropriate revisions in the investment policy. The market value of
the portfolio as of December 31, 2021, was $187.4 million, consisting of a $123.7 million managed
pool of top -rated securities, $63.1 million in the State Local Agency Investment Fund (LAIF), and
$0.6 million in the California Asset Management Program (CAMP). The City's aggregate
investments averaged a yield to maturity of 0.88 percent.
The City's short-term investments are selected for safety above yield, and long-term investments
are based on a consistent program of funding, with portfolios that balance risk and return. These
solid investment plans should not be altered to respond to the volatilities in the markets. Given the
uncertainties of the current market, the City and its investment advisors will maintain durations in
line with benchmarks. And although the City's funds are invested in high credit quality investments
and continue to meet the City's goals of safety, liquidity and yield, interest earnings cannot be relied
upon as a critical part of the organization's operating revenue stream.
Charges for Services — As seen in the chart below, most departments generate some revenue
in this category. With a revised budget of nearly $5.6 million, these receipts account for
approximately 8.2 percent of Burlingame's total General Fund revenues.
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2021-22 Mid -Year Report
March 16, 2022
CITY OF BURLINGAME, CA
CHARGES FOR SERVICES BY DEPARTMENT
FY21-22
FY21-22
FY21-22
FY19-20
FY20-21
Current
New
Budget
Adjustment
By Department
Actuals
Actuals
Budget
Projection
Amendment
Up (Down) %
Police
$ 617,948
$ 746,134
$ 51,000
$ 215,860
$ 164,860
323.3%
Parks
103,817
386,716
210,000
190,000
(20,000)
-9.5%
Recreation
2,067,907
1,561,120
2,075,820
2,000,000
(75,820)
-3.7%
Aquatics
12,056
10,803
52,500
100,000
47,500
90.5%
Planning
650,086
935,145
897,000
1,182,000
285,000
31.8%
Public Works
1,267,341
1,149,323
813,000
1,215,000
402,000
49.4%
Library
741,253
691,347
706,602
691,602
(15, 000)
-2.1%
Other
10,826
9,334
9,300
9,300
0
0.0%
Total, Departmental Fees
$ 5,471,234
$ 5,489,922
$ 4,815,222
$ 5,603,762
$ 788,540
16.4%
Due largely to an increase in development services provided by the Planning Division and Public
Works Department, General Fund revenues in this category have seen an increase from the
previous years. However, the pandemic altered service delivery in all departments. The current
year's projected budget for these fees assumed that most programs and services would recover,
but recovery has not been possible in all departmental areas.
Based on year-to-date volumes of ongoing application and permit activity, Planning fees in total
are anticipated to be more than experienced in fiscal year 2020-21. An upward adjustment of
$33,000 will bring the budget line item for general planning fees to about $533,000. Because
zoning/plan checks (performed within the Planning Division), will also outpace last year's activity,
an upward adjustment of $250,000 is in order.
The Public Works Department is experiencing a higher -than -anticipated volume of requests for
engineering services and plan checks related to development projects. Receipts to date indicate
that these revenues, while greatly increased from the adopted budget, will approximate $1.2
million by year end. An upward budget adjustment of $402,000 for these revenues is
recommended for the current fiscal year.
Passport intake fees for the Library, originally budgeted at $15,000, will not be realized due to
State Department security protocols that dictate that these services be done in person.
Receipts from recreational services in fiscal year 2020-21 were about $1.6 million, due to the impact
of the pandemic on recreational activities and fewer sites offering classes and programs since the
closure of the Recreation Center to make way for the new Community Center. The Burlingame
Aquatic Center pool is used year-round, and pass -through funds are associated with that use. The
City pays the San Mateo Union High School District for the operating costs of the pool, and the
Burlingame Aquatic Club reimburses the City approximately $100,000 for that purpose. The San
Mateo Union High School District pays the City for the water and sewer costs associated with the
pool's operation, per the joint operating agreement with the District. In the Parks Division, fees for
services should be decreased to reflect revenues that have been collected in the current fiscal year.
12
2021-22 Mid -Year Report March 16, 2022
As in the prior fiscal year, a significant adjustment is recommended to the General Fund revenue
projections for the Police Department. The adjustment is an increase in reimbursement revenues
of $156,000, which is about $550,000 less than the amount of "special police services" provided
by the department in FY 2020-21 for an additional public safety presence near the downtown
Apple Store. The additional presence was discontinued early in 2021, and the store has been
reconfigured for security purposes. But the additional police presence is still desired and has
been resumed. The City charges for full cost recovery for these services; the largest offset to
this revenue budget is an increase in overtime costs in the Police Department.
American Rescue Plan Funds — On March 11, 2021, President Joe Biden signed into law H.R.
1319, the American Rescue Plan Act of 2021. The $1.9 trillion stimulus plan provides emergency
funding for vaccinations; immediate, direct relief to families bearing the brunt of the COVID-19
crisis; and support for struggling communities. The plan includes $350 billion in Coronavirus State
and Local Fiscal Recovery Funds, with $120.2 billion to be divided evenly between cities and
counties. Unlike prior relief funds, eligible "expenditures" include replacement of revenue lost,
delayed, or decreased as a result of the pandemic. The City received one-half of its $7,389,306
allocation in fiscal year 2020-21 and will receive the second half in fiscal year 2021-22.
State Subventions (Intergovernmental Revenues) — This revenue line item in the General Fund
usually includes the State's COPS (Citizens' Option for Public Safety) program revenues and any
other small grants. COPS funds are allocated to the counties and then distributed to the various
agencies within each county, with a minimum of $100,000 to each law enforcement jurisdiction.
Burlingame has received an increased allocation of COPS funding in recent years and is on track
to meet the budget.
General Fund - Exaenditures
The following table shows the mid -year assessment of FY 2021-22 General Fund expenditures by
critical service area:
CITY OF BURLINGAME, CA
SUMMARY OF GENERAL FUND EXPENDITURES
FY21-22 FY21-22 FY21-22
FY19-20 FY20-21 Current New Budget Adjustment
Actuals Actuals Budget Projection Amendment Up (Down)
By General Fund Program
General Government
$ 6,482,228
$ 6,289,745
$ 7,454,166
$ 7,484,166
$ 30,000
0.4%
Public Safety
28,683,268
29,779,862
31,127,389
31,269,389
142,000
0.5%
Public Works
5,987,479
6,446,633
6,968,589
7,048,589
80,000
1.1%
Community Development
2,197,979
2,305,767
2,276,083
2,341,083
65,000
2.9%
Leisure & Culture
14,854,509
13,621,612
16,671,505
17,715,105
1,043,600
6.3%
Total Expenditures
$ 58,205,462
$ 58,443,618
$ 64,497,732
$ 65,858,332
$ 1,360,600
2.1%
Again, there are three columns for fiscal year 2021-22. The "FY 21-22 Current Budget" column
shows the budget that the City Council adopted in June 2021 along with any budget amendments
approved by the City Council since that time. Departmental budgets were also internally adjusted
for encumbrances of the prior fiscal year. The second FY 2021-22 column shows the new mid-
13
2021-22 Mid -Year Report March 16, 2022
year projection for each program area's current -year expenditures. The third FY 2021-22 column
shows the resulting proposed amendments to the FY 2021-22 adjusted budget to reflect additional
resources required (or anticipated operational savings) by departments for the remaining fiscal
year. For comparison purposes, the table also includes the City's General Fund actual expenditure
performance in fiscal years 2019-20 and 2020-21. All departments experienced budgetary savings
(positive expenditure variances) within the General Fund in fiscal year 2020-21, resulting in
expenditures of $4.0 million (roughly 6.4 percent) less than budgeted for the fiscal year. Since local
government expenditure budgets (appropriations) serve as the legal level of budgetary control,
some level of savings will be realized in any fiscal year. Although departmental budgets were
analyzed for both underfunded operating needs and anticipated budgetary savings, the focus was
on ensuring budget adequacy for General Fund operations for the remainder of the fiscal year.
The following table shows the FY 2021-22 mid -year assessment of departmental (operating)
General Fund expenditures:
CITY OF BURLINGAME, CA
SUMMARY OF GENERAL FUND EXPENDITURES
By General Fund Program
General Government
Public Safety
Central County Fire
Police & Dispatch
Public Works
Community Development
Leisure & Culture
Aquatic Center
Library
Parks & Recreation
Total Expenditures
FY21-22 FY21-22 FY21-22
FY19-20 FY20-21 Current New Budget Adjustment
Actuals Actuals Budget Projection Amendment Up (Down) %
$ 6,482, 228
$ 6,289,745
$ 7,454,166
$ 7,484,166 $
30,000
0.4%
11, 665, 836
12, 333,138
13, 083, 867
13, 083, 867
0
0.0%
17,017,432
17,446,724
18,043,522
18,185,522
142,000
0.8%
5,987,479
6,446,633
6,968,589
7,048,589
80,000
1.1%
2,197, 979
2,305,767
2,276,083
2,341,083
65,000
2.9%
44,177
119,964
430,966
430,966
0
0.0%
5,626,876
5,168,466
5,585,713
5,603,313
17,600
0.3%
9,183,457
8,333,182
10,654,826
11,680,826
1,026,000
9.6%
$ 58,205,462
$ 58,443,618
$ 64,497,732
$ 65,858,332
$ 1,360,600
2.1%
Although some of the proposed mid -year budget amendments are off -set within each department
or division, they are described in detail below to illustrate changes in operations that were not
anticipated at the time the FY 2021-22 budget was adopted.
CITY OF BURLINGAME, CA
SUMMARY OF GENERAL FUND EXPENDITURES
FY21-22 FY21-22 FY21-22
FY19-20 FY20-21 Current New Budget Adjustment
Actuals Actuals Budget Projection Amendment Up (Down) %
By Expense Categories
Salaries & Wages
$ 19,080,567
$ 19,675,867
$ 20,558,107
$ 20,794,107
$ 236,000
1.1%
Benefits
12,156,450
12,537,225
13,880,828
13,880,828
0
0.0%
Operating Costs
22,656,895
21,469,247
25,129,870
25,504,470
374,600
1.5%
Internal Services
4,170,252
4,570,045
4,893,927
5,643,927
750,000
15.3%
Capital Outlay
141,298
191,235
35,000
35,000
0
0.0%
Total Expenditures
$ 58,205,462
$ 58,443,618
$ 64,497,732
$ 65,858,332
$ 1,360p600
2.1%
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2021-22 Mid -Year Report
March 16, 2022
General Fund Personnel Costs
The challenge of any public sector agency is to provide competitive salary and benefit packages
in order to recruit and retain quality talent, while keeping the cost of providing these packages at
a reasonable and sustainable level. Negotiated or imposed contracts in years since the Great
Recession have resulted in significant savings in recent years and have assisted in achieving
structural benefit changes that will help control future employee benefit costs. For example,
Burlingame employees pay a portion of the employer's retirement rate in addition to the employees'
rate, as well as a larger portion of their health care premiums. Retiree medical benefits have also
been altered — the City provides for a defined contribution health care program as opposed to the
defined benefit plan that resulted in unfunded OPEB liabilities. Provisions for the payout of sick
leave hours have been curtailed. Although many of these savings are evident in recent -year
budgets, the savings from some of these actions will not be realized in full for many years. Still,
the costs of prior -year pension obligations are anticipated to grow significantly in the next five years,
which will put added pressure on personnel costs in future operating budgets. All these factors are
considered in the five-year forecast.
In terms of this mid -year review, an amendment needed in the area of salaries and wages is the
increase ($157,000) in the Police Department's overtime budget, which is partially offset by a
reduction ($15,000) of part-time budget. The overtime increase is needed to provide for the
continued special police services on Burlingame Avenue as well as unanticipated increased
overtime costs from staffing shortage due to COVID-19 absences and the labor shortage.
The Public Works Engineering Division has been utilizing additional part-time Engineer Technicians
to help with an increased workload. The current part-time budget for the Division is $51,500, but
about $131,500 of costs are projected for the current fiscal year.
Note that personnel costs (and total operating expenditures) for the General Fund have (since FY
2014-15) included contributions to the irrevocable trust fund established in October 2013 for the
purpose of funding the City's retiree medical benefit obligations (OPEB). The full costs of these
past and current obligations are now reflected in the departmental budgets. As best practices
would dictate, the City is committed to contributing the annual required contribution to the trust fund
in both good and bad financial times, using conservative, realistic assumptions that are adjusted
based on bi-annual actuarial reports specific to the City's program and its participants. Unlike
pension liabilities, the largest portion of the City's OPEB obligations is attributable to benefits that
are no longer offered to new employees. It can therefore be considered a "closed program", and
is less susceptible to volatile swings in annual contributions. OPEB charges will be decreasing
slowly; the balance in the OPEB trust account was nearly $31.8 million as of December 31, 2021.
No adjustments are recommended to the City's pension costs (amounts sent directly to CaIPERS)
for the General Fund. Note that amounts deposited to the City's § 115 trust fund to fund future
pension costs are not included as budgetary expenditures. Trust fund amounts are shown only as
a restriction of fund balance; the balance in the PARS §115 Trust account was $21.2 million as of
December 31, 2021.
15
2021-22 Mid -Year Report March 16, 2022
General Fund Mid -Year Personnel Classification and Position Changes
This section of the report seeks approval of recommended personnel actions. Periodically, the City
seeks to modify, establish, reallocate, or delete positions to reorganize or restructure staffing to
most effectively and efficiently serve the community and City goals.
The City is proposing the following amendments to the classification plan:
1. Reclassification of one Library Assistant II position to an Administrative Assistant I position in
the Library Department;
2. Revision of Sustainability Coordinator classification
3. Deletion of one vacant Deputy Finance Director (-1.0 FTE) position in the Finance
Department;
4. Addition of one Financial Services Manager (1.0 FTE) position in the Finance Department and
adoption of the Financial Services Manager classification and salary range;
5. Reclassification of one Senior Management Analyst position to Financial Services Manager
position in the Finance Department;
6. Reclassification of one Payroll Administrator position to Senior Accountant position in the
Finance Department;
7. Reclassification of one Accounting Technician position to Customer Services Supervisor and
adoption of the Customer Services Supervisor classification and salary range;
8. Addition of one Accounting Technician (1.0 FTE) in the Finance Department; and
9. Revision of Accountant classification and adoption of Accountant II salary range.
Library Department
Library Assistant 11 Position Reclassification
The incumbent Library Assistant II has seen a gradual and permanent shift in duties starting in
around 2015, as new technologies have been implemented and new duties added for payroll and
library financial, contracting, and procurement functions. Some changes were due to the City
Librarian expanding specific duties related to budget planning, researching local vendors, and
monitoring the expansion of Library Foundation and state grant accounts for state audits. Others
were due to shifting technologies and new systems the City has implemented. The existing duties
of the incumbent are more closely aligned with those of an Administrative Assistant I. The fiscal
impact of this reclassification is $695 in the current Fiscal Year and $2,322 in FY2022-23.
City Manager's Department
Sustainability Coordinator Classification Revisions
The incumbent has served eight years in the position. While revisions to the classification duties
and knowledge, skills, and abilities of a classification are at the discretion of the City Manager, any
revisions to the job title (as reflected on the salary schedule), require Council approval. The title is
being changed from Sustainability Coordinator to Sustainability Program Manager, to reflect the
level of authority and responsibility and the scope of the classification to manage the sustainability
program for the City of Burlingame, with minimal direction and supervision. This is differentiated
from a coordinator that requires a higher level of oversight, and from a manager that has
supervisory and other responsibilities beyond the program level. There is no change in salary.
16
2021-22 Mid -Year Report
March 16, 2022
Finance Department
Reorganization
The proposed reorganization for the Finance Department will provide the resources needed to 1)
effectively and efficiently supervise existing staff; 2) provide growth and employee retention
opportunities within the department; 3) provide for long-term service level sustainability; and 4)
support the continuing process of replacing the City's enterprise resource planning system.
Since the Deputy Finance Director's resignation in January 2022, one Accountant has resigned,
and an Accounting Assistant II has been promoted within the City. Although the City conducted
extensive outreach and advertising during the recruitment to fill the Deputy Director position, no
qualified candidates applied. Based on the City's experience with recruitment for comparable
internal and external job classifications, it will be difficult to attract and retain candidates with the
desired experience and expertise under the current organizational structure. Information gathered
during the exit process for the former incumbent revealed that all Finance positions and functions
reported directly to the Deputy Finance Director. This is an overwhelming scope and responsibility
for one position and revealed a need for a reorganization of the Finance Department. In addition,
the Payroll Division is significantly understaffed, with responsibility for Payroll for the City falling to
one individual. This creates significant risk if the individual is absent for an extended period of time
or vacates the position.
The primary reorganizational request is to reallocate the vacant Deputy Finance Director position
to a Financial Services Manager and reclassify the Senior Management Analyst to a Financial
Services Manager so that the functions of Finance will be split between the two managers, rather
than all fall under one position. The City will then recruit for a Financial Services Manager, rather
than a Deputy Finance Director, to fill the vacancy. The vacant Financial Services Manager will
oversee the Accounting/General Ledger, CAFR, Audit, and Revenue Services divisions.
Reclassifying the Senior Management Analyst classification is in recognition that the incumbent
currently is responsible for overseeing the Budget, enterprise resource planning (ERP) system, and
Utility Billing divisions. Following the reclassification, this Financial Services Manager will also
oversee the Payroll division.
Adding resources and staffing to the Payroll division is critical to ensure the service level
sustainability of the Payroll division. The incumbent Payroll Administrator has been working at the
level of a Senior Accountant and possesses the required educational merits for the position. Adding
an Accounting Technician to the Payroll function is needed as this function is understaffed, with
more work and responsibility than staffing allows.
Equally as important is the reorganization of the Utility Billing division. The Utility Billing function
has been supervised by an Accounting Technician informally for some time. Reclassifying the
incumbent Accounting Technician to a supervisory classification provides more formal supervision
for Utility Billing staff, and more correctly aligns the duties of the incumbent with the classification.
The proposed salary range for the new Customer Services Supervisor is the equivalent of the
Accountant II and Payroll Administrator positions.
Revising the Accountant classification to a flexibly staffed Accountant 1/II classification provides
flexibility to fill the vacant position at a lower level and creates a clear career path in the accounting
series, providing growth and retention opportunities in the department. The proposed salary range
17
2021-22 Mid -Year Report March 16, 2022
for Accountant I is the equivalent of the Accounting Technician position, while the proposed salary
range for Accountant 11 is the equivalent of the Customer Services Supervisor and Payroll
Administrator positions.
It is through their hard work and dedication that the Finance Department's service level has been
maintained so far, but the current organizational structure and workload are not sustainable in the
long run. The proposed changes in the Finance Department will result in a $77,458 savings in the
current Fiscal Year and a budget impact of $99,457 in FY2022-23.
Notification of all changes has been provided to the appropriate bargaining units, and the proposed
changes are acceptable to them. There are no budget adjustments needed for the current fiscal
year.
General Fund Non -personnel Appropriation Adjustments
Total General Fund expenditures increased 2.4 percent ($1.5 million) in the FY 2021-22 adopted
budget (not including contributions to the pension trust fund) as compared with the prior year's
adjusted budget. The increase in the operating budget was largely due to an increase in the cost
of wages and benefits of full-time, part-time, and seasonal employees, as well as increased pension
costs. With this mid -year analysis, a fairly significant increase in the operating expenditures budget
(nearly $1.4 million) is recommended for the FY 2021-22 General Fund appropriations, largely due
to a one-time liability insurance claim payment being made in the current fiscal year in addition to
unanticipated operational needs as described by department below.
General Government — The budget for this group of departments supplies the resources that
support services often referred to as "administrative" activities. Although each department is bound
by a separate budget, recommended adjustments are fairly minor, and they are combined in this
report to give an overall context to the administrative costs of the City. During the year-end closing
process for FY 2020-21, the City implemented Governmental Accounting Standards Board
Statement No. 84 (GASB 84), merging the Deferred Compensation — Retirees Fund into the
General Fund. As a result, a $30,000 increase is needed to capture the activities around the
administration of deferred compensation benefits.
Community Development Department — A $30,000 increase is needed in the Planning Division's
contract services budget to fund a consultant contract to assist with setting up and running a project
to digitize the Planning Division files in Laserfiche. In addition, a $35,000 budget request has been
made to conduct the Commercial Linkage fee update.
Library - An increase of $17,600 in the Library's contractual budget is needed to cover
unanticipated services cost increases via contract with the Peninsula Library System.
Parks and Recreation — In addition to the need for a $750,000 increase for the Insurance Internal
Service Fund cost allocation, the Park Division has requested an additional $276,000 in contract
services funding for unexpected emergency Eucalyptus tree removals adjacent to the Caltrain
railroad track.
ff.]
2021-22 Mid -Year Report
March 16, 2022
General Fund Operating Summary
A summary of the impacts to the General Fund of the adjustments made as a result of this mid-
year analysis is shown in the schedule below:
CITY OF BURLINGAME, CA
GENERAL FUND OPERATING SUMMARY
Total Revenue
Expenditures
Departmental Expenditures
Transfers to Debt Services
Transfers to Capital Project Fund
Other Transfer In (Out)
Total Expenditures
FY21-22
FY21-22
FY21-22
FY19-20 FY20-21 Current
New
Budget
Actuals Actuals Budget
Projection
Amendment
$ 72,157,856 $ 62,122,057 $ 67,076,422
$ 68,503,022
$ 1,426,600
(58,205,462) (58,443,618) (64,497,732) (65,858,332) (1,360,600)
(4,708,763) (2,728,338) (3,579,508) (3,579,508) 0
(9,485,000) (3,209,000) (3,265,000) (3,265,000) 0
2,400,319 2,573,550 1,786,230 1,756,230 (30,000)
(69,998,906) (61,807,406) . (69,556,010) (70,946,610) (1,390,600)
Net Operating Surplus (Deficit) 2,158,950 314,650 (2,479,588) (2,443,588) 36,000
Transfer to Capital Investment Reserve (6,500,000) 0 0 0 0
Change in General Fund Balance $ (4,341,050) $ 314,650 $ (2,479,588) $ (2,443,588) $ 36,000
Adjusted by the recommended amendments in this report, the General Fund shows an $2.4 million
projected deficit (negative net operating revenues) for fiscal year 2021-22, a decline in financial
position from the $1.7 million deficit estimated when the budget was adopted last June.
General Fund Balance
Once all the mid -year adjustments are posted, the General Fund shows a projected total fund
balance of about $42.8 million at the end of the 2021-22 fiscal year.
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
Transfer to Debt Service
Transfer to Capital Project Fund
Other Transfers In (Out) of General Fund
Transfer to CIP Renewal & Replacement Reserve
Ending Fund Balance (Projected)
FY 2020-21
FY 2021-22
FY21-22
Actual
Current Budget
New Projection
$ 44,892,409
$ 45,207,059
$ 45,207,059
62,122,057
67,076,422
68,503,022
(58,443,618)
(64,497,732)
(65,858,332)
3,678,438 2,578,690 2,644,690
(2,728,338) (3,579,508) (3,579,508)
(3,209,000) (3,265,000) (3,265,000)
2,573,550 1,786,230 1,756,230
0 0 0
$ 45,207,059 $ 42,727,472 $ 42,763,472
two,
2021-22 Mid -Year Report March 16, 2022
Note that at the time the current -year budget was adopted, the ending General Fund balance was
projected to be $37.3 million at June 30, 2022, based on the $39.0 million budgeted fund balance
at the end of FY 2020-21. However, due to lower -than -anticipated revenue losses and significant
departmental expenditure savings, the General Fund finished the year with a small surplus of
$314,650, and actual fund balance as of June 30, 2021 was $45.2 million.
As shown below, the budget deficit for the current fiscal year is most apparent in the decreased
unassigned fund balance — a $5.6 million decrease is anticipated. The Economic Stability Reserve
will increase $2.1 million based on increased revenues, in accordance with the City's General Fund
Reserve Policy. Restricted fund balance, reflecting General Fund contributions to the § 115
Pension Trust Fund, will increase by about $1.9 million.
CITY OF BURLINGAME, CA
GENERAL FUND BALANCE ASSIGNMENTS
Economic Stability Reserve
Catastrophic Reserve
Contingency Reserve
Subtotal, Assigned Fund Balance
FY21-22
FY21-22
FY19-20
FY20-21
Adopted
New
Actuals
Actuals
Budget
Projection
$ 18,905,000
$ 14,356,000
$ 16,098,000
$ 16,441,000
2,000,000
2,000,000
2,000,000
2,000,000
500,000
500,000
500,000
500,000
21,405,000
16,856,000
18,598,000
18,941,000
Add: Restricted for Pension Trust Fund (PARS)
10,823,849
15,723,356
14,925,849
17,575,356
Add: Investment Mark -to -Market
2,003,217
794,122
2,003,217
0
Add: Unassigned Fund Balance
10,660,343
11,833,581
1,760,929
6,247,116
Total, Ending Fund Balance
$ 44,892,409 $ 45,207,059 $ 37,287,995 $ 42,763,472
As of June 30, 2022, the General Fund's projected fund balance of $42.8 million represents 60.3
percent of General Fund operating expenditures of $70.9 million. Because $17.6 million is
restricted for pension benefits through the § 115 Trust Fund, a better measure of coverage is the
unrestricted fund balance of nearly $25.2 million, which equates to 35.5 percent of the fund's
operating expenditures. This is well below prior -year expenditure coverage, especially when one
considers the inclusion of the June 30, 2021 "Mark -to -Market" gain on the City's investment portfolio
as part of the fund balance. (This amount varies widely, and because the significant amount
appears as a revenue adjustment that is not within the City's control, it has been isolated in the
table of General Fund Balance components above.) The City's General Fund Reserve Policy and
resulting reserve target was based on an assessment of the City's revenue volatility and
infrastructure risks, as well as the possibility of extreme events, in establishing a reserve target
specifically for the City of Burlingame. As such, the Council's reserve management strategies
reflect best practices in public finance. Once funded according to the policy, the City's reserves
(nearly $18.9 million) comprise the largest portion of the General Fund's ending balance, an amount
equal to 27.7 percent of projected General Fund revenues for the year. The reserve 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. This leaves an unassigned fund balance of less
than $6.2 million.
20
2021-22 Mid -Year Report March 16, 2022
In the past, the City Council has been comfortable with a $9-10 million unassigned fund balance
for the General Fund; available funds in excess of this amount were transferred to the Capital
Investment Reserve or to the City's pension trust fund held by Public Agency Retirement Services
(PARS). A better return on the City's investments could be obtained In the PARS account rather
than in its general portfolio. The trust fund is ultimately a very flexible placement of the City's funds.
Although the funds can only be used to pay for retirement obligations through CalPERS, the City's
required contributions to CaIPERS will be over $8.8 million in the current fiscal year and increase
in future fiscal years. Should funds be needed for other purposes, the CalPERS contributions could
be paid directly from the trust fund, freeing up General Fund monies for other desired uses. This
flexibility will serve the City well when considering funding strategies in the review of the five-year
forecast.
General Fund Reserve Policy and Capital Investment Reserve — The City Council approved a
General Fund Reserve Policy early in 2015 that recognized the need for adequate reserves to
guard against future economic downturns such as the current slump brought on by the pandemic.
The policy dictates an annual review and adjustment in the Economic Stability Reserve. In addition,
in recognition of Burlingame'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 a Capital Investment Reserve within the Capital Improvement Projects (CIP) Fund. The purpose
of the Capital Investment Reserve was to offset the further accumulation of unfunded liabilities that
aging facilities represent. The reserve was initially funded with a General Fund transfer of $3
million, a reflection of the fund's operating surplus in fiscal year 2013-14. Since that time, the
Capital Investment Reserve has been funded with each annual operating budget in the base
amount of $3 million. The reserve has also grown as a result of surpluses generated during the
continued economic expansion of recent years.
CITY OF BURLINGAME, CA
CHANGES TO CAPITAL INVESTMENT RESERVE
Beginning Balance Established 3/31/15 (FY14-15)
$
3,000,000
Budget Transfer from General Fund in FY 2015-16
3,000,000
Add'I Budget Transfer from General Fund in FY 2015-16 (mid -year)
5,000,000
Decrease in Catastrophic Reserve Fund (mid -year)
2,500,000
Ending Balance 6/30/16
$
13,500,000
Budgeted Transfer from General Fund in FY 2016-17
3,000,000
Add'I Budget Transfer from General Fund in FY 2016-17 (mid -year)
4,000,000
Ending Balance 6/30/17
$
20,500,000
Budget Transfer from General Fund in FY 2017-18
3,000,000
Add'I Budget Transfer From General Fund in FY 2017-18 (mid year)
2,300,000
Ending Balance 6/30/18
$
25,800,000
Budget Transfer from General Fund in FY 2018-19
3,000,000
Ending Balance 6/30/19
$
28,800,000
Budget Transfer from General Fund in FY 2019-20
6,500,000
Transfer to fund New Community Center Project
(10,644,000)
Ending Balance 6/30/20
$
24,656,000
Purchase of Rule 20-A Credits (Saratoga)
(1,208,330)
Purchase of Rule 20-A Credits (Shasta County)
(2,250,000)
Budgeted Balance at 6/30/21
$
21,197,670
21
2021-22 Mid -Year Report
March 16, 2022
Unlike other amounts reflected in the fund balance of the Capital Projects Fund, Capital Investment
Reserve funding will not be appropriated to a specific project. Rather, the reserve accumulates for
capital projects to be initiated when timing is optimal and sufficient other funding is identified. An
appropriation from the Capital Investment Reserve was made in FY 2019-20 to supplement the
$38.9 million in proceeds from the issuance of the 2019 Lease Revenue Bonds to fund the
construction of the new Community Center. In FY 2020-21, strategic purchases of Rule 20A credits
from other agencies were made to offset the cost of undergrounding utility lines as part of the El
Camino Real Renewal Project. The $3.5 million purchase will provide over $11.5 million of funding
for that project, which is expected to cost approximately $30 million.
Generally, recommendations for funding this reserve are typically executed with each budget
adoption and again with the annual mid -year analysis. As the City is not anticipating a surplus in
the current fiscal year, the budget contains no additional funding for the Capital Investment
Reserve.
Other Funds
Although the General Fund is the main operating fund of the City, the City utilizes various
enterprise, capital, internal services, and special revenue funds to account for both governmental
and business -like activities. Finance staff reviewed all City funds for this mid -year analysis.
The chart below shows a summary of the impacts to all funds as a result of this mid -year
analysis:
CITY OF BURLINGAME, CA
BUDGET SUMMARY BY FUND
FY21-22
FY21-22
FY21-22
Current
New
Budget
Budget
Projection
Amendment
General Fund
$ 64,497,732
$ 65,858,332
$ 1,360,600
Capital Projects
15,370,000
15,787,500
417,500
Financing Authority
6,445,528
6,445,528
-
Water Enterprise
15,128,916
15,212,416
83,500
Sewer Enterprise
11,530,021
11,541,021
11,000
Parking Enterprise
831,600
881,800
50,200
Solid Waste Enterprise
685,937
697,937
12,000
Landfill Fund
261,035
271,035
10,000
Building Enterprise
3,156,663
3,226,663
70,000
Special Revenue Funds
406,500
406,500
-
Internal Service Funds
608,496
731,896
123,400
Total
$118,922,428
$121,060,628
$ 2,138,200
22
2021-22 Mid -Year Report
March 16, 2022
Capital Projects Fund — Staff identified two adjustments to the City's Capital Projects Fund.
In September 2021, the City Council authorized a $104,900 contract with SWA Group for schematic
design services for a Town Square on City parking lot E, transferred $105,000 from the General
Fund reserve to the Capital Project Fund, and appropriated the entire amount to fund this effort.
In October 2021, the City entered into a contract with Powerflex System Inc to install and operate
electric vehicle charging stations at the Donnelly parking garage in the amount of $312,500. The
majority of the contract amount ($300,000) will be reimbursed by CALeVIP, while the remaining
$12,500 will be covered by the City's Parking Enterprise Fund.
Debt Service Fund — No mid -year adjustments to the adopted budget for fiscal year 2021-22 are
needed for the City's Debt Service Fund.
Because the Community Center Lease Revenue Bonds proceeds are being drawn on as
construction continues, interest earnings on the Debt Service Fund will decrease in the current
fiscal year. This decrease was anticipated in the adopted budget for fiscal year 2021-22.
CITY OF BURLINGAME, CA
GENERAL FUND DEBT SERVICE OBLIGATIONS
FY21-22
Adopted
Description Maturity Budget
2006 Pension Obligation Bonds FY2036 $ 1,018,550
2012 Lease Revenue Bonds (Burl Ave Streetscape)* FY2042 551,688
2019 Lease Revenue Bonds (Community Center) FY2049 1,997,750
Debt Administration Costs 11,520
Subtotal, Principal and Interest 3,579,508
Contributions from Other Funds (810,330)
Net General Fund Debt Service $2,769,178
*100% reimbursed by the Special Assessment District and Parking Enterprise
Gas Tax (HUTA) and Road Repair and Accountability Act (RRAA) of 2017 — The Gas Tax is a
special revenue fund used to account for the revenue received from the State of California derived
from gasoline taxes. These funds may only be used for street purposes as specified in the State
Streets and Highways Code, so they have always been an important revenue source for the City's
Streets Capital Improvement Program. However, prior to the Road Repair and Accountability Act
of 2017 (SB 1), Highway Users Tax (HUTA) revenues were in large part tied to gasoline sales. As
a result of downward trends in taxable sales of gasoline, road and transit investments were not
keeping pace with the growth in transportation needs across the state.
23
2021-22 Mid -Year Report March 16, 2022
The RRAA provided a significant new investment in California's transportation systems - about $5.2
billion per year over the first decade of funding, split equally between state and local investments.
The Act enhanced HUTA allocations through increases in per gallon fuel excise taxes, diesel fuel
sales taxes, and vehicle registration taxes; stabilization of the problematic price -based fuel tax
rates; and inflationary adjustments to rates in future years. The Act more than doubled local streets
and road funds allocated from HUTA by also providing funds from new taxes through a new Road
Maintenance and Rehabilitation Account (RMRA). The RMRA allocations include funds from the
additional taxes enacted by SB 1: a 12 cent gasoline excise tax, a 20 cent diesel fuel excise tax,
and transportation improvement fees (vehicle registration taxes).
Each January, the California Department of Finance (DOF) provides new revenue estimates for
transportation tax revenues; estimates for the current fiscal year are adjusted modestly based upon
these new estimates. The adjustments result in an increase of $87,900 over the revenues initially
projected for FY 2021-22:
CITY OF BURLINGAME, CA
GAS TAX ALLOCATIONS
FY21-22
FY21-22
FY21-22
2019-20
FY20-21
Current
New
Budget
Adjustment
Description
Actuals
Actuals
Budget
Projection
Amendment Up (Down) %
2103 State Gasoline Tax
$ 209,047
$ 200,939
$ 232,100
$ 252,200
$ 20,100
8.7%
2105 State Gasoline Tax
154,650
153,441
170,500
175,900
5,400
3.2%
2106 State Gasoline Tax
110,441
101,029
108,900
110,800
1,900
1.7%
2107 State Gasoline Tax
195,275
207,631
216,800
239,800
23,000
10.6%
2107.5State Gasoline Tax
6,000
6,000
6,000
6,000
-
0.0%
RMRA (SB1)
529,775
553,402
578,600
616,100
37,500
6.5%
TCRF (S61) Loan Repyment
34,083
-
-
-
-
n/a
$ 1,239,270
$ 1,222,442
$ 1,312,900
$ 1,400,800
$ 87,900
6.7%
Storm Drainage Fund - The Storm Drainage Fund accounts for the storm drainage fees collected
due to an assessment approved by parcel owners in the city at a special election in May 2009. The
storm drainage fees (approximately $3.1 million in the current fiscal year) have supported three
bond issuances (Storm Drainage Revenue Bonds Series 2010, 2012, and 2016) in the past. In
June 2021, the City issued Storm Drainage Revenue Bonds, Series 2021 to provide additional
funding for improvements to the storm drain system, fund a reserve account for the bonds, and
refund the Storm Drainage Revenue Bonds Series 2012. A transfer of $2.6 million to the Debt
Services Fund was requested in the adopted budget for FY 2021-22 to cover the debt service
payment for the 2010, 2016, and 2021 bond issuances. No adjustments are needed to the fund's
FY 2021-22 budget.
Water & Sewer Funds - The COVID-19 stay-at-home mandates and state water conservation
mandates had a downward effect on municipal water demand. Overall consumption has dropped
about 9.3 percent for the first half of the fiscal year compared to the same period last year. Water
revenue for mid -year was about 49.8 percent of the current -year budget and approximately
$725,000 lower than from the same period last year ($10,348,000 vs. $11,073,000). As a large
portion of sewer charges are based on water consumption, sewer service revenues for mid -year
24
2021-22 Mid -Year Report March 16, 2022
were about 48.8 percent of the current -year budget. The City Council approved average rate
increases of 9% for the three calendar years beginning January 1, 2022, to increase the fund's net
investment in capital assets through improvements to the City's wastewater collection system and
treatment plant. Staff also saw a water consumption increase of 9.7 percent in February. Therefore,
no revenue budget adjustments are recommended at this time for either fund.
A combined increase of $94,500 for the operating expense budget is recommended at mid -year to
fund the unanticipated increase in BAWSCA fees for water conservation programs and outreach
materials ($30,000), unforeseen bucket truck rental costs ($26,000), an increase in the cost of
repair parts and materials ($35,000), and upgrades to incompatible devices ($3,500).
Solid Waste and Landfill Funds — The City Council approved increases in Solid Waste rates for
calendar years 2019, 2020, and 2021 to eliminate prior -year deficit spending, rebuild the fund's
rate stabilization reserve, and provide cost increases for the new franchise agreement with
Recology for collection services beginning January 1, 2021. Customer rates pay not only for solid
waste collection services, but also for the processing, staging, and shipment of materials at the
Shoreway facility, owned and operated by the South Bayside Waste Management Authority Joint
Powers Agreement (SBWMA), of which Burlingame is a member. Disposal fees and the cost of
organic waste programs also need to be covered in the rates. Rates must also provide for the costs
of monitoring and testing the City's former landfill and reducing the post -closure liability associated
with the landfill; the cost of City -sponsored waste reduction programs; street sweeping; and the
periodic steam cleaning of public trash receptacles. Increased operating and capital costs are
anticipated in this utility, as the State has finalized regulations pertaining to the reduction of
greenhouse gasses through the management of organic wastes. The regulations will require new
technologies that are currently being pursued by the SBWMA.
As an essential service, residents and businesses rely on the solid waste services the City provides
through its contracts and partnerships within the SBWMA. The pandemic has altered the character
of solid waste generation and created a revenue shortfall. Based on the SBWMA's estimation, the
deficits from solid waste operations for Burlingame were $442,500 and $455,000 for calendar years
2021 and 2022, respectively. Staff has proposed a rate increase of 5% for 2022, effective April 1,
2022. The public hearing for this increase is scheduled for March 21, 2022. The desire to keep the
Burlingame downtown area clean and free of take-out containers and other debris required the City
to keep two street sweepers in operation all year. On top of switching to renewable fuels, the recent
fuel price hike triggered the need for a $12,000 increase in the fuel budget. An adjustment of
$10,000 is also needed in the landfill budget to cover the annual permit fee from the State Water
Resources Control Board.
Building Enterprise Fund — Revenues in the Building Enterprise Fund (largely construction
permits and building plan check fees) are showing greater -than -anticipated activity in fiscal year
2021-22. Building permits activity is higher than anticipated, and fees are expected to come in
$265,600 higher than budgeted. The building plan check revenues are anticipated to exceed the
adopted budget (and prior -year results) by over $72,800, for a total budget amendment of nearly
$338,400.
25
2021-22 Mid -Year Report March 16, 2022
CITY OF BURLINGAME, CA
BUILDING FUND REVENUES
FY21-22
FY21-22
FY21-22
FY19-20
FY20-21
Current
New
Budget
Adjustment
Description
Actuals
Actuals
Budget
Projection
Amendment
Up (Down) %
Construction Permit Fee
$ 2,487,684
$ 1,801,300
$ 1,460,000
$ 1,725,600
$ 265,600
18.2%
Building Plan Check Fees
1,265,422
1,497,771
1,490,000
1,562,800
72,800
4.9%
Microfilm Fees
108,108
74,341
65,000
65,000
0
0.0%
Other Revenues
210,092
133,530
100,000
100,000
0
0.0%
Total
$ 4,071,306
$ 3,506,942
$ 3,115,000
$ 3,453,400
$ 338,400
10.9%
Offsetting these increased revenues somewhat, the Building Division requested a new full-time
equivalent Administrative Assistant I position in September 2021 to provide general clerical building
support and front counter duties and handle the backlog and respond to public records request.
The fiscal impact of this position was estimated at $71,000 at the time of approval.
A number of larger development projects are either under construction or are anticipated to be
under construction in the next few years. This includes large multiunit residential developments
beginning construction in the North Rollins Road area (1 Adrian Court and 30 Ingold Road) and a
large commercial project beginning construction on the Bayfront (567 Airport Blvd). Based on
Planning Division submittals, additional large-scale commercial projects (1699 Bayshore Highway,
1300 Bayshore Highway, 620 Airport Boulevard, and 777 Airport Boulevard) and multiunit
residential development projects (1766 El Camino Real and 1855-81 Rollins Road) are anticipated
in the next few years. Many of these projects have aggressive construction schedules, and an
additional Building Inspector I/II position is needed to ensure inspections are performed on a timely
basis. Therefore, staff is proposing to add an additional Building Inspector 1/11 (1.0 FTE) in the
Building Division of the Community Development Department. The estimated fiscal impact for the
reminder of the fiscal year is about $30,000.
A $40,000 increase is also needed in the area of contract services to provide additional support
with the new software upgrade and implementation ($30,000) and annual licensing fees for using
ECS Imaging Inc's services for scanning plans and documents ($10,000).
Parking Enterprise Fund — The Parking Enterprise Fund provides for the maintenance and
upkeep of the City's parking lots and metering equipment, including maintenance and utility service
for the electric vehicle (EV) charging stations in City lots. Parking fee revenue projections were
lowered because of statewide shelter -in -place orders. The new 161 Highland Ave parking garage,
which opened in late September 2021, provided an additional 368 parking spaces for public use in
the downtown. Staff anticipates that both parking fees and parking permits will trend upwards
toward pre -pandemic levels as the indoor mask mandate ended in February. Therefore, staff
proposes positive revenue adjustments for parking fees ($362,200) and parking permits ($67,000)
for FY 2021-22.
Internet costs needed to operate the pay stations, security cameras in the new parking garage,
meter repair expense, and the IPS group operating fee for smart meters suggest a budget increase
of $50,200 is necessary in the Parking Enterprise Fund.
26
2021-22 Mid -Year Report March 16, 2022
Internal Service Funds — Internal service funds (ISFs) are used to account for internal costs that
are borne by all departments/programs of the City. Allocation of these centrally incurred costs is
performed based on estimated usage or other metrics. Changes to the budget of an internal service
fund do not necessarily require an offsetting change in the fund's revenues (charges to the
participating departments), as each fund has a separate fund balance that can vary due to need.
However, these funds are carefully monitored to ensure that departments are appropriately and
adequately charged.
Facilities Services Fund— The Facilities Services Fund is used to account for the costs of services
provided by the Public Works Department in maintaining and repairing City facilities, including
custodial services, on a departmental cost -reimbursement basis. For the current fiscal year, an
increase of $67,000 to the fund's budget is requested to cover various contract services and
supplies: janitorial services for the New Community Center ($26,200), deep cleanings for City
facilities that were impacted by the COVID-19 virus ($4,000), emergency repair of the City Hall
elevator ($30,000), replacement of automatic external defibrillator pads and batteries ($3,000),
mobile device management software subscription ($1,800), and fuel costs due to a switch to
renewable fuels ($2,000).
Vehicle and Equipment Maintenance Fund — Approximately $2,150,000 was included in the
Fleet Division's adopted budget for fiscal year 2021-22 for the purchase of 14 new replacement
vehicles. Out of the 14 vehicles, four were originally budgeted in FY 2020-21, and the purchases
were deferred to FY 2021-22. As a result, staff re -budgeted $524,490 in FY2021-22. During the
mid -year budget process, staff also identified an additional Police vehicle was left out of the re -
budgeting process. Therefore, a $43,000 budget increase will be needed for FY 2021-22.
The department proposes to partially offset the unanticipated cost increases for GPS Insight vehicle
tracking software and dues and permits from various regulatory agencies (total $37,400) with a
reduction of its contractual services budget by $24,000. As a result, a net appropriation amount of
$13,400 will allow the Fleet Division to meet its operational needs in the current fiscal year.
Unfunded Needs
The identification and funding of capital projects and otherwise unfunded, long-term needs of the
City is a priority of the City Council. Since developing and prioritizing an initial list of unfunded
needs in fiscal year 2014-15, staff has explored various options to address the large liabilities
represented by the City's aging facilities. In February 2018, the Council approved a Measure I
spending plan that included partial debt financing of a new Community Center. The 2019 Lease
Revenue Bonds were issued for this purpose, resulting in $38.9 million in bond proceeds.
Other City facilities (other than the Recreation Center) have served their original intended design
life and are in need of major improvements. Though the City regularly invests in building
maintenance, major building components are overdue for replacement. A Building Facilities
Condition Assessment Study and Capital Improvement Master Plan, performed in 2016, concluded
that the City should consider replacing older buildings before maintenance costs increase
significantly. As part of the 2019-20 Goal -Setting Session, the City Council reviewed a list of 17
large unfunded infrastructure projects that carried a total magnitude of cost ranging between $637
million and $786 million. Because these were all multi -year projects, the Council identified the top
27
2021-22 Mid -Year Report March 16, 2022
five infrastructure initiatives it would focus on developing in the coming years: 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.
As funding options are explored, these and other capital needs will compete for General Fund
resources and challenge the organization's capacity to successfully undertake future projects.
Although funds have been set aside in the City's Capital Investment Reserve, these major
projects will require a financing package of hundreds of millions of dollars. For example, the
City's matching obligations for the Broadway Grade Separation project will be substantial. An
estimated $15 million in funding from the Capital Investment Reserve was set aside for this
purpose. The reserve is generally funded by annual surpluses and one-time revenues. As a
result, no funding can be anticipated in years of economic downturn. In fact, once revenues
recover from the current pandemic -induced declines, the City will prioritize a rebuilding of General
Fund reserves. Non -capital needs, such as accrued pension liabilities, present additional
challenges that should be kept in mind when reviewing the current General Fund Five -Year
Forecast.
General Fund Five -Year Financial Forecast
The purpose of the five-year financial forecast is to provide the City Council and public an updated
assessment of the City's operating fund fiscal health that takes into account the latest economic
developments. It includes a historical perspective on revenues and expenditures over the next fiscal
years through FY2026-27. The value of the forecast assists the Council and City management in
understanding the City's ability to fund the current level of services being provided and determine
if it is likely to be sustainable in the future under the current City revenue structure.
The five-year forecast attached to this report as Attachment A was developed using the FY 2021-
22 budget, adjusted for the recommended adjustments in this report, as a starting point for
estimating revenues and expenses of future operating budgets.
To evaluate the ongoing impact of each of the updated General Fund projections described in the
City's five-year forecast, it is important to consider which adjustments reflect one-time events, and
which represent a fundamental change in the City's revenue or expenditure structure. One-time
revenues cannot be relied upon to augment ongoing services, just as non -reoccurring costs will not
drain the General Fund on a continuing basis. Therefore, no sale of General Fund assets or one-
time subsidies are assumed in the five-year forecast.
Revenues associated with the Measure 1 '/4 % transaction/sales tax are now included in the City's
five-year forecast, as are the offsetting expenditures identified in the Measure I spending plan.
Measure I revenues and expenditures are accounted for in a subfund of the City's General Fund to
provide maximum transparency as to the use of these resources but are always included when
reporting General Fund activities.
The five-year forecast was prepared with careful consideration to each revenue and expenditure
category. These analyses roll up to the summary forecast shown in Attachment A. General Fund
revenues are monitored closely. In the past, projections have been based upon a rolling forecast
model that combined actual results with smoothed, multi -year historical data. But the pandemic-
W-11
2021-22 Mid -Year Report March 16, 2022
induced recession dramatically altered the City's General Fund revenue results last year, and
recovery will take a different pace for each revenue category. Forecast assumptions now rely
heavily on information from third -party experts, published industry indices, and/or data collected
from City departments. Adjustments are also made for known and/or assumed financial factors
such as economic and legislative changes at the national, state, and local level. This analytical
strategy allows a different growth assumption to be applied for every account within a revenue or
expenditure category.
With revenues forecasted to grow from pandemic lows, the examination of General Fund
expenditures becomes critical in the evaluation of how quickly the City will be able to rebuild the
reserves necessary for long-term fiscal health. In general, assumptions regarding future personnel
costs (which constitute slightly over half of the General Fund budget) must be carefully considered.
Whereas City revenues can vary widely with the economy, decisions made about employee costs
have less of an immediate impact on operating budgets but may carry long-term implications that
could stifle the ability to provide an appropriate level of services in the future. Therefore, the City
has, to the extent possible, limited the addition of full-time equivalent (FTE) positions to the
workforce. But the trend of most concern in governmental expenditures — the long-term costs for
pension and other benefits for full-time employees — must remain uppermost in budgetary
considerations.
The City of Burlingame offers its permanent employees a defined benefit pension plan that is
administered by the California Public Employees' Retirement System (CaIPERS). Retirement costs
continue to rise in part due to actions taken by the CalPERS Board to mitigate the impacts of past
investment performance, a prolonged low -interest rate environment, and the volatility anticipated
in future investment returns. To increase the likelihood that assets set aside to fund retirement
obligations will be sufficient to meet the demand of retiring workers, the Board has reduced its
investment return assumption (discount rate), and decreased the number of years over which
investment gains and losses are amortized (from 30 to 20 years). CalPERS reported a 21.3% net
return on investments for the 12-month period that ended June 30, 2021. The double-digit return
triggered a reduction in the discount rate used to calculate employer and Public Employees'
Pension Reform Act (PEPRA) member contributions. The discount rate dropped to 6.8% from its
then -current level of 7%. On November 15, 2021, the CalPERS Board of Directors voted to keep
this discount rate — the long-term interest rate used to fund future pension benefits. These and
other actuarial assumption changes will serve to push employer required pension contributions
upward over the course of the next five to ten years, as investment returns will be relied upon less,
and contributions relied upon more, in order to fund pension obligations.
In order to smooth the impact of pension rate increases to future operating budgets, the City
established a § 115 pension trust fund with Public Agency Retirement Services (PARS). A
prefunding strategy was adopted utilizing a "target" rate of funding, representing the average rate
of projected employer contributions that would be required from CalPERS over the next 15 years.
we,
2021-22 Mid -Year Report
March 16, 2022
CITY OF BURLINGAME, CA
CONTRIBUTIONS TO PENSION TRUST
BY FUND
2017-181
Actuals
2018-19
Actuals
2019-202
Actuals
2020-21
Actuals
2021-22
Actuals
Total
Contributions
General Fund
4,139,920
2,838,000
2,957,000
2,250,000
1,852,000
14,036,920
Admin/IT
5,641
5,200
3,950
6,000
4,700
25,491
Building Enterprise
82,011
75,900
57,900
86,000
67,800
369,611
Facilities
56,212
51,900
39,300
45,000
35,800
228,212
Fleet/Equipment
36,669
30,100
23,460
28,000
23,900
142,129
Landfill Fund
4,752
4,600
3,490
4,000
3,500
20,342
Parking Enterprise
19,122
17,500
13,200
16,000
12,600
78,422
Sewer Enterprise
169,791
158,200
117,700
139,000
113,800
698,491
Solid Waste Enterprise
30,101
28,000
20,000
24,000
19,500
121,601
Water Enterprise
205,573
188,300
143,000
172,000
138,400
847,273
TOTALS
4,749,792
3,397,700
3,379,000
2,770,000
2,272,000
16,568,492
1 Includes additional $1 million General Fund contribution at mid -year.
Z Includes additional $800,000 General Fund contribution for CCFD.
Salaries and wages have been broadly projected at levels that assume all existing labor
agreements are adhered to until expiration, and the use of part-time employees is resumed in FY
2022-23. Many of the current MOUs with the City's bargaining units expire at the end of calendar
year 2022. The long-term forecast reflects growth in salaries and wages at a conservative level of
3 percent once these contracts expire.
Another part of the personnel cost budgets is the pre -funding of retiree medical benefits (OPEB).
Funded on a pay-as-you-go basis until the 2013-14 fiscal year, the cost of these benefits, largely
incurred in prior years, is now being pre -funded through an (external) irrevocable trust. These costs
represent a surcharge of approximately 20 percent on regular salaries and benefits. The normal
cost (cost of the benefit earned by active employees for the current fiscal year) is included in all
personnel cost projections and should decrease over time because retiree medical benefits offered
to new employees (since 2012) are greatly reduced. According to the latest OPEB actuarial
valuation report, the amount of the surcharge needed will gradually decrease to approximately 15%
of payroll in the current fiscal year due to changes in actuarial assumptions and census data.
Beginning with the 2016-17 fiscal year budget, staff has recommended that the budgeted transfer
from the General Fund to the Capital Projects Fund be established based on the City's capital
needs for the upcoming fiscal year, as opposed to a portion of TOT revenues, to the extent there
is staff capacity in the organization to accomplish the identified projects. To mitigate the draw on
the General Fund reserves because of the pandemic, the current year's transfer was maintained
at a low level of $3.3 million. The five-year forecast shows a transfer of $5.2 million for capital
projects for FY 2022-23, though that amount is still subject to review. Because the City Council
has prioritized several large infrastructure improvement projects that will require significant City
funding, the transfer for capital projects is the single largest variable in the General Fund five-year
forecast. Although the new Capital Improvement Program (CIP) schedule is not yet finalized, the
forecast assumes that projects in the pre -pandemic CIP will kick in for the 2022-23 fiscal year and
beyond.
No contributions to the Capital Investment Reserve in the Capital Projects Fund are anticipated at
this time.
30
2021-22 Mid -Year Report March 16, 2022
Although the broad assumptions that underlie the five-year forecast are considered to be
conservatively realistic, any number of risk factors could result in a less positive forecast, including
the emergence of additional coronavirus variants, ineffective monetary policy by the Federal
government, another major retrenchment of consumer spending, escalating inflation, war, or an
emergency event. Conversely, improved revenues from the implementation of business
development strategies, or simply pent-up demand for travel and personal services may provide
the headwind to stronger revenues and surpluses in the future. No single strategy is assumed to
succeed (and included in the five-year forecast) until the result is imminent. Staff has endeavored
to provide the most realistic budgetary projections possible using the most recent data available.
Analysis of the General Fund and City operations as a whole will continue through the development
of the fiscal year 2022-23 budget and will undoubtedly provide revisions to this five-year forecast.
Longer term financial planning is not limited to the General Fund. The City's other operating funds
are also examined for unfunded liabilities and future vulnerabilities, and adjustments are made as
needed. To the extent these funds are not self-sustaining, they can indicate a drag on the City's
General Fund operations. To avoid such a condition, long-term plans are updated frequently, and
any changes in the outlook of these funds are brought to the City Council's attention through the
budget, mid -year analysis, and other financial reporting processes currently in place.
FISCAL IMPACT
Authorization of the budget amendments described in this report update the previous allocation of
City resources for the 2021-22 fiscal year, reflecting changes in economic conditions and the City's
current operations and fiscal year-to-date performance. The City Council may consider revisions
to the mid -year adjustment in the attached budget resolution, and/or additional amendments to the
FY 2021-22 budget. The overall goal is to provide the most accurate picture of the 2021-22 fiscal
year's standings in preparation for the FY 2022-23 budget and to assist decision makers in planning
for the City's needs in the long-term.
Exhibits:
• Mid -year Budget Amendments Resolution
Resolution Authorizing Position Amendments and Adopting an Amended City of Burlingame
Salary Schedule
31
2021-22 Mid -Year Report March 16, 2022
City of Burlingame
FY 2021-22 Mid -year Report
Attachment A - General Fund Five -Year Forecast
2021-22 New 2022-23 2023-24 2024-25 2025-26 2026-27
Projection Forecast Forecast Forecast Forecast Forecast
Revenue Categories
Property Taxes
26,840,000
27,937,000
29,463,000
31,081,000
32,796,000
34,614,000
Sales Tax (including Measure 1)
16,623,000
16,955,000
17,294,000
17,640,000
17,993,000
18,533,000
Transient Occupancy Tax
10,000,000
12,975,000
16,868,000
20,242,000
21,659,000
22,742,000
Other Taxes - Franchise Tax
1,590,000
1,604,000
1,641,000
1,680,000
1,719,000
1,760,000
Other Taxes - Business Licenses
700,000
714,000
728,000
743,000
758,000
766,000
Other Taxes -Transfer Tax
850,000
550,000
561,000
572,000
583,000
595,000
Other Taxes - State HOPTR
62,000
63,000
64,000
65,000
66,000
67,000
Licenses & Permits
79,600
80,000
80,000
80,000
80,000
80,000
Fines, Forfeitures & Penalties
816,800
874,000
935,000
972,000
1,001,000
1,021,000
Use of Money & Property
200,000
210,000
221,000
232,000
244,000
256,000
Charges for Services
5,603,762
6,725,000
7,061,000
7,273,000
7,491,000
7,491,000
Other Revenue
75,860
76,000
76,000
76,000
76,000
76,000
Federal COVID Relief Fund
3,695,000
-
-
-
-
-
State Subventions
167,000
200,000
200,000
200,000
200,000
200,000
Interest Income
1,200,000
1,224,000
1,248,000
1,285,000
1,336,000
1,403,000
Total Revenues
68,503,022
70,187,000
76,440,000
82,141,000
86,002,000
89,604,000
Expenditure Categories
Salaries & Wages
Benefits
Operating Costs
Internal Services
Capital Outlay
Total Expenditures
Revenues Over(Under)Expenditures
Transfer In (Out)
Transfer to CIP Project Funds
Transfer to Debt Service Fund
Transfers In (Out) - other funds
Transfer to Capital Investment
Change in Fund Balance before
Adjustments
Adjustments
Transfer to Pension 115 Trust
Net Surplus / (Deficit)
(20,794,107)
(21,418,000)
(22,061,000)
(22,722,000)
(23,404,000)
(24,106,000)
(13,880,828)
(14,825,624)
(15,487,624)
(16,184,624)
(16,774,624)
(17,399,624)
(25,504,470)
(26,447,000)
(27,431,000)
(28,457,000)
(29,529,000)
(30,647,000)
(5,643,927)
(5,094,000)
(5,278,000)
(5,469,000)
(5,655,000)
(5,849,000)
(35,000)
(250,000)
(258,000)
(266,000)
(274,000)
(282,000)
(65,858,332)
(68,034,624)
(70,515,624)
(73,098,624)
(75,636,624)
(78,283,624)
2,644,690 2,152,376 5,924,376 9,042,376 10,365,376 11,320,376
(3,265,000) (5,18S,000) (9,460,000) (12,890,000) (8,510,000) (6,460,000)
(3,579,508) (3,599,800) (3,622,700) (3,650,000) (3,121,800) (3,104,800)
1,756, 230 1,822,000 1,855,000 1,893,000 1,792,800 1,512,600
(2,443,588) (4,810,424) (5,303,324) (5,604,624) 526,376 3,268,176
(1,852,000) (1,265,000) (852,000) (482,000)
(4,295,588) (6,075,424) (6,155,324) (6,086,624) 526,376 3,268,176
FUND BALANCE
2021-22
2022-23
2023-24
2024-25
2025-26
2026-27
General Fund Beginning Bal.
45,207,059
42,763,472
37,953,048
32,649,724
40,045,100
40y571,476
General Fund Ending Bal.
42,763,472
37,953,048
32,649,724
27,045,100
40,571,476
43,839,652
Assigned Balance:
18,941,000
19,345,000
20,846,000
22,214,000
23,140,000
24,005,000
Econ. Stability Reserve @ 24% of 1
16,441,000
16,845,000
18,346,000
19,714,000
20,640,000
21,505,000
Catastrophic Reserve ($2 mil.)
2,000,000
2,000,000
2,000,000
2,000,000
2,000,000
2,000,000
Contingency Reserve ($500,000)
500,000
500,000
500,000
500,000
500,000
500,000
PARS restricted cash
17,575,356
18,840,356
19,692,356
20,174,356
20,174,356
20,174,356
Unassigned Fund Balance
6,247,116
(232,308)
(7,888,632)
(15,343,256)
(2,742,880)
(339,704)
32
2021-22 Mid -Year Report
March 16, 2022
Attachment A — General Fund Five -Year Forecast
(Continued)
General Fund - Top 3 Revenues
-Property Taxes —Sales Tax (including Measure1) —Transient Occupancy Tax
40
c
35 33 � 35
31
30 29 � 28� 29""---
27
25 i 23l 24�
23
20 22 20 20---_ 22
18— 16-� 17 � 17= 1718— 1� 19
15 15
13
10 _ 1�
5 6
201E-19 2019-20 2020-21 2021-22 2022-23 2023-24 202425 2025-26 2026-27
Actual Actual Actual New Forecast Forecast Forecast Forecast Forecast
Projection
General Fund Assigned + Unassigned Balance
C� Fund Balance (Assigned + Unassigned) O Draw from Other Sources
�Econ. Stability Reserve @ 24% of GF Rev. —Catastrophic Reserve ($2 mil.)
Contingency Reserve ($500,000)
45
c
40
35
30
25
20
15
10
5
0
201E-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27
General Fund Revenues vs. Expenses
Baseline Expenses Transfer to CIP � Transfer to Capital Investment —Reverues
110
0 100
g 90
80
70
60
50
40
30
20
10
. rT
201E-19 2OM20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27
33
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME APPROVING
ADJUSTMENTS TO ESTIMATED REVENUES AND APPROPRIATIONS FOR THE
FISCAL YEAR 2021-22 BUDGET
RESOLVED, by the CITY COUNCIL of the City of Burlingame, California and this Council
does hereby APPROVE and AUTHORIZE the Finance Director & Treasurer to amend the current
Fiscal Year 2021-22 Budget as outlined below to reflect actual fiscal conditions and projections
outlined in the Mid -Year Report:
Amendments to Estimated Revenues:
General Fund:
Property Tax
1,850,000
Sales and Use Tax
1,327,000
Transient Occupancy Tax
(3,500,000)
Other Taxes - Franchise Tax
(15,000)
Other Taxes - Business Licenses
(100,000)
Other Taxes - Transfer Tax
300,000
Licenses & Permits
6,400
Fines, Forfeitures & Penalties
(71,200)
Charges for Services
788,540
Other Revenue
45,860
Federal COVID Relief Fund
795,000
Other Funds:
Gas Tax - Highway User's Tax
50,400
Gas Tax - Road Repair & Accountability Act
37,500
Parking Enterprise — Parking Fees
362,200
Parking Enterprise - Monthly Parking Permits
67,000
Building Enterprise - Permit Fees
265,600
Building Enterprise - Building Plan Check Fees
72,800
General Liability Insurance Fund
750,000
Amendments to Appropriations:
General Fund
Human Resources 30,000
Police & Dispatch 142,000
Engineering 80,000
Community Development 65,000
Parks 1,026,000
Library 17,600
Water Enterprise Fund
83,500
Sewer Enterprise Fund
11,000
Parking Enterprise Fund
50,200
Solid Waste Enterprise Fund
12,000
Landfill Fund
10,000
Building Enterprise Fund
70,000
Facilities Services Fund
67,000
Fleet/Equipment Service Fund
56,400
General Liability Insurance Fund
750,000
Revisions to Transfers In / Out:
Transfer Out from General Fund to Special Revenue Fund 30,000
Transfer In to Special Revenue Fund for: 30,000
Park Donation & Replacement (9560)
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 16th
day of March, 2022 and was adopted thereafter by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
City Clerk
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME
AUTHORIZING POSITION AMENDMENTS AND ADOPTING AN AMENDED
CITY OF BURLINGAME SALARY SCHEDULE
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:
• Reclassification of one Library Assistant II position to Administrative Assistant I position in
the Library Department;
• Deletion of one vacant Deputy Finance Director (-1.0 FTE) position in the Finance
Department;
• Addition of one Financial Services Manager (1.0 FTE) position in the Finance Department
and adoption of the Financial Services Manager classification and salary range;
• Reclassification of one Senior Management Analyst position to Financial Services
Manager position in the Finance Department;
• Reclassification of one Payroll Administrator position to Senior Accountant position in the
Finance Department;
• Reclassification of one Accounting Technician position to Customer Services Supervisor
and adoption of the Customer Services Supervisor classification and salary range;
• Addition of one Accounting Technician (1.0 FTE) in the Finance Department; and
• Addition of one Building Inspector 1/11 (1.0 FTE) in the Building Division of the Community
Development Department; and
• Revision of Accountant classification and adoption of Accountant 11 salary range; and
• Revision of Sustainability Coordinator classification; and
WHEREAS, the basis for the proposed changes is fully detailed in the staff report for this
item on the March 16, 2022 City Council agenda; and
WHEREAS, the proposed changes are contingent upon adoption of the Fiscal Mid -Year
2021-22 Budget revisions; and
WHEREAS, the bargaining units representing the impacted classifications have reviewed
the proposed changes and have not brought forth any objections or concerns; and
WHEREAS, the changes require the City Council to adopt an amended City of Burlingame
Salary Schedule.
NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Burlingame finds,
orders, and declares that:
1. The Council approves the reclassification of one Library Assistant II position to
Administrative Assistant I position in the Library Department;
2. The Council approves the deletion of one vacant Deputy Finance Director (-1.0 FTE)
position in the Finance Department;
3. The Council approves the addition of one Financial Services Manager (1.0 FTE)
position in the Finance Department and adoption of the Financial Services Manager
classification and salary range;
4. The Council approves the reclassification of one Senior Management Analyst position
to Financial Services Manager position in the Finance Department;
5. The Council approves the reclassification of one Payroll Administrator position to
Senior Accountant position in the Finance Department;
6. The Council approves the reclassification of one Accounting Technician position to
Customer Services Supervisor and adoption of the Customer Services Supervisor
classification and salary range;
7. The Council approves the addition of one Accounting Technician (1.0 FTE) in the
Finance Department; and
8. The Council approves the addition of one Building Inspector 1/11 (1.0 FTE) in the
Building Division of the Community Development Department; and
9. The Council approves the revision of Accountant classification and adoption of
Accountant 11 salary range; and
10. The Council approves the revision of Sustainability Coordinator classification; and
11. The Council adopts the amended City of Burlingame Salary Schedule.
Ricardo Ortiz, 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 16th day of March
2022, and was adopted thereafter by the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
Meaghan Hassel Shearer, City Clerk
SUSTAINABILITY COORDINATOR PROGRAM
MANAGER
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 necessaryfor entry into the class and do not necessarily convey the qualifications of incumbents
within the position.
DEFINITION
Under general direction of the City Manager, the Sustainability Program Manager is responsible for
planning, organizing, directing and coordinating a greenhouse gas (GHG) emission reduction and
environmental sustainability program. The incumbent will coordinate with City departments and the public
to establish and implement an action plan for City operations and the community -at -large to implement the
City's Climate Action Plan and to promote sustainability principles in general.
DISTINGUISHING CHARACTERISTICS
The incumbent will be a person with vision and commitment to sustainability efforts with the desire to
make a change in the community. The majority of work will involve independent thinking, departmental
coordination, and active community involvement.
IMPORTANT AND ESSENTIAL DUTIES: (include but are not limited to the following)
• Develop and coordinate sustainability strategy and programs for City.
• Formulate sustainability policies.
• Coordinate Build and manage sustainability activities among departments, external agencies and
community organizations, and City-wide.
• Serve as a technical resource on sustainability initiatives.
• Work with City departments to establish sustainable practices applicable to their respective
functions.
• Keep City current on Federal, State, and local legislation affecting sustainability programs and
projects, and analyze implications of new regulations and requirements.
• Evaluate proposed sustainability measures to prioritize investment through life cycle costing and
cost/benefit analysis. Develop processes to track progress in achieving environmentally sustainable
goals and objectives.
• Write grant applications.
• Act as a City liaison on sustainability topics to private organizations and other government
agencies.
• Make presentations to Council, other City departments, and applicable outside organizations.
• Prepare public information materials.
• Prepare reports, correspondence, spreadsheets, and PowerPoint presentations.
• Establish and maintain effective working relationships.
• Maintain complete and accurate records.
A115 SUSTAINABILITY ROGRAM MANAGER
PAGE 1 OF 3
—Perform other duties as assigned.
Education and Experience:
Any combination equivalent to experience and education that could likely provide the required knowledge,
skills, and abilities would be qualifying. A typical way to obtain the knowledge, skills, and abilities would
be:
Experience: One or- mer-eThree to five years of experience in the field of sustainability program oversight
and administration.
Education: Bachelor's in environmental science, engineering, economics, planning, or other
pertinent field. Demonstrated experience of coordinating or overseeing programs in a public sector
environment is highly desirable and one or more years of experience in a field related to
sustainability practices.
License/Certificate
A valid Class C California Driver's License.
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:
• Principles and practices of program planning, implementation, and evaluation.
• Principles of customer service and community relations.
• Sustainability programs and environmental issues.
• Presentations and networking.
Ability to:
• Effectively and clearly communicate — both verbally and in writing.
• Work independently.
• Conduct research and analyze data.
• Be flexible.
• Make public presentations.
• Administer programs.
• Lead with a vision.
• Motivate and network.
• Learn applicable laws, statutes, ordinances,
• Complete clear and concise reports and correspondence.
• Collect, organize and analyze information.
• Operate assigned equipment.
SPECIAL REQUIREMENTS
This class specification should not be interpreted as all-inclusive. It is intended to identify the
essential functions and requirements of this job. Incumbents may be requested to perform job -
related responsibilities and tasks other than those stated in this specification. Any essential
function or requirement of this class will be evaluated as necessary should an incumbent/applicant
be unable to perform the function or requirements due to a disability as defined by the Americans
with Disabilities Act (ADA). Reasonable accommodation for the specific disability will be made
for the incumbent/applicant when possible.
A115 SUSTAINABILITY ROGRAM MANAGER
PAGE 2 OF 3
PHYSICAL, MENTAL AND ENVIRONMENTAL WORKING CONDITIONS
Physical Requirements: Work in an office environment; ability to sit, stand, walk, kneel, crouch, squat,
stoop, crawl, twist, climb.
Working Conditions: Work in a standard office environment; availability to work irregular hours, including
evenings, nights, or some weekends.
Al15
SUSTAINABILITY COORDINATOR ROGRAM MANAGER
NON-EXEMPT
AFSCME LOCAL 829 ADMINISTRATIVE UNIT
03/2020
03/2022
A115 SUSTAINABILITY ROGRAM MANAGER
PAGE 3 OF 3
OU .U. iGAME ACCOUNTANT I/II
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 general supervision, performs professional level accounting duties, including general
accounting, financial and statistical reporting in accordance with Generally Accepted Accounting
Principles (GAAP) and governmental accounting standards; assists in auditing City funds and
accounts; performs other related duties as required.
DISTINGUISHING CHARACTERISTICS:
Accountant I
The Accountant I is the entry-level classification in the accountant series that allows the incumbent to
develop journey level knowledge and abilities. Initially, under immediate supervision, incumbents
perform the more routine professional level accounting duties while learning City policies and
procedures. As experience is gained, there is greater independence of action within established
guidelines. Upon successful completion of at least one year as an Accountant I and being able to perform
the full scope of professional accounting duties with minimal supervision, incumbents are eligible for
promotion to the class of Accountant IL This classification is distinguished from the next higher -level
classification of Accountant II by the performance of the full scope of professional accounting duties and
a greater degree of independence of action.
Annrnmtnnt TT
The Accountant II is the journey professional level classification in which incumbents are
expected to perform the full scope of professional accounting duties with minimum supervision.
Successful performance requires a thorough knowledge of governmental accounting procedures
and the ability to exercise sound independent judgment. This classification is distinguished from
the next higher classification of Senior Accountant in that the latter is responsible for the overall
work of the assigned projects.
This is a flexibly staffed classification that may be filled at either level.
SUPERVISION RECEIVED/EXERCISED:
Receives general supervision from the Financial Services Manager and/or Senior Accountant.
May exercise functional and technical supervision over assigned staff for assigned projects.
ESSENTIAL FUNCTIONS: (include but are not limited to the following)
• Performs professional level accounting duties, including general accounting, revenue
tracking, accounts receivable, accounts payable, CIP, and fixed asset accounting.
• Compiles the monthly balance sheets, cash receipts, and disbursement statements; prepares
journal entries and adjustments to the general ledger; prepares a variety of financial and
statistical reports, including year-end and month -end reporting.
• Prepares financial and statistical statements in accordance with Generally Accepted
Accounting Principles and governmental accounting standards; assists in auditing City funds
and accounts; compiles and prepares financial statements, general and subsidiary ledgers,
supporting schedules, and other financial and statistical reports; establishes and maintains
complete files and records related to assigned functions; participates in the maintenance of
various computer files and records; inputs and retrieves a variety of fiscal and statistical
information.
• Assists in maintaining budgetary control over City departmental expenditures; reviews
accounting system conformity and compliance with accounting procedures and legal
requirements; monitors various accounts ensuring availability of funds and classification of
expenditures.
• Assigns and audits accounts and vendor numbers; reconciles records to established balances;
identifies and resolves discrepancies; allocates costs to appropriate ledger accounts; makes
journal entries.
• Conducts internal audits; works in conjunction with private auditors or outside consultants;
verifies the classification of funds and accounts; verifies and checks accuracy of off-line
computer generated reports; researches and analyzes transactions.
• Advises operating departments on established City accounting procedures and regulations;
attends meetings and conferences as required.
• Establishes positive working relationships with representatives of community organizations,
state/local agencies and associations, City management and staff, and the public.
PHYSICAL, MENTAL, AND ENVIRONMENTAL WORKING CONDITIONS:
Position requires prolonged sitting, standing, walking, reaching, twisting, turning, kneeling,
bending, squatting, and stooping in the performance of daily activities. The position also
requires grasping, repetitive hand movement and fine coordination in preparing statistical reports
and data using a computer keyboard. Additionally, the position requires near vision in reading
correspondence, statistical data, and using a computer. Acute hearing is required when providing
phone and personal service. The need to lift, drag, and push files, paper, and documents
weighing up to 25 pounds also is required.
Some of these requirements may be accommodated for otherwise qualified individuals requiring
and requesting such accommodations.
QUALIFICATIONS: ('The following are minimal qualifications necessary for entry into the classification)
Education and/or Experience:
Any combination of education and experience that has provided the knowledge, skills, and
abilities necessary for an Accountant. A typical way of obtaining the required qualifications is to
possess the equivalent of
two years of responsible professional aeeettntiag exper-ienee, and a baehelef:'s degree i
asceu t g, business administration, finnee, or- a related fie k
Accountant I
One year of responsible professional accounting experience, and a bachelor's degree iin
accounting, business administration, finance, or a related field.
Accountant II
Two years of responsible professional accounting experience, and a bachelor's degree _ in
accounting, business administration, finance, or a related field.
ACCOUNTANT
Paget of 3
License/Certificate:
Possession of, or ability to obtain, a valid Class C California driver's license.
KNOWLEDGE/ABILITIES/SKILLS: (The following are a representative sample of the KAS's necessary to
perform essential duties of the position)
Knowledge of:
Generally Accepted Accounting Principles (GAAP) and Basic Principles of Accounting as applied to
Governmental Accounting Standards (GASB); principles and practices of municipal government
accounting; principles and practices of automated financial systems; grant and fund accounting; account
analyses; financial statement preparation; auditing; basic billing, and banking and collection procedures;
basic principles of mathematics; applicable federal, state, and local laws, codes, and regulations; methods
and techniques of scheduling work assignments; standard office procedures, practices, and equipment;
modern office practices, methods, and equipment, including a computer and applicable software;
methods and techniques for record keeping and report preparation and writing; proper English, spelling,
and grammar; occupational hazards and standard safety practices.
Ability to:
Examine and verify financial documents, reports and transactions; prepare a variety of financial
statements, reports, and analyses; analyze, post, balance, and reconcile financial data, ledgers, and
accounts; direct and review the work of assigned support staff, perform mathematical calculations
quickly and accurately; 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; analyze a
complex issue and develop and implement an appropriate response; follow written and oral directions;
observe safety principles and work in a safe manner; communicate clearly and concisely, both orally and
in writing; establish and maintain effective working relationships.
Skill to:
Operate standard office equipment, including a computer and variety of word processing and software
applications, including financial and accounting programs.
A-109 ACCOUNTANT I
XXX ACCOUNTANT II
AFSCME 829 ADMINISTRATIVE UNIT
NON-EXEMPT
REVISED: April 2009
July 2013
March 2022
ACCOUNTANT
Page3 of 3
}
2�'.LPNr7'%N`' CUSTOMER SERVICES SUPERVISOR
Class specifications are only intended to present a descriptive summary of the range of duties and responsibilities that are
associated with specified positions. Therefore, specifications may not include all duties performed by individuals within a
classification. In addition, specifications are intended to outline the minimum qualifications necessary for entry into the class and
do not necessarily convey the qualifications of incumbents within the position.
DEFINITION:
Under direction, supervise staff within the Utility Billing and Business Licenses division of the Finance
Department; provides excellent customer service to internal and external customers pertaining to the billing
and collection of City of Burlingame utility accounts, business licenses, and/or the receipts and accounting
for City monies; resolves complex financial transactions; performs related work as assigned.
DISTINGUISHING CHARACTERISTICS:
The Customer Services Supervisor is the full supervisory classification assigned to direct the daily
operations of the Utility Billing and Business License division. Performance of the work requires the use
of considerable independence, initiative, and discretion within established guidelines. This classification is
distinguished from the lower classifications of Accounting Technician or Accounting Assistant II, as this
position has supervisory and lead responsibilities for the division, and works with greater independence.
SUPERVISION RECEIVED/EXCERCISED:
Exercises supervision over lower level staff. Receives supervision from higher level personnel.
ESSENTIAL FUNCTIONS: (include but are not limited to the following)
• Plans, organizes, directs, supervises, reviews and evaluates the work of assigned staff and participates
in the customer service activities within the Utility Billing and Business License division including
billing, cashiering and/or collection functions;
• Provides training and professional development of assigned staff; Implements programs, maintains
efficiency in customer service operations;
• Performs professional, technical, analytical and reconciliation work in the area of water and sewer
revenues and receivables. Oversees and supervises work flow and work requests, data input and
reporting in the City's computerized maintenance management software.
• Prepares reports and maintains records within utility billing program areas and administration
programs for the Department; conducts evaluations of the same.
• Resolves the most complex customer service issues and complaints;
• Processes, balances and audits bank deposits; makes necessary bank adjustments;
• Ensures compliance with various rules, regulations, codes, state and federal laws pertaining to billing
and collections;
• Uses complex computer software to produce documents and data; Makes complex arithmetic or
statistical calculations;
• Designs and prepares departmental forms and operational manuals; Prepares correspondence on
procedural or informational matters;
• Provides information to the public or to City staff that requires the use of judgment and the
interpretation of policies, rules or procedures;
• Establishes positive working relationships with representatives of community organizations,
state/local agencies and associations, City management and staff, and the public.
PHYSICAL, MENTAL AND ENVIRONMENTAL WORKING CONDITIONS:
Position requires prolonged sitting, standing, walking, reaching, twisting, turning, kneeling, bending,
squatting, and stooping in the performance of daily activities. The position also requires grasping, repetitive
hand movement, and fine coordination in preparing statistical reports and data using a computer keyboard.
Additionally, the position requires near vision in reading correspondence, statistical data, and using a
computer. Acute hearing is required when providing phone and personal service. The need to lift, drag,
and push files, paper, and documents weighing up to 25 pounds also is required.
Some of these requirements may be accommodated for otherwise qualified individuals requiring and
requesting such accommodations.
QUALIFICATIONS: (The following are minimal qualifications necessary for entry into the classification)
Education and/or Experience:
Any combination of experience and education that would provide the required knowledge and
ability is qualifying. A typical combination is:
Education:
College courses in Accounting, Business Administration, or a closely related field. Bachelor's
degree preferred.
Experience:
4 years of experience performing a variety of advanced utility billing customer service work,
including one year of lead or supervisory experience.
License/Certificate:
Possession of, or ability to obtain, a valid Class C California driver's license.
KNOWLEDGE/ABILITIES/SKILLS: (The following area representative sample of the K4S's necessary to perform
essential duties of the position)
Knowledge of -
Best methods, practices and techniques for customer service;
Principles and practices of effective supervision;
Customer billing and collection techniques;
Administrative principles, practices and methods, including goal setting, program and budget
development, work planning and organization;
Current trends, technologies and regulations in the area of utility customer service; Utility rate
structures and schedules;
Cash handling and billing internal controls;
CUSTOMER SERVICES SUPERVISOR
Page 2 of 3
Department policies and procedures pertaining to utility billing and collections;
Customer service information systems.
Ability to:
Plan, organize direct, supervise, review and evaluate the work of assigned staff; Research and
implement programs to maintain efficiency in the functional operations of billing, cashiering and/or
collection;
Communicate effectively, both orally and in writing;
Develop recordkeeping systems and forms; Develop logical, concise and clear reports and
correspondence;
Perform routine mathematical computations; Perform clerical procedures; Use computer word
processing, database and spreadsheet software;
Evaluate alternative solutions and present recommendations; Interact with the public effectively
and courteously;
Establish and maintain cooperative and effective relationships with those contacted during the
course of work;
Explain policies and utility rates to customers;
Exercise independent judgment within general policy guidelines.
Skill to:
Operate an office computer and a variety of word processing, spreadsheet and software
applications.
CUSTOMER SERVICES SUPERVISOR
AFSCME 829 ADMINISTRATIVE UNIT
NON-EXEMPT
3/16/2022
CUSTOMER SERVICES SUPERVISOR
Page 3 of 3
RURLINC,AM£
FINANCIAL SERVICES MANAGER
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 the general supervision of the Director of Finance and/or the Deputy Director of Finance, this
position is assigned to functional areas and, if assigned, is responsible for managing the accounting
functions; coordinating the activities of budget and financial operations; and other assigned functional
areas of the Department of Finance. This position requires independent judgment and initiative in
maintaining the City's accounting system by applying generally accepted accounting principles and
standards.
ESSENTIAL FUNCTIONS: (include but are not limited to the following)
• Plan, organize, lead and control the work of staff who are involved in providing services related
to general accounting, financial reporting, budgeting, accounts payable, utility billing, revenue
services, business license, payroll, contract administration, and other assigned functional areas.
• Develop and implement the goals, objectives, performance measures and priorities for assigned
programs. Monitor and evaluate the efficiency and effectiveness of service delivery methods;
identify opportunities for improvement and direct the implementation of changes.
• Select, train, supervise and evaluate assigned staff including subordinate supervisors.
• Plan and manage month -end and year-end closing; interim and final audits for the City. Take a
lead role in overseeing the work of finance staff in meeting the year-end financial reporting and
audit deadlines. Review of audit materials and financial statements; and prepare response to
audit findings.
• Ensure accuracy and timely submittal of financial reports for Federal, State and other agencies,
including the Annual Comprehensive Financial Report.
• Coordinate the development and administration of the City budget, including preparation of the
City's five-year financial forecast.
• Implement and maintain effective internal accounting control; ensure proper segregation of
duties and City assets are safeguarded.
• Direct the monthly reconciliation of each asset and liability account of the City.
• Direct the preparation and processing of accounts payable, accounts receivable, payroll, and
cash deposits.
• Administer the City-wide revenue program; provide revenue projections and prepare revenue
analysis.
• Assist the Finance Director and Public Works staff to prepare the Capital Improvement Program
budget.
• Monitor the investment and withdrawal of funds and assist with the City's quarterly investment
report.
• Oversee internal controls in cash handling and collections.
• Conduct a wide variety of special studies; prepare detailed and analytical accounting, budget,
financial, statistical, narrative and staff reports.
• Monitor, interpret and review changes to relevant Federal and State laws and regulations.
Develop, recommend and implement changes to City's accounting policies and procedures to
ensure compliance with new accounting standards, laws, ordinances and regulations.
• Manage and review the enterprise resource planning system of the City and new financial
computer applications to ensure data integrity and effective internal control; and compliance
with generally accepted accounting principles.
• Makes presentations to and communicates with senior management, boards, commissions, civic
groups and the general public; represents city and departments at external activities.
• Investigates and follows -up on citizen requests for service, complaints, and requests for
information.
• Perform other 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:
• Principles, practices, methods and techniques used in budgeting, and municipal accounting,
including Generally Accepted Accounting Principles (GAAP).
• Quantitative and management analysis techniques to determine fiscal impacts.
• Computer based accounting and financial systems.
• Principles and practices of effective supervision.
• Contract administration.
• Advanced Microsoft applications including Excel and other computer software.
Ability to:
• Use effective leadership and supervisory skills to promote a motivated and highly performing
finance team.
• Supervise, train, and evaluate personnel.
• Plan, organize, and complete special projects.
• Design, implement, and evaluate programs.
• Apply professional accounting principles to the maintenance of complex fiscal accounting
records.
• Perform internal auditing of governmental and enterprise functions.
• Establish and maintain satisfactory working relationships with the public and City employees.
• Negotiate and administer contracts.
• Prepare, administer and monitor the budget.
• Prepare costing analysis for projects and negotiations.
• Analyze financial information.
• Oversee the automation of financial applications.
• Communicate clearly and concisely in both written and oral form.
QUALIFICATIONS (The following are minimal qualifications necessary for entry into the
classification)
Education and Experience:
• Bachelor's Degree in Accounting, Finance, Business Administration or a related field. A Master's
Degree in one of the above fields is preferred. CPA or CPFO is highly desirable.
Five (5) years increasingly responsible experience in accounting or auditing work preferably in a
public sector environment.
• Three (2) years of supervisory experience.
• Effective leadership, management, and supervisory skills.
Significant Environmental Conditions:
Ability to operate office equipment and to work in a standard office environment.
FINANCIAL SERICES MANAGER
UNREP
EXEMPT
March 16, 2022
Accounting Technician
(Revenue Services)
Finance Director/IT
Manager
Admin Assistant 1 (20%)
Financial Services Manager
(Accounting/GL, Revenue
Services, CAFR, Audit)
VACANT (former DEPUTY)
Senior Accountant
(General Ledger)
Accountant 1/11 (GL)
VACANT
Revised Classification
Accounting Technician
(Accounts Payable)
Financial Services Manager
(Budget, ERP, Payroll, Utility
Billing)
Reclass Snr Mgmt Analyst
Customer Services
Supervisor (Utility Billing)
Reclass Accounting
Technician
Accounting Assistant 1/II/III
(Business License)
Accounting Assistant 1/11/III
(Water)
Senior Account (Payroll)
Reclass Payroll
Administrator
Accounting Technician
(Payroll)
NEW VACANT
CITY OF BURLINGAME
BURLINGAME
SALARY SCHEDULE - MERIT
EFFECTIVE DATE: 03/16/2022
PAY BASIS
STEP A
STEP B
STEP C
STEP D
STEP E
777
ANNUAL
$80,759.28
$84,817.08
$89,045.14
$93,443.46
$98,125.63
MONTHLY
$6,729.94
$7,068.09
$7,420.43
$7,786.96
$8,177.14
BI-WEEKLY
$3,106.13
$3,262.20
$3,424.81
$3,593.98
$3,774.06
HOURLY RATE
$38.8266
$40.7775
$42.8101
$44.9248
$47.1758
ACCOUNTANT II
ANNUAL
$84,533.36
$88,733.02
$93,074.55
$97,785.12
$102,665.82
MONTHLY
$7,044.45
$7,394.42
$7,756.21
$8,148.76
$8,555.49
131-WEEKLY
$3,251.28
$3,412.81
$3,579.79
$3,760.97
$3,948.69
HOURLY RATE
$40.6410
$42.6601
$44.7474
$47.0121
$49.3586
A104
ACCOUNTING ASSISTANT I
ANNUAL
$57,774.39
$60,697.18
$63,733.44
$66,769.69
$69,976.20
MONTHLY
$4,814.53
$5,058.10
$5,311.12
$5,564.14
$5,831.35
131-WEEKLY
$2,222.09
$2,334.51
$2,451.29
$2,568.07
$2,691.39
HOURLY RATE
$27.7761
$29.1814
$30.6411
$32.1009
$33.6424
A160
ACCOUNTING ASSISTANT II
ANNUAL
$63,733.44
$66,769.69
$69,976.20
$73,211.11
$76,814.94
MONTHLY
$5,311.12
$5,564.14
$5,831.35
$6,100.93
$6,401.25
131-WEEKLY
$2,451.29
$2,568.07
$2,691.39
$2,815.81
$2,954.42
HOURLY RATE
$30.6411
$32.1009
$33.6424
$35.1976
$36.9303
A102
ACCOUNTING ASSISTANT III
ANNUAL
$73,211.11
$76,814.94
$80,589.02
$84,646.82
$88,874.88
MONTHLY
$6,100.93
$6,401.25
$6,715.75
$7,053.90
$7,406.24
131-WEEKLY
$2,815.81
$2,954.42
$3,099.58
$3,255.65
$3,418.26
HOURLY RATE
$35.1976
$36.9303
$38.7448
$40.6956
$42.7283
A103
ACCOUNTING TECHNICIAN
ANNUAL
$80,759.28
$84,817.08
$89,045.14
$93,443.46
$98,125.63
MONTHLY
$6,729.94
$7,068.09
$7,420.43
$7,786.96
$8,177.14
131-WEEKLY
$3,106.13
$3,262.20
$3,424.81
$3,593.98
$3,774.06
HOURLY RATE
$38.8266
$40.7775
$42.8101
$44.9248
$47.1758
D202
ACTING POLICE CHIEF
ANNUAL
$207,004.07
$217,314.56
MONTHLY
$17,250.34
$18,109.55
BI-WEEKLY
$7,961.70
$8,358.25
HOURLY RATE
$99.5213
$104.4781
A105
ADMINISTRATIVE ASSISTANT I
ANNUAL
$69,805.94
$73,438.16
$77,127.06
$80,929.53
$84,817.08
MONTHLY
$5,817.16
$6,119.85
$6,427.26
$6,744.13
$7,068.09
131-WEEKLY
$2,684.84
$2,824.54
$2,966.43
$3,112.67
$3,262.20
HOURLY RATE
$33.5605
$35.3068
$37.0804
$38.9084
$40.7775
A100
ADMINISTRATIVE ASSISTANT II
ANNUAL
$76,814.94
$80,589.02
$84,590.03
$88,562.76
$92,819.22
MONTHLY
$6,401.25
$6,715.75
$7,049.17
$7,380.23
$7,734.94
131-WEEKLY
$2,954.42
$3,099.58
$3,253.46
$3,406.26
$3,569.97
HOURLY RATE
$36.9303
$38.7448
$40.6683
$42.5783
$44.6246
D502
ASSIST CITY ATTORNEY
ANNUAL
$155,485.68
$163,259.93
$171,422.92
$179,994.07
$188,993.77
MONTHLY
$12,957.14
$13,604.99
$14,285.24
$14,999.51
$15,749.48
131-WEEKLY
1$5,980.22
1$6,279.23
1$6,593.19
1$6,922.85
1$7,268.99
D106 IASSIST CM ADMIN. SVCS. DIR
A605 (ASSISTANT ENGINEER
B421 (ASSISTANT PARKS SUPERVISOR
A111 (ASSISTANT PLANNER
D300 �ASSISTANTTO THE CITY
MANAGER
A608 IASSOCIATE ENGINEER
A112 IASSOCIATE PLANNER
B600 ASST. DIRECTOR OF PUBLIC
WORKS
5607 (AUTOMOTIVE MECHANIC
A705 I BUILDING ATTENDANT
A706 I BUILDING ATTENDANT - CS
A603 IBUILDING INSPECTOR I
HOURLY RATE
$74.7528
$78.4904
$82.4149
$86.5356
$90.8624
ANNUAL
$168,121.14
$176,329.03
$185,175.91
$194,342.20
$204,178.79
MONTHLY
$14,010.10
$14,694.09
$15,431.33
$16,195.18
$17,014.90
BI-WEEKLY
$6,466.20
$6,781.89
$7,122.15
$7,474.70
$7,853.03
HOURLY RATE
$80.8275
$84.7736
$89.0269
$93.4338
$98.1629
ANNUAL
$99,061.99
$103,886.02
$108,823.51
$114,527.11
$120,315.90
MONTHLY
$8,255.17
$8,657.17
$9,068.63
$9,543.93
$10,026.33
BI-WEEKLY
$3,810.08
$3,995.62
$4,185.52
$4,404.89
$4,627.53
HOURLY RATE
$47.6260
$49.9453
$52.3190
$55.0611
$57.8441
ANNUAL
$96,375.14
$101,194.22
$106,253.72
$111,566.42
$117,145.04
MONTHLY
$8,031.26
$8,432.85
$8,854.48
$9,297.20
$9,762.09
BI-WEEKLY
$3,706.74
$3,892.09
$4,086.68
$4,291.02
$4,505.58
HOURLY RATE
$46.3343
$48.6511
$51.0835
$53.6378
$56.3198
ANNUAL
$84,504.96
$88,733.02
$93,102.95
$97,756.72
$102,665.82
MONTHLY
$7,042.08
$7,394.42
$7,758.58
$8,146.39
$8,555.49
BI-WEEKLY
$3,250.19
$3,412.81
$3,580.88
$3,759.87
$3,948.69
HOURLY RATE
$40.6274
$42.6601
$44.7610
$46.9984
$49.3586
ANNUAL
$118,414.51
$124,322.37
$130,530.03
$137,071.40
$143,946.61
MONTHLY
$9,867.88
$10,360.20
$10,877.50
$11,422.62
$11,995.55
BI-WEEKLY
$4,554.40
$4,781.63
$5,020.39
$5,271.98
$5,536.41
HOURLY RATE
$56.9300
$59.7704
$62.7549
$65.8998
$69.2051
ANNUAL
$108,936.98
$114,271.78
$119,720.05
$126,048.01
$132,404.24
MONTHLY
$9,078.08
$9,522.65
$9,976.67
$10,504.00
$11,033.69
BI-WEEKLY
$4,189.88
$4,395.07
$4,604.62
$4,848.00
$5,092.47
HOURLY RATE
$52.3735
$54.9384
$57.5578
$60.6000
$63.6559
ANNUAL
$94,351.55
$99,061.99
$104,027.88
$109,305.89
$114,782.56
MONTHLY
$7,862.63
$8,255.17
$8,668.99
$9,108.82
$9,565.21
BI-WEEKLY
$3,628.91
$3,810.08
$4,001.07
$4,204.07
$4,414.71
HOURLY RATE
$45.3614
$47.6260
$50.0134
$52.5509
$55.1839
ANNUAL
$164,545.80
$172,835.76
$181,158.47
$190,435.15
$199,975.02
MONTHLY
$13,712.15
$14,402.98
$15,096.54
$15,869.60
$16,664.59
BI-WEEKLY
$6,328.68
$6,647.53
$6,967.63
$7,324.43
$7,691.35
HOURLY RATE
$79.1085
$83.0941
$87.0954
$91.5554
$96.1419
ANNUAL
$77,788.26
$81,603.63
$85,665.96
$89,975.26
$94,586.56
MONTHLY
$6,482.36
$6,800.30
$7,138.83
$7,497.94
$7,882.21
BI-WEEKLY
$2,991.86
$3,138.60
$3,294.84
$3,460.59
$3,637.94
HOURLY RATE
$37.3983
$39.2325
$41.1855
$43.2574
$45.4743
ANNUAL
$46,565.73
$48,835.76
$51,361.24
$53,943.52
$56,554.19
MONTHLY
$3,880.48
$4,069.65
$4,280.10
$4,495.29
$4,712.85
BI-WEEKLY
$1,790.99
$1,878.30
$1,975.43
$2,074.75
$2,175.16
HOURLY RATE
$22.3874
$23.4788
$24.6929
$25.9344
$27.1895
ANNUAL
$61,293.02
MONTHLY
$5,107.75
BI-WEEKLY
$2,357.42
HOURLY RATE
$29.4678
ANNUAL
$93,698.91
$98,125.63
$103,261.78
$108,142.48
$113,335.30
MONTHLY
$7,808.24
$8,177.14
$8,605.15
$9,011.87
$9,444.61
A613 IBUILDING INSPECTOR II
A101 BUILDING MAINTENANCE
WORKER
5603 ICCTV LEADWORKER
B604 ICHIEF BUILDING OFFICIAL
D102 ICITY ATTORNEY
D109 ICITY CLERK
B602 ICITY ENGINEER
D801 ICITY LIBRARIAN
D200 ICITY MANAGER
D110 CODE COMP OFF SNR RISK
ANALYST
B103 ICODE COMPLIANCE OFFICER
D108 ICOMM DEV DIRECTOR
BI-WEEKLY
$3,603.80
$3,774.06
$3,971.61
$4,159.33
$4,359.05
HOURLY RATE
$45.0475
$47.1758
$49.6451
$51.9916
$54.4881
ANNUAL
$98,380.96
$103,034.73
$108,426.20
$113,533.96
$119,010.62
MONTHLY
$8,198.41
$8,586.23
$9,035.52
$9,461.16
$9,917.55
BI-WEEKLY
$3,783.88
$3,962.87
$4,170.24
$4,366.69
$4,577.33
HOURLY RATE
$47.2985
$49.5359
$52.1280
$54.5836
$57.2166
ANNUAL
$71,082.88
$74,856.90
$77,893.28
$81,979.48
$86,008.89
MONTHLY
$5,923.57
$6,238.08
$6,491.11
$6,831.62
$7,167.41
BI-WEEKLY
$2,733.96
$2,879.11
$2,995.90
$3,153.06
$3,308.03
HOURLY RATE
$34.1745
$35.9889
$37.4488
$39.4133
$41.3504
ANNUAL
$78,090.26
$82,042.80
$86,132.51
$90,551.64
$95,108.15
MONTHLY
$6,507.52
$6,836.90
$7,177.71
$7,545.97
$7,925.68
BI-WEEKLY
$3,003.47
$3,155.49
$3,312.79
$3,482.76
$3,658.01
HOURLY RATE
$37.5434
$39.4436
$41.4099
$43.5345
$45.7251
ANNUAL
$141,025.25
$148,032.05
$155,335.18
$162,966.97
$171,059.29
MONTHLY
$11,752.10
$12,336.00
$12,944.60
$13,580.58
$14,254.94
BI-WEEKLY
$5,424.05
$5,693.54
$5,974.43
$6,267.96
$6,579.20
HOURLY RATE
$67.8006
$71.1693
$74.6804
$78.3495
$82.2400
ANNUAL
$236,639.96
MONTHLY
$19,720.00
BI-WEEKLY
$9,101.54
HOURLY RATE
$113.7693
ANNUAL
$115,399.31
$120,432.18
$126,353.82
$132,439.42
$138,952.77
MONTHLY
$9,616.61
$10,036.02
$10,529.49
$11,036.62
$11,579.40
BI-WEEKLY
$4,438.44
$4,632.01
$4,859.76
$5,093.82
$5,344.34
HOURLY RATE
$55.4805
$57.9001
$60.7470
$63.6728
$66.8043
ANNUAL
$151,068.77
$158,732.11
$166,395.03
$174,947.19
$183,670.69
MONTHLY
$12,589.06
$13,227.68
$13,866.25
$14,578.93
$15,305.89
BI-WEEKLY
$5,810.34
$6,105.08
$6,399.81
$6,728.74
$7,064.26
HOURLY RATE
$72.6293
$76.3135
$79.9976
$84.1093
$88.3033
ANNUAL
$173,855.76
$183,066.40
$192,310.13
$201,948.92
$211,784.50
MONTHLY
$14,487.98
$15,255.53
$16,025.84
$16,829.08
$17,648.71
BI-WEEKLY
$6,686.76
$7,041.02
$7,396.54
$7,767.27
$8,145.56
HOURLY RATE
$83.5845
$88.0128
$92.4568
$97.0909
$101.8195
ANNUAL
$269,078.16
MONTHLY
$22,423.18
BI-WEEKLY
$10,349.16
HOURLY RATE
$129.3645
ANNUAL
$100,898.89
$105,519.08
$110,821.44
$116,309.75
$122,139.14
MONTHLY
$8,408.24
$8,793.26
$9,235.12
$9,692.48
$10,178.26
BI-WEEKLY
$3,880.73
$4,058.43
$4,262.36
$4,473.45
$4,697.66
HOURLY RATE
$48.5091
$50.7304
$53.2795
$55.9181
$58.7208
ANNUAL
$94,828.36
$99,549.87
$104,543.95
$109,743.87
$115,251.75
MONTHLY
$7,902.36
$8,295.82
$8,712.00
$9,145.32
$9,604.31
BI-WEEKLY
$3,647.24
$3,828.84
$4,020.92
$4,220.92
$4,432.76
HOURLY RATE
$45.5905
$47.8605
$50.2615
$52.7615
$55.4095
ANNUAL
$175,303.12
$184,020.18
$193,264.15
$202,935.48
$213,034.66
MONTHLY
$14,608.59
$15,335.02
$16,105.35
$16,911.29
$17,752.89
BI-WEEKLY
$6,742.43
$7,077.70
$7,433.24
$7,805.21
$8,193.64
HOURLY RATE
$84.2804
$88.4713
$92.9155
$97.5651
$102.4205
T900
COMMUNICATION DISPATCHER I
ANNUAL
$77,477.62
$80,966.98
$84,828.64
$88,792.59
$93,162.69
MONTHLY
$6,456.47
$6,747.25
$7,069.05
$7,399.38
$7,763.56
BI-WEEKLY
$2,979.91
$3,114.11
$3,262.64
$3,415.10
$3,583.18
HOURLY RATE
$37.2489
$38.9264
$40.7830
$42.6888
$44.7898
T901
COMMUNICATION DISPATCHER
II
ANNUAL
$81,305.45
$84,862.74
$89,063.52
$93,162.69
$97,939.31
MONTHLY
$6,775.45
$7,071.90
$7,421.96
$7,763.56
$8,161.61
BI-WEEKLY
$3,127.13
$3,263.95
$3,425.52
$3,583.18
$3,766.90
HOURLY RATE
$39.0891
$40.7994
$42.8190
$44.7898
$47.0863
D100
COUNCIL MEMBER
ANNUAL
$7,080.48
MONTHLY
$590.04
BI-WEEKLY
$272.33
HOURLY RATE
$3.4041
A106
CUSTODIAN
ANNUAL
$58,285.17
$60,952.51
$63,988.76
$67,365.53
$70,827.49
MONTHLY
$4,857.10
$5,079.38
$5,332.40
$5,613.79
$5,902.29
BI-WEEKLY
$2,241.74
$2,344.33
$2,461.11
$2,590.98
$2,724.13
HOURLY RATE
$28.0218
$29.3041
$30.7639
$32.3873
$34.0516
CUSTOMER SERVICES
SUPERVISOR
ANNUAL
$84,533.36
$88,733.02
$93,074.55
$97,785.12
$102,665.82
MONTHLY
$7,044.45
$7,394.42
$7,756.21
$8,148.76
$8,555.49
BI-WEEKLY
$3,251.28
$3,412.81
$3,579.79
$3,760.97
$3,948.69
HOURLY RATE
$40.6410
$42.6601
$44.7474
$47.0121
$49.3586
D501
DEPUTY CITY ATTORNEY
ANNUAL
$111,482.39
$117,056.52
$122,909.35
$129,054.81
$135,507.54
MONTHLY
$9,290.20
$9,754.71
$10,242.45
$10,754.57
$11,292.30
BI-WEEKLY
$4,287.78
$4,502.17
$4,727.28
$4,963.65
$5,211.83
HOURLY RATE
$53.5973
$56.2771
$59.0910
$62.0456
$65.1479
B603
DEPUTY DIRECTOR OF PW OPS
ANNUAL
$150,632.52
$158,197.10
$166,072.82
$174,431.27
$183,066.40
MONTHLY
$12,552.71
$13,183.09
$13,839.40
$14,535.94
$15,255.53
BI-WEEKLY
$5,793.56
$6,084.50
$6,387.42
$6,708.90
$7,041.02
HOURLY RATE
$72.4195
$76.0563
$79.8428
$83.8613
$88.0128
B107
DEPUTY FINANCE DIRECTOR
ANNUAL
$134,018.48
$140,729.32
$147,768.97
$155,104.57
$162,901.22
MONTHLY
$11,168.21
$11,727.44
$12,314.08
$12,925.38
$13,575.10
BI-WEEKLY
$5,154.56
$5,412.67
$5,683.42
$5,965.56
$6,265.43
HOURLY RATE
$64.4320
$67.6584
$71.0428
$74.5695
$78.3179
D600
DIRECTOR OF PUBLIC WORKS
ANNUAL
$185,369.15
$194,612.76
$204,382.92
$214,580.88
$225,338.13
MONTHLY
$15,447.43
$16,217.73
$17,031.91
$17,881.74
$18,778.18
BI-WEEKLY
$7,129.58
$7,485.11
$7,860.88
$8,253.11
$8,666.85
HOURLY RATE
$89.1198
$93.5639
$98.2610
$103.1639
$108.3356
A451
ECON DEV & HOUSING
SPECIALIST
ANNUAL
$103,034.73
$108,199.27
$113,619.15
$119,294.34
$125,253.39
MONTHLY
$8,586.23
$9,016.61
$9,468.26
$9,941.20
$10,437.78
BI-WEEKLY
$3,962.87
$4,161.51
$4,369.97
$4,588.24
$4,817.44
HOURLY RATE
$49.5359
$52.0189
$54.6246
$57.3530
$60.2180
B605
ELECTRICAL SUPERVISOR
ANNUAL
$107,007.42
$111,864.89
$117,543.78
$123,325.06
$129,517.27
MONTHLY
$8,917.29
$9,322.07
$9,795.32
$10,277.09
$10,793.11
BI-WEEKLY
$4,115.67
$4,302.50
$4,520.91
$4,743.27
$4,981.43
HOURLY RATE
$51.4459
$53.7813
$56.5114
$59.2909
$62.2679
A301
EMERGENCY PREP/FIRE ED
ANNUAL
$79,766.12
$83,568.48
$87,739.87
$92,251.66
$96,678.37
MONTHLY
$6,647.18
$6,964.04
$7,311.66
$7,687.64
$8,056.53
BI-WEEKLY
$3,067.93
$3,214.17
$3,374.61
$3,548.14
$3,718.40
HOURLY RATE
$38.3491
$40.1771
$42.1826
$44.3518
$46.4800
A604
ENGINEERING TECHNICIAN II
ANNUAL
$79,453.88
$83,483.41
$87,739.87
$92,053.00
$96,593.31
MONTHLY
$6,621.16
$6,956.95
$7,311.66
$7,671.08
$8,049.44
BI-WEEKLY
$3,055.92
$3,210.90
$3,374.61
$3,540.50
$3,715.13
HOURLY RATE
$38.1990
$40.1363
$42.1826
$44.2563
$46.4391
A625
ENV REG COMPLIANCE
MANAGER
ANNUAL
$98,496.97
$103,378.40
$108,627.58
$114,010.46
$119,694.17
MONTHLY
$8,208.08
$8,614.87
$9,052.30
$9,500.87
$9,974.51
BI-WEEKLY
$3,788.35
$3,976.09
$4,177.98
$4,385.02
$4,603.62
HOURLY RATE
$47.3544
$49.7011
$52.2248
$54.8128
$57.5453
D105
EXECUTIVE ASSISTANT
ANNUAL
$84,411.30
$88,259.79
$92,799.62
$97,438.19
$102,339.36
MONTHLY
$7,034.28
$7,354.98
$7,733.30
$8,119.85
$8,528.28
BI-WEEKLY
$3,246.59
$3,394.61
$3,569.22
$3,747.62
$3,936.13
HOURLY RATE
$40.5824
$42.4326
$44.6153
$46.8453
$49.2016
B611
FACILITIES & FLEET SUPERVISOR
ANNUAL
$97,907.76
$102,793.64
$107,981.28
$113,388.54
$119,015.40
MONTHLY
$8,158.98
$8,566.14
$8,998.44
$9,449.05
$9,917.95
BI-WEEKLY
$3,765.68
$3,953.60
$4,153.13
$4,361.10
$4,577.52
HOURLY RATE
$47.0710
$49.4200
$51.9141
$54.5138
$57.2190
B900
FACILITIES AND FLEET MANAGER
ANNUAL
$113,986.03
$119,698.72
$125,685.68
$131,980.12
$138,548.70
MONTHLY
$9,498.84
$9,974.89
$10,473.81
$10,998.34
$11,545.73
BI-WEEKLY
$4,384.08
$4,603.80
$4,834.06
$5,076.16
$5,328.80
HOURLY RATE
$54.8010
$57.5475
$60.4258
$63.4520
$66.6100
5704
FACILITIES LEADWORKER
ANNUAL
$78,090.26
$82,042.80
$86,132.51
$90,551.64
$95,108.15
MONTHLY
$6,507.52
$6,836.90
$7,177.71
$7,545.97
$7,925.68
BI-WEEKLY
$3,003.47
$3,155.49
$3,312.79
$3,482.76
$3,658.01
HOURLY RATE
$37.5434
$39.4436
$41.4099
$43.5345
$45.7251
5703
FACILITIES MAINTENANCE
WORKER
ANNUAL
$71,063.52
$74,768.90
$77,980.47
$82,042.80
$85,995.34
MONTHLY
$5,921.96
$6,230.74
$6,498.37
$6,836.90
$7,166.28
BI-WEEKLY
$2,733.21
$2,875.73
$2,999.25
$3,155.49
$3,307.51
HOURLY RATE
$34.1651
$35.9466
$37.4906
$39.4436
$41.3439
D103
FINANCE DIRECTOR
ANNUAL
$183,691.43
$192,869.40
$202,442.12
$212,639.95
$223,232.54
MONTHLY
$15,307.62
$16,072.45
$16,870.18
$17,720.00
$18,602.71
BI-WEEKLY
$7,065.06
$7,418.05
$7,786.24
$8,178.46
$8,585.87
HOURLY RATE
$88.3133
$92.7256
$97.3280
$102.2308
$107.3234
FINANCIAL SERVICES MANAGER
ANNUAL
$120,406.83
$126,744.03
$133,414.77
$140,436.60
$147,828.00
MONTHLY
$10,033.90
$10,562.00
$11,117.90
$11,703.05
$12,319.00
BI-WEEKLY
$4,631.03
$4,874.77
$5,131.34
$5,401.41
$5,685.69
HOURLY RATE
$57.8879
$60.9346
$64.1417
$67.5176
$71.0712
B606
FLEET MANAGER
ANNUAL
$111,420.17
$117,064.79
$122,880.12
$129,003.85
$135,435.07
MONTHLY
$9,285.01
$9,755.40
$10,240.01
$10,750.32
$11,286.26
BI-WEEKLY
$4,285.39
$4,502.49
$4,726.16
$4,961.69
$5,209.04
HOURLY RATE
$53.5674
$56.2811
$59.0770
$62.0211
$65.1130
A805
GRAPHIC ARTIST
ANNUAL
$70,515.37
$74,034.01
$77,723.02
$81,610.57
$85,696.77
MONTHLY
$5,876.28
$6,169.50
$6,476.92
$6,800.88
$7,141.40
BI-WEEKLY
$2,712.13
$2,847.46
$2,989.35
$3,138.87
$3,296.03
A614 IGREEN BUILDING SPECIALIST
5403 IGROUNDS EQUIPMENT REPAIR
D107 IHUMAN RESOURCES ANALYST II
D805 IHUMAN RESOURCES DIRECTOR
D400 HUMAN RESOURCES
TECHNICIAN
5610 INSTRUMENTATION MECHANIC
TECH
5404 I IRRIGATION REPAIR SPECIALIST
A606 IJUNIOR ENGINEER
5608 I LEAD EQUIPMENT MECHANIC
A801 ILIBRARIAN I
A800 ILIBRARIAN II
B801 ILIBRARIAN III
HOURLY RATE
$33.9016
$35.5933
$37.3669
$39.2359
$41.2004
ANNUAL
$81,610.57
$85,696.77
$90,038.30
$94,465.02
$99,203.85
MONTHLY
$6,800.88
$7,141.40
$7,503.19
$7,872.09
$8,266.99
BI-WEEKLY
$3,138.87
$3,296.03
$3,463.01
$3,633.27
$3,815.53
HOURLY RATE
$39.2359
$41.2004
$43.2876
$45.4159
$47.6941
ANNUAL
$67,678.68
$70,854.00
$74,406.12
$78,039.00
$81,940.92
MONTHLY
$5,639.89
$5,904.50
$6,200.51
$6,503.25
$6,828.41
BI-WEEKLY
$2,603.03
$2,725.15
$2,861.77
$3,001.50
$3,151.57
HOURLY RATE
$32.5379
$34.0644
$35.7721
$37.5188
$39.3946
ANNUAL
$98,852.39
$103,819.96
$108,787.25
$114,346.57
$120,103.56
MONTHLY
$8,237.70
$8,651.66
$9,065.60
$9,528.88
$10,008.63
BI-WEEKLY
$3,802.02
$3,993.08
$4,184.13
$4,397.95
$4,619.37
HOURLY RATE
$47.5253
$49.9135
$52.3016
$54.9744
$57.7421
ANNUAL
$172,934.20
$182,112.15
$191,257.38
$200,829.97
$210,698.85
MONTHLY
$14,411.18
$15,176.01
$15,938.12
$16,735.83
$17,558.24
BI-WEEKLY
$6,651.32
$7,004.31
$7,356.05
$7,724.23
$8,103.80
HOURLY RATE
$83.1415
$87.5539
$91.9506
$96.5529
$101.2975
ANNUAL
$75,213.79
$78,758.83
$82,623.35
$86,743.29
$91,278.38
MONTHLY
$6,267.82
$6,563.24
$6,885.28
$7,228.61
$7,606.53
BI-WEEKLY
$2,892.84
$3,029.19
$3,177.82
$3,336.28
$3,510.71
HOURLY RATE
$36.1605
$37.8649
$39.7228
$41.7035
$43.8839
ANNUAL
$78,090.26
$82,042.80
$86,132.51
$90,551.64
$95,108.15
MONTHLY
$6,507.52
$6,836.90
$7,177.71
$7,545.97
$7,925.68
BI-WEEKLY
$3,003.47
$3,155.49
$3,312.79
$3,482.76
$3,658.01
HOURLY RATE
$37.5434
$39.4436
$41.4099
$43.5345
$45.7251
ANNUAL
$70,761.52
$74,082.72
$77,788.26
$81,603.63
$85,665.96
MONTHLY
$5,896.79
$6,173.56
$6,482.36
$6,800.30
$7,138.83
BI-WEEKLY
$2,721.60
$2,849.34
$2,991.86
$3,138.60
$3,294.84
HOURLY RATE
$34.0200
$35.6168
$37.3983
$39.2325
$41.1855
ANNUAL
$89,953.23
$94,238.09
$99,061.99
$103,886.02
$108,823.51
MONTHLY
$7,496.10
$7,853.17
$8,255.17
$8,657.17
$9,068.63
BI-WEEKLY
$3,459.74
$3,624.54
$3,810.08
$3,995.62
$4,185.52
HOURLY RATE
$43.2468
$45.3068
$47.6260
$49.9453
$52.3190
ANNUAL
$81,683.40
$85,665.56
$89,956.66
$94,463.67
$99,310.34
MONTHLY
$6,806.95
$7,138.80
$7,496.39
$7,871.97
$8,275.86
BI-WEEKLY
$3,141.67
$3,294.83
$3,459.87
$3,633.22
$3,819.63
HOURLY RATE
$39.2709
$41.1854
$43.2484
$45.4153
$47.7454
ANNUAL
$73,948.94
$77,524.37
$81,099.79
$85,242.66
$89,300.59
MONTHLY
$6,162.41
$6,460.36
$6,758.32
$7,103.56
$7,441.72
BI-WEEKLY
$2,844.19
$2,981.71
$3,119.22
$3,278.56
$3,434.64
HOURLY RATE
$35.5524
$37.2714
$38.9903
$40.9820
$42.9330
ANNUAL
$81,411.91
$85,469.72
$89,584.32
$93,954.24
$98,863.34
MONTHLY
$6,784.33
$7,122.48
$7,465.36
$7,829.52
$8,238.61
BI-WEEKLY
$3,131.23
$3,287.30
$3,445.55
$3,613.62
$3,802.44
HOURLY RATE
$39.1404
$41.0913
$43.0694
$45.1703
$47.5305
ANNUAL
$102,696.65
$107,828.40
$113,028.08
$118,878.12
$124,693.54
MONTHLY
$8,558.05
$8,985.70
$9,419.01
$9,906.51
$10,391.13
A804 I LIBRARY ASSISTANT I
A803 I LIBRARY ASSISTANT II
A802 I LIBRARY ASSISTANT III
B803 I LIBRARY CIRCULATION SUPE
B805 IIIBRARY SERVICES MANAGER
5606 IMAINTENANCE ELECTRICIAN
5605 IMAINTENANCE WORKER I
A121 I MANAGEMENT ANALYST
A120 I MANAGEMENT ASSISTANT
A107 IOFFICE ASSISTANT I
A670 IOFFICE ASSISTANT II
5401 IPARK MAINTENANCE LEAD
BI-WEEKLY
$3,949.87
$4,147.25
$4,347.23
$4,572.24
$4,795.91
HOURLY RATE
$49.3734
$51.8406
$54.3404
$57.1530
$59.9489
ANNUAL
$56,639.25
$59,562.04
$62,513.23
$65,379.23
$68,812.79
MONTHLY
$4,719.94
$4,963.50
$5,209.44
$5,448.27
$5,734.40
BI-WEEKLY
$2,178.43
$2,290.85
$2,404.36
$2,514.59
$2,646.65
HOURLY RATE
$27.2304
$28.6356
$30.0545
$31.4324
$33.0831
ANNUAL
$63,194.26
$66,003.47
$69,550.62
$72,671.94
$76,247.37
MONTHLY
$5,266.19
$5,500.29
$5,795.89
$6,056.00
$6,353.95
BI-WEEKLY
$2,430.55
$2,538.60
$2,675.02
$2,795.07
$2,932.59
HOURLY RATE
$30.3819
$31.7325
$33.4378
$34.9384
$36.6574
ANNUAL
$70,543.77
$73,750.28
$77,609.43
$81,468.71
$85,299.46
MONTHLY
$5,878.65
$6,145.86
$6,467.45
$6,789.06
$7,108.29
BI-WEEKLY
$2,713.22
$2,836.55
$2,984.98
$3,133.41
$3,280.75
HOURLY RATE
$33.9153
$35.4569
$37.3123
$39.1676
$41.0094
ANNUAL
$81,008.25
$84,839.39
$88,841.82
$93,494.36
$97,804.59
MONTHLY
$6,750.69
$7,069.95
$7,403.49
$7,791.20
$8,150.38
BI-WEEKLY
$3,115.70
$3,263.05
$3,416.99
$3,595.94
$3,761.72
HOURLY RATE
$38.9463
$40.7881
$42.7124
$44.9493
$47.0215
ANNUAL
$119,733.03
$125,856.50
$132,082.47
$138,719.40
$145,903.21
MONTHLY
$9,977.75
$10,488.04
$11,006.87
$11,559.95
$12,158.60
BI-WEEKLY
$4,605.12
$4,840.63
$5,080.10
$5,335.36
$5,611.66
HOURLY RATE
$57.5640
$60.5079
$63.5013
$66.6920
$70.1458
ANNUAL
$87,148.07
$91,512.36
$96,178.49
$100,981.96
$106,087.43
MONTHLY
$7,262.34
$7,626.03
$8,014.87
$8,415.16
$8,840.62
BI-WEEKLY
$3,351.85
$3,519.71
$3,699.17
$3,883.92
$4,080.29
HOURLY RATE
$41.8981
$43.9964
$46.2396
$48.5490
$51.0036
ANNUAL
$63,542.61
$66,754.02
$70,486.98
$73,780.76
$77,321.71
MONTHLY
$5,295.22
$5,562.84
$5,873.92
$6,148.40
$6,443.48
BI-WEEKLY
$2,443.95
$2,567.46
$2,711.04
$2,837.72
$2,973.91
HOURLY RATE
$30.5494
$32.0933
$33.8880
$35.4715
$37.1739
ANNUAL
$87,698.99
$92,314.53
$97,173.26
$102,287.64
$107,671.20
MONTHLY
$7,308.25
$7,692.88
$8,097.77
$8,523.97
$8,972.60
BI-WEEKLY
$3,373.04
$3,550.56
$3,737.43
$3,934.14
$4,141.20
HOURLY RATE
$42.1630
$44.3820
$46.7179
$49.1768
$51.7650
ANNUAL
$84,221.11
$88,449.30
$92,819.22
$97,501.27
$102,353.70
MONTHLY
$7,018.43
$7,370.78
$7,734.94
$8,125.11
$8,529.48
BI-WEEKLY
$3,239.27
$3,401.90
$3,569.97
$3,750.05
$3,936.68
HOURLY RATE
$40.4909
$42.5238
$44.6246
$46.8756
$49.2085
ANNUAL
$55,475.84
$58,285.17
$61,206.61
$64,102.35
$67,592.58
MONTHLY
$4,622.99
$4,857.10
$5,100.55
$5,341.86
$5,632.72
BI-WEEKLY
$2,133.69
$2,241.74
$2,354.10
$2,465.48
$2,599.71
HOURLY RATE
$26.6711
$28.0218
$29.4263
$30.8185
$32.4964
ANNUAL
$60,753.85
$63,534.78
$66,712.90
$70,033.00
$73,239.51
MONTHLY
$5,062.82
$5,294.57
$5,559.41
$5,836.08
$6,103.29
BI-WEEKLY
$2,336.69
$2,443.65
$2,565.88
$2,693.58
$2,816.90
HOURLY RATE
$29.2086
$30.5456
$32.0735
$33.6698
$35.2113
ANNUAL
$78,090.26
$82,042.80
$86,132.51
$90,551.64
$95,108.15
WORKER
MONTHLY
$6,507.52
$6,836.90
$7,177.71
$7,545.97
$7,925.68
BI-WEEKLY
$3,003.47
$3,155.49
$3,312.79
$3,482.76
$3,658.01
HOURLY RATE
$37.5434
$39.4436
$41.4099
$43.5345
$45.7251
5407
PARK MAINTENANCE WORKER I
ANNUAL
$63,817.20
$66,754.02
$70,486.98
$73,780.76
$77,321.71
MONTHLY
$5,318.10
$5,562.84
$5,873.92
$6,148.40
$6,443.48
BI-WEEKLY
$2,454.51
$2,567.46
$2,711.04
$2,837.72
$2,973.91
HOURLY RATE
$30.6814
$32.0933
$33.8880
$35.4715
$37.1739
5406
PARK MAINTENANCE WORKER II
ANNUAL
$66,754.02
$70,486.98
$73,780.76
$77,321.71
$81,136.88
MONTHLY
$5,562.84
$5,873.92
$6,148.40
$6,443.48
$6,761.41
BI-WEEKLY
$2,567.46
$2,711.04
$2,837.72
$2,973.91
$3,120.65
HOURLY RATE
$32.0933
$33.8880
$35.4715
$37.1739
$39.0081
A201
PARKING ENFORCEMENT
OFFICER
ANNUAL
$62,002.45
$64,953.64
$68,160.15
$71,621.99
$75,197.42
MONTHLY
$5,166.87
$5,412.80
$5,680.01
$5,968.50
$6,266.45
BI-WEEKLY
$2,384.71
$2,498.22
$2,621.54
$2,754.69
$2,892.21
HOURLY RATE
$29.8089
$31.2278
$32.7693
$34.4336
$36.1526
A200
PARKING SYSTEM TECHNICIAN
ANNUAL
$67,365.53
$70,827.49
$74,090.80
$77,694.62
$81,582.17
MONTHLY
$5,613.79
$5,902.29
$6,174.23
$6,474.55
$6,798.51
BI-WEEKLY
$2,590.98
$2,724.13
$2,849.65
$2,988.25
$3,137.78
HOURLY RATE
$32.3873
$34.0516
$35.6206
$37.3531
$39.2223
D705
PARKS & RECREATION DIRECTOR
ANNUAL
$173,855.76
$183,066.40
$192,310.13
$201,948.92
$211,784.50
MONTHLY
$14,487.98
$15,255.53
$16,025.84
$16,829.08
$17,648.71
BI-WEEKLY
$6,686.76
$7,041.02
$7,396.54
$7,767.27
$8,145.56
HOURLY RATE
$83.5845
$88.0128
$92.4568
$97.0909
$101.8195
B430
PARKSSUPE/CITYARBORIST
ANNUAL
$105,365.16
$110,804.66
$116,278.16
$122,059.54
$129,585.53
MONTHLY
$8,780.43
$9,233.72
$9,689.85
$10,171.63
$10,798.79
BI-WEEKLY
$4,052.51
$4,261.72
$4,472.24
$4,694.60
$4,984.06
HOURLY RATE
$50.6564
$53.2715
$55.9030
$58.6825
$62.3008
B410
PARKSSUPERINT/CITYARBORIST
ANNUAL
$124,478.65
$130,926.07
$137,308.18
$144,249.14
$151,716.53
MONTHLY
$10,373.22
$10,910.51
$11,442.35
$12,020.76
$12,643.04
BI-WEEKLY
$4,787.64
$5,035.62
$5,281.08
$5,548.04
$5,835.25
HOURLY RATE
$59.8455
$62.9453
$66.0135
$69.3505
$72.9406
B420
PARKS SUPERVISOR
ANNUAL
$102,867.75
$108,101.64
$113,541.08
$119,254.40
$126,609.30
MONTHLY
$8,572.31
$9,008.47
$9,461.76
$9,937.87
$10,550.78
BI-WEEKLY
$3,956.45
$4,157.76
$4,366.96
$4,586.71
$4,869.59
HOURLY RATE
$49.4556
$51.9720
$54.5870
$57.3339
$60.8699
A114
PAYROLL ADMINISTRATOR
ANNUAL
$84,533.36
$88,733.02
$93,074.55
$97,785.12
$102,665.82
MONTHLY
$7,044.45
$7,394.42
$7,756.21
$8,148.76
$8,555.49
BI-WEEKLY
$3,251.28
$3,412.81
$3,579.79
$3,760.97
$3,948.69
HOURLY RATE
$40.6410
$42.6601
$44.7474
$47.0121
$49.3586
A609
PERMIT TECHNICIAN
ANNUAL
$74,204.27
$77,864.88
$81,865.89
$85,867.03
$90,123.49
MONTHLY
$6,183.69
$6,488.74
$6,822.16
$7,155.59
$7,510.29
BI-WEEKLY
$2,854.01
$2,994.80
$3,148.69
$3,302.58
$3,466.29
HOURLY RATE
$35.6751
$37.4350
$39.3586
$41.2823
$43.3286
A108
PLANNER
ANNUAL
$94,351.55
$99,033.60
$104,084.68
$108,936.98
$114,527.11
MONTHLY
$7,862.63
$8,252.80
$8,673.72
$9,078.08
$9,543.93
BI-WEEKLY
$3,628.91
$3,808.98
$4,003.26
$4,189.88
$4,404.89
HOURLY RATE
$45.3614
$47.6123
$50.0408
$52.3735
$55.0611
D104
PLANNING DIRECTOR
ANNUAL
$172,046.51
$180,533.45
$189,678.36
$196,586.73
$208,955.68
MONTHLY
$14,337.21
$15,044.45
$15,806.53
$16,382.23
$17,412.97
BI-WEEKLY
$6,617.17
$6,943.59
$7,295.32
$7,561.03
$8,036.76
HOURLY RATE
$82.7146
$86.7949
$91.1915
$94.5129
$100.4595
B111
PLANNING MANAGER
ANNUAL
$136,321.13
$143,130.72
$150,236.08
$157,769.43
$165,697.12
MONTHLY
$11,360.09
$11,927.56
$12,519.67
$13,147.45
$13,808.09
BI-WEEKLY
$5,243.12
$5,505.03
$5,778.31
$6,068.06
$6,372.97
HOURLY RATE
$65.5390
$68.8129
$72.2289
$75.8508
$79.6621
A205
POLICE ADM SERVICES COORD
ANNUAL
$72,388.22
$75,992.04
$79,737.72
$83,511.81
$87,512.82
MONTHLY
$6,032.35
$6,332.67
$6,644.81
$6,959.32
$7,292.74
BI-WEEKLY
$2,784.16
$2,922.77
$3,066.84
$3,211.99
$3,365.88
HOURLY RATE
$34.8020
$36.5346
$38.3355
$40.1499
$42.0735
M200
POLICE CAPTAIN
ANNUAL
$164,131.09
$172,098.07
$179,624.09
$188,472.95
$197,619.28
MONTHLY
$13,677.59
$14,341.51
$14,968.67
$15,706.08
$16,468.27
BI-WEEKLY
$6,312.73
$6,619.16
$6,908.62
$7,248.96
$7,600.74
HOURLY RATE
$78.9091
$82.7395
$86.3578
$90.6120
$95.0093
D201
POLICE CHIEF
ANNUAL
$200,294.72
$210,280.88
$220,769.99
$231,694.22
$243,356.43
MONTHLY
$16,691.23
$17,523.41
$18,397.50
$19,307.85
$20,279.70
BI-WEEKLY
$7,703.64
$8,087.73
$8,491.15
$8,911.32
$9,359.86
HOURLY RATE
$96.2955
$101.0966
$106.1394
$111.3915
$116.9983
A202
POLICE CLERK I
ANNUAL
$57,774.39
$60,697.18
$63,733.44
$66,769.69
$69,976.20
MONTHLY
$4,814.53
$5,058.10
$5,311.12
$5,564.14
$5,831.35
BI-WEEKLY
$2,222.09
$2,334.51
$2,451.29
$2,568.07
$2,691.39
HOURLY RATE
$27.7761
$29.1814
$30.6411
$32.1009
$33.6424
A203
POLICE CLERK II
ANNUAL
$63,733.44
$66,769.69
$69,976.20
$73,211.11
$76,814.94
MONTHLY
$5,311.12
$5,564.14
$5,831.35
$6,100.93
$6,401.25
BI-WEEKLY
$2,451.29
$2,568.07
$2,691.39
$2,815.81
$2,954.42
HOURLY RATE
$30.6411
$32.1009
$33.6424
$35.1976
$36.9303
A204
POLICE CLERK III
ANNUAL
$88,449.30
MONTHLY
$7,370.78
BI-WEEKLY
$3,401.90
HOURLY RATE
$42.5238
M202
POLICE LIEUTENANT
ANNUAL
$140,442.61
$147,434.07
$154,824.29
$162,551.70
$170,688.32
MONTHLY
$11,703.55
$12,286.17
$12,902.02
$13,545.98
$14,224.03
BI-WEEKLY
$5,401.64
$5,670.54
$5,954.78
$6,251.99
$6,564.94
HOURLY RATE
$67.5205
$70.8818
$74.4348
$78.1499
$82.0618
P200
POLICE OFFICER
ANNUAL
$97,064.45
$102,401.21
$107,030.31
$112,661.96
$118,028.18
MONTHLY
$8,088.70
$8,533.43
$8,919.19
$9,388.50
$9,835.68
BI-WEEKLY
$3,733.25
$3,938.51
$4,116.55
$4,333.15
$4,539.55
HOURLY RATE
$46.6656
$49.2314
$51.4569
$54.1644
$56.7444
P201
POLICE OFFICER TRAINEE
ANNUAL
$93,402.03
MONTHLY
$7,783.50
BI-WEEKLY
$3,592.39
HOURLY RATE
$44.9049
M201
POLICE SERGEANT
ANNUAL
$117,910.32
$123,482.91
$129,615.82
$136,220.41
$143,149.34
MONTHLY
$9,825.86
$10,290.24
$10,801.32
$11,351.70
$11,929.11
BI-WEEKLY
$4,535.01
$4,749.34
$4,985.22
$5,239.25
$5,505.74
B201 IPOLICE SERVICES MANAGER
A711 IPROGRAM COORDINATOR
A610 �PROIICTMGRGIS
COORDINATOR
A611 IPUBLIC WORKS INSPECTOR
A702 IRECREATION COORDINATOR I
A701 IRECREATION COORDINATOR II
B711 IRECREATION MANAGER
B710 IRECREATION SUPERINTENDENT
B700 IRECREATION SUPERVISOR
B106 ISENIOR ACCOUNTANT
A602 ISENIOR BUILDING INSPECTOR
B601 ISENIOR CIVIL ENGINEER
HOURLY RATE
$56.6876
$59.3668
$62.3153
$65.4906
$68.8218
ANNUAL
$118,946.37
$124,893.92
$131,138.57
$137,695.49
$144,580.36
MONTHLY
$9,912.20
$10,407.83
$10,928.21
$11,474.62
$12,048.36
BI-WEEKLY
$4,574.86
$4,803.61
$5,043.79
$5,295.98
$5,560.78
HOURLY RATE
$57.1858
$60.0451
$63.0474
$66.1998
$69.5098
ANNUAL
$50,481.68
$52,978.76
$55,589.43
$58,341.84
$61,293.02
MONTHLY
$4,206.81
$4,414.90
$4,632.45
$4,861.82
$5,107.75
BI-WEEKLY
$1,941.60
$2,037.64
$2,138.06
$2,243.92
$2,357.42
HOURLY RATE
$24.2700
$25.4705
$26.7258
$28.0490
$29.4678
ANNUAL
$139,044.32
MONTHLY
$11,587.03
BI-WEEKLY
$5,347.86
HOURLY RATE
$66.8483
ANNUAL
$93,415.07
$98,012.04
$102,977.94
$108,114.08
$113,590.75
MONTHLY
$7,784.59
$8,167.67
$8,581.50
$9,009.51
$9,465.90
BI-WEEKLY
$3,592.89
$3,769.69
$3,960.69
$4,158.23
$4,368.88
HOURLY RATE
$44.9111
$47.1211
$49.5086
$51.9779
$54.6110
ANNUAL
$55,589.66
$58,341.92
$61,293.02
$64,357.70
$67,575.46
MONTHLY
$4,632.47
$4,861.83
$5,107.75
$5,363.14
$5,631.29
BI-WEEKLY
$2,138.06
$2,243.92
$2,357.42
$2,475.30
$2,599.06
HOURLY RATE
$26.7258
$28.0490
$29.4678
$30.9413
$32.4883
ANNUAL
$72,842.20
$76,332.56
$79,936.38
$83,908.99
$88,080.39
MONTHLY
$6,070.18
$6,361.05
$6,661.37
$6,992.42
$7,340.03
BI-WEEKLY
$2,801.62
$2,935.87
$3,074.48
$3,227.27
$3,387.71
HOURLY RATE
$35.0203
$36.6984
$38.4310
$40.3409
$42.3464
ANNUAL
$110,567.40
$116,386.73
$122,512.32
$128,960.33
$135,747.72
MONTHLY
$9,213.95
$9,698.89
$10,209.36
$10,746.69
$11,312.31
BI-WEEKLY
$4,252.59
$4,476.41
$4,712.01
$4,960.01
$5,221.07
HOURLY RATE
$53.1574
$55.9551
$58.9001
$62.0001
$65.2634
ANNUAL
$119,733.03
$125,890.84
$132,082.47
$138,787.84
$145,937.56
MONTHLY
$9,977.75
$10,490.90
$11,006.87
$11,565.65
$12,161.46
BI-WEEKLY
$4,605.12
$4,841.96
$5,080.10
$5,337.99
$5,612.98
HOURLY RATE
$57.5640
$60.5245
$63.5013
$66.7249
$70.1623
ANNUAL
$100,815.16
$106,049.18
$110,941.45
$116,756.84
$122,572.56
MONTHLY
$8,401.26
$8,837.43
$9,245.12
$9,729.74
$10,214.38
BI-WEEKLY
$3,877.51
$4,078.81
$4,266.98
$4,490.65
$4,714.33
HOURLY RATE
$48.4689
$50.9851
$53.3373
$56.1331
$58.9291
ANNUAL
$94,586.80
$99,537.45
$104,836.63
$110,310.21
$116,132.93
MONTHLY
$7,882.23
$8,294.79
$8,736.39
$9,192.52
$9,677.74
BI-WEEKLY
$3,637.95
$3,828.36
$4,032.18
$4,242.70
$4,466.65
HOURLY RATE
$45.4744
$47.8545
$50.4023
$53.0338
$55.8331
ANNUAL
$105,106.23
$110,299.05
$115,520.39
$121,649.69
$127,778.99
MONTHLY
$8,758.85
$9,191.59
$9,626.70
$10,137.47
$10,648.25
BI-WEEKLY
$4,042.55
$4,242.27
$4,443.09
$4,678.83
$4,914.58
HOURLY RATE
$50.5319
$53.0284
$55.5386
$58.4854
$61.4323
ANNUAL
$143,850.74
$151,034.76
$158,629.21
$166,531.55
$174,912.88
MONTHLY
$11,987.56
$12,586.23
$13,219.10
$13,877.63
$14,576.07
B610 ISENIOR MANAGEMENT ANALYST
A113 ISENIOR PLANNER
A607 SENIOR PUBLIC WORKS
INSPECTOR
B608 ISTREET & SEWER SUPERVISOR
5601 STREET, SEWER DOWNTOWN
LEAD
5604 STREET, SEWER, DOWNTOWN
MW II
B607 STREETS STORM SEWER DIV
MGR
A115 �SUSTAINABILITY PROGRAM
MANAGER
5602 ITRAFFIC SIGN PAINT LEAD
A601 ITRAFFIC-CIVIL ENGINEER
A600 ITRANSPORTATION ENGINEER
A612 ITRANSPORTATION PROGRAM
BI-WEEKLY
$5,532.72
$5,809.03
$6,101.12
$6,405.06
$6,727.42
HOURLY RATE
$69.1590
$72.6129
$76.2640
$80.0633
$84.0928
ANNUAL
$103,825.30
$108,566.81
$114,040.75
$119,688.72
$125,685.33
MONTHLY
$8,652.11
$9,047.23
$9,503.40
$9,974.06
$10,473.78
BI-WEEKLY
$3,993.28
$4,175.65
$4,386.18
$4,603.41
$4,834.05
HOURLY RATE
$49.9160
$52.1956
$54.8273
$57.5426
$60.4256
ANNUAL
$119,688.09
$125,621.59
$131,875.02
$138,477.61
$145,458.20
MONTHLY
$9,974.01
$10,468.47
$10,989.59
$11,539.80
$12,121.52
BI-WEEKLY
$4,603.39
$4,831.60
$5,072.12
$5,326.06
$5,594.55
HOURLY RATE
$57.5424
$60.3950
$63.4015
$66.5758
$69.9319
ANNUAL
$103,744.16
$108,936.98
$114,271.78
$119,720.05
$126,048.01
MONTHLY
$8,645.35
$9,078.08
$9,522.65
$9,976.67
$10,504.00
BI-WEEKLY
$3,990.16
$4,189.88
$4,395.07
$4,604.62
$4,848.00
HOURLY RATE
$49.8770
$52.3735
$54.9384
$57.5578
$60.6000
ANNUAL
$97,907.76
$102,793.64
$107,981.28
$113,388.54
$119,015.40
MONTHLY
$8,158.98
$8,566.14
$8,998.44
$9,449.05
$9,917.95
BI-WEEKLY
$3,765.68
$3,953.60
$4,153.13
$4,361.10
$4,577.52
HOURLY RATE
$47.0710
$49.4200
$51.9141
$54.5138
$57.2190
ANNUAL
$78,090.26
$82,042.80
$86,132.51
$90,551.64
$95,108.15
MONTHLY
$6,507.52
$6,836.90
$7,177.71
$7,545.97
$7,925.68
BI-WEEKLY
$3,003.47
$3,155.49
$3,312.79
$3,482.76
$3,658.01
HOURLY RATE
$37.5434
$39.4436
$41.4099
$43.5345
$45.7251
ANNUAL
$66,754.02
$70,486.98
$73,780.76
$77,321.71
$81,136.88
MONTHLY
$5,562.84
$5,873.92
$6,148.40
$6,443.48
$6,761.41
BI-WEEKLY
$2,567.46
$2,711.04
$2,837.72
$2,973.91
$3,120.65
HOURLY RATE
$32.0933
$33.8880
$35.4715
$37.1739
$39.0081
ANNUAL
$113,986.03
$119,698.72
$125,685.68
$131,980.12
$138,548.70
MONTHLY
$9,498.84
$9,974.89
$10,473.81
$10,998.34
$11,545.73
BI-WEEKLY
$4,384.08
$4,603.80
$4,834.06
$5,076.16
$5,328.80
HOURLY RATE
$54.8010
$57.5475
$60.4258
$63.4520
$66.6100
ANNUAL
$104,023.40
$109,237.90
$114,684.74
$120,430.43
$126,442.47
MONTHLY
$8,668.62
$9,103.16
$9,557.06
$10,035.87
$10,536.87
BI-WEEKLY
$4,000.90
$4,201.46
$4,410.95
$4,631.94
$4,863.17
HOURLY RATE
$50.0113
$52.5183
$55.1369
$57.8993
$60.7896
ANNUAL
$78,090.26
$82,042.80
$86,132.51
$90,551.64
$95,108.15
MONTHLY
$6,507.52
$6,836.90
$7,177.71
$7,545.97
$7,925.68
BI-WEEKLY
$3,003.47
$3,155.49
$3,312.79
$3,482.76
$3,658.01
HOURLY RATE
$37.5434
$39.4436
$41.4099
$43.5345
$45.7251
ANNUAL
$103,886.02
$108,823.51
$114,527.11
$120,315.90
$126,388.53
MONTHLY
$8,657.17
$9,068.63
$9,543.93
$10,026.33
$10,532.38
BI-WEEKLY
$3,995.62
$4,185.52
$4,404.89
$4,627.53
$4,861.10
HOURLY RATE
$49.9453
$52.3190
$55.0611
$57.8441
$60.7638
ANNUAL
$119,776.85
$125,820.96
$132,120.52
$138,675.53
$145,712.79
MONTHLY
$9,981.40
$10,485.08
$11,010.04
$11,556.29
$12,142.73
BI-WEEKLY
$4,606.80
$4,839.27
$5,081.56
$5,333.67
$5,604.34
HOURLY RATE
$57.5850
$60.4909
$63.5195
$66.6709
$70.0543
ANNUAL
$121,365.84
$127,495.14
$133,766.31
$140,519.97
$147,528.96
MANAGER
MONTHLY
$10,113.82
$10,624.60
$11,147.19
$11,710.00
$12,294.08
BI-WEEKLY
$4,667.92
$4,903.66
$5,144.86
$5,404.61
$5,674.19
HOURLY RATE
$58.3490
$61.2958
$64.3108
$67.5576
$70.9274
5405
TREE LEADWORKER
ANNUAL
$78,090.26
$82,042.80
$86,132.51
$90,551.64
$95,108.15
MONTHLY
$6,507.52
$6,836.90
$7,177.71
$7,545.97
$7,925.68
BI-WEEKLY
$3,003.47
$3,155.49
$3,312.79
$3,482.76
$3,658.01
HOURLY RATE
$37.5434
$39.4436
$41.4099
$43.5345
$45.7251
5409
TREE MAINTENANCE WORKER
ANNUAL
$68,428.50
$72,326.04
$75,619.82
$79,270.40
$83,168.11
MONTHLY
$5,702.38
$6,027.17
$6,301.65
$6,605.87
$6,930.68
BI-WEEKLY
$2,631.87
$2,781.77
$2,908.45
$3,048.86
$3,198.77
HOURLY RATE
$32.8984
$34.7721
$36.3556
$38.1108
$39.9846
5411
TREE WORKER
ANNUAL
$70,624.35
$73,945.51
$77,678.47
$81,493.84
$85,610.97
MONTHLY
$5,885.36
$6,162.13
$6,473.21
$6,791.15
$7,134.25
BI-WEEKLY
$2,716.32
$2,844.06
$2,987.63
$3,134.38
$3,292.73
HOURLY RATE
$33.9540
$35.5508
$37.3454
$39.1798
$41.1591
5400
UTILITIES INSPECTOR/LOCATOR
ANNUAL
$78,090.26
$82,042.80
$86,132.51
$90,551.64
$95,108.15
MONTHLY
$6,507.52
$6,836.90
$7,177.71
$7,545.97
$7,925.68
BI-WEEKLY
$3,003.47
$3,155.49
$3,312.79
$3,482.76
$3,658.01
HOURLY RATE
$37.5434
$39.4436
$41.4099
$43.5345
$45.7251
B500
WATER DIVISION MANAGER
ANNUAL
$113,986.03
$119,698.72
$125,685.68
$131,980.12
$138,548.70
MONTHLY
$9,498.84
$9,974.89
$10,473.81
$10,998.34
$11,545.73
BI-WEEKLY
$4,384.08
$4,603.80
$4,834.06
$5,076.16
$5,328.80
HOURLY RATE
$54.8010
$57.5475
$60.4258
$63.4520
$66.6100
5501
WATER MAINTENANCE LEAD
ANNUAL
$78,090.26
$82,042.80
$86,132.51
$90,551.64
$95,108.15
MONTHLY
$6,507.52
$6,836.90
$7,177.71
$7,545.97
$7,925.68
BI-WEEKLY
$3,003.47
$3,155.49
$3,312.79
$3,482.76
$3,658.01
HOURLY RATE
$37.5434
$39.4436
$41.4099
$43.5345
$45.7251
5503
WATER MAINTENANCE WORKER
II
ANNUAL
$66,754.02
$70,486.98
$73,780.76
$77,321.71
$81,136.88
MONTHLY
$5,562.84
$5,873.92
$6,148.40
$6,443.48
$6,761.41
BI-WEEKLY
$2,567.46
$2,711.04
$2,837.72
$2,973.91
$3,120.65
HOURLY RATE
$32.0933
$33.8880
$35.4715
$37.1739
$39.0081
5502
WATER METER REPAIRER
ANNUAL
$67,412.78
$70,651.73
$74,027.93
$77,733.30
$81,603.63
MONTHLY
$5,617.73
$5,887.64
$6,168.99
$6,477.78
$6,800.30
BI-WEEKLY
$2,592.80
$2,717.37
$2,847.23
$2,989.74
$3,138.60
HOURLY RATE
$32.4100
$33.9671
$35.5904
$37.3718
$39.2325
B501
WATER OPERATIONS
SUPERVISOR
ANNUAL
$97,907.76
$102,793.64
$107,981.28
$113,388.54
$119,015.40
MONTHLY
$8,158.98
$8,566.14
$8,998.44
$9,449.05
$9,917.95
BI-WEEKLY
$3,765.68
$3,953.60
$4,153.13
$4,361.10
$4,577.52
HOURLY RATE
$47.0710
$49.4200
$51.9141
$54.5138
$57.2190
5508
WATER QUALITY AND METER
LEAD
ANNUAL
$78,090.26
$82,042.80
$86,132.51
$90,551.64
$95,108.15
MONTHLY
$6,507.52
$6,836.90
$7,177.71
$7,545.97
$7,925.68
BI-WEEKLY
$3,003.47
$3,155.49
$3,312.79
$3,482.76
$3,658.01
HOURLY RATE
$37.5434
$39.4436
$41.4099
$43.5345
$45.7251
5507
WATER QUALITY AND METER
TECH
ANNUAL
$70,486.98
$74,000.35
$77,705.88
$81,603.63
$85,665.96
MONTHLY
$5,873.92
$6,166.70
$6,475.49
$6,800.30
$7,138.83
BI-WEEKLY
$2,711.04
$2,846.17
$2,988.69
$3,138.60
$3,294.84
HOURLY RATE
$33.8880
$35.5771
$37.3586
$39.2325
$41.1855
B503
WATER QUALITY SUPERVISOR
ANNUAL
$97,907.76
$102,793.64
$107,981.28
$113,388.54
$119,015.40
MONTHLY
$8,158.98
$8,566.14
$8,998.44
$9,449.05
$9,917.95
BI-WEEKLY
$3,765.68
$3,953.60
$4,153.13
$4,361.10
$4,577.52
HOURLY RATE
$47.0710
$49.4200
$51.9141
$54.5138
$57.2190
S505
WATER SERVICE OPSTECH
ANNUAL
$78,090.26
$82,042.80
$86,132.51
$90,551.64
$95,108.15
MONTHLY
$6,507.52
$6,836.90
$7,177.71
$7,545.97
$7,925.68
BI-WEEKLY
$3,003.47
$3,155.49
$3,312.79
$3,482.76
$3,658.01
HOURLY RATE
$37.5434
$39.4436
$41.4099
$43.5345
$45.7251
A110
ZONING TECHNICIAN
ANNUAL
$80,532.22
$84,419.77
$88,591.16
$93,102.95
$97,643.25
MONTHLY
$6,711.02
$7,034.98
$7,382.60
$7,758.58
$8,136.94
BI-WEEKLY
$3,097.39
$3,246.91
$3,407.35
$3,580.88
$3,755.51
HOURLY RATE
$38.7174
$40.5864
$42.5919
$44.7610
$46.9439
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,
Amended 612512018 3% salary increase for AFSCME Admin and Maint bargaining unit, per applicable MOUs
Amended 9117118 classification and compensation revisions
Amended 12124118 3% salary increase Department Head and Unrepresented Unit, AFSCME BAMM,
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
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
Amended 12122120 3% salary increase Department Head and Unrepresented Unit
Amended 415121 classification and compensation revisions
Amended 612112021 2% salary increase for AFSCME Admin and Maint bargaining unit, per applicable MOUs
Amended 8116121 classification and compensation revisions
Amended 12120121 2% salary increase for POA, APA, PSA, Teamsters, DH/Unrep, per applicable MOUs
BURLINGAME AGENDA NO: 5b
STAFF REPORT
MEETING DATE: March 16, 2022
To: Honorable Mayor and City Council
Date: March 16, 2022
From: Syed Murtuza, Director of Public Works — (650) 558-7230
Art Morimoto, Assistant Director of Public Works — (650) 558-7230
Margaret Glomstad, Director of Parks and Recreation — (650) 558-7307
Subject: Review of Draft FY 2022-23 General Fund, Measure I, Gas Tax, Measure A,
Senate Bill (SB 1), Parking Enterprise Funds, Public Facilities Impact Fees,
and Solid Waste Funded Capital Improvement Program
RECOMMENDATION
Staff recommends that the City Council review the proposed draft FY 2022-23 General Fund,
Measure I, Gas Tax, Measure A, Measure I, SB 1, Parking Enterprise Fund, Public Facilities Impact
Fees, and Solid Waste funded Capital Improvement Program (CIP), and provide feedback.
BACKGROUND
Historically, staff has presented the City Council with a draft of the proposed General Fund CIP as
part of the mid -year budget study session in order to receive Council feedback with sufficient time
to incorporate any changes prior to the adoption of the budget. The draft General Fund CIP typically
includes General Fund, Measure I, Gas Tax, Measure A, SB 1, and Parking Enterprise funded
projects. This year, additional funding sources, including the Public Facilities Impact Fees and the
Solid Waste Fund, are being utilized to lessen the impacts on the General Fund. Staff will present
the CIP for the Storm Drainage System, Water System, Sanitary Sewer System, and Waste Water
Treatment Plant at a future meeting as part of the overall budget presentation.
Last year, during the FY 2021-22 budget review, the City Council adopted a reduced General Fund
CIP that reflected the ongoing and anticipated adverse economic impacts due to COVID-19.
Similarly, the CIP for FY 2022-23 has been developed to account for the continued lower General
Fund revenue levels.
DISCUSSION
GENERAL FUND CIP
In developing the FY 2022-23 CIP, staff evaluated the most critical needs of City infrastructure and
identified projects with the following distribution of funding: $3.185M in General Funds; $2.OM from
Measure I; $2.13M from a combination of Gas Tax, Measure A, and SB 1; $650K from Parking
Enterprise Funds; $1.13M in Public Facilities Impact Fees; $200K in Solid Waste Funds; and $3.4M
in potential grant funding, for a total of $12.695M for next year's CIP.
1
FY 2022-23 General Fund, Measure 1, Gas Tax, Measure A. SB 1, Public Facilities March 16, 2022
Impact Fees & Solid Waste Funded CIP
Below is a summary table of each of the CIP program categories with project descriptions and
costs. Staff will provide the City Council with additional information on these projects at the March
16, 2022 Mid -Year Budget Study Session.
PARKS AND RECREATION IMPROVEMENTS ($3,445,000)
Project Description
Aquatic Facility - Pool Deck Replacement/Resurfacing
General
Fund
$1,310
Impact
Fees
Grants
Total
Recommendation
$1,310
Burlingame Square Caltrain Station Mobility Hub
$200
$500
$700
Alpine Park Renovation & ADA Improvements
$190
$160
$350
Town Square Project Development
$300
$300
Cuernavaca Field Renovation & ADA Improvements
(ind. synthetic turf)
$250
$250
Trash Receptacles in compliance with SB 1383
$200
$200
Pathways & Landscape Improvements
$75
$75
Eucalyptus Tree Management
$75
$75
City Parks Fencing
$75
$75
Playground Replacement Fund
$50
$50
Laguna Playground Renovation & ADA Improvements
$50
$50
Annual Tree Replacement
$10
$10
Subtotal Parks and Recreation Improvements:
$2,585
$360
$500
$3,445
Note: Funding presented in thousands.
The proposed funding for the Aquatic Facility Project will supplement existing funds and is for the
final contractual payment to the San Mateo Union High School District for the work completed at
the aquatic facility. The final payment of $1.43M is due upon completion of the new community
center.
The City was awarded a $500K Metropolitan Transportation Commission grant for the Mobility Hub
improvements at the Burlingame Caltrain Station at California Drive and Burlingame Avenue. The
General Fund request of $200K will be utilized as local matching funds for the grant.
The Alpine Park Renovation Project will replace a 25-year old playground and address Americans
with Disabilities Act (ADA) needs. The proposed $350K funding for this project will consist of
existing playground replacement funds ($160K in Public Facilities Impact Fees for Parks and $190K
in General Funds). The funding for field renovations and ADA improvements at Cuernavaca Park
is to advance the project design phase through construction documents. The work at Cuernavaca
Park will consist of improvements to the infield, outfield, dugouts, irrigation system, and drainage
facilities, and address ADA deficiencies at the field. $50K is requested for planning improvements
to Laguna Park to replace the 23-year old park.
2
FY 2022-23 General Fund, Measure 1, Gas Tax, Measure A. SB 1, Public Facilities March 16, 2022
Impact Fees & Solid Waste Funded CIP
Funding is requested in the amount of $300K for project design development of the Town Square
at Parking Lot E. This project was initiated by Community Development and will be developed in
conjunction with the Post Office Project.
$200K is proposed from the Solid Waste Fund to purchase trash receptacles, including compost
bins, to comply with upcoming SB 1383 regulations.
The above list excludes the annual set aside funding for future replacement of synthetic turf at
Burlingame School District facilities (BSD) and Murray Field. The funding for future replacement of
artificial turf fields will be accelerated in future years upon better economic conditions. The
remaining projects on the list primarily consist of infrastructure maintenance projects based on the
needs assessment and replacement schedule as identified in the department's work program.
BIKE, PEDESTRIAN, AND TRAFFIC IMPROVEMENTS ($5,780,000)
Project Description
General
Fund/
Measure A
Gas Tax
Impact
Fees
Grants
Total
Recommendation
Old Bayshore Highway
-
-
$150
$1,200
$1,350
(Design Development/ Environmental Clearance)
Sidewalk Repair Program
$1,200
$100
-
-
$1,300
Murchison, Trousdale and Davis Bike Lane
-
$600
-
$400
$1,000
Project
Neighborhood Bike Boulevard
-
-
$300
$500
$800
California Drive Class I Bike Improvements
$100
-
-
$200
$300
(Broadway to Murchison)
California Drive Class I Bike Improvements
$100
-
-
$200
$300
(Oak Grove to Burlingame Ave)
California Drive Bike Improvements
$100
-
-
$200
$300
(Burlingame Ave and Peninsula Ave)
MTC Quick Strike Pedestrian Safety Grant
-
$80
-
$200
$280
Project
Traffic and Transportation Studies
$50
-
$50
-
$100
Citywide Pedestrian Safety Improvements
$50
-
-
-
$50
Subtotal Bike/Ped/Traffic Improvements:
$1,600
$780
$500
$2,900
$5,780
Note: Funding presented in thousands.
The CIP includes $1.OM from Measure I for the Sidewalk Program and associated ADA
improvements in the general area as shown on the map in the attached PowerPoint presentation.
Additionally, $200K is being requested from the General Fund as a past practice to fund sidewalk
improvements, and $100K from the Gas Tax to fund curb and gutter improvements as part of the
project.
3
FY 2022-23 General Fund, Measure 1, Gas Tax, Measure A. SB 1, Public Facilities March 16, 2022
Impact Fees & Solid Waste Funded CIP
In anticipation of many upcoming transportation, bicycle, and pedestrian improvement grant
opportunities, several projects are being listed in the CIP with match funding sources identified in
advance of grant programs being available. These projects include preliminary design work to
advance the project development of Old Bayshore Highway, further development of bicycle
improvements on California Drive, and construction of the Neighborhood Bike Boulevard Project,
which is currently seeking community input during preliminary design. Matching funds will be drawn
from the General Fund, Measure A, or Public Facilities Impact Fees for transportation as shown in
the table above. The City has been awarded an MTC Quick Strike grant, and matching funds in the
amount of $80K from Measure A is requested for these pedestrian improvements.
Additionally, General Funds in the amount of $50K are being requested for Citywide Pedestrian
Safety Improvements for implementation and $50k for Traffic and Transportation Studies to
address areas with safety concerns as part of the ongoing work program.
BUILDING FACILITIES IMPROVEMENTS ($670,000)
Project Description
Police Station ADA Improvements
Impact
General Parking Fund Fund Fees
- - $200
Recommendation
$200
Donnelly Garage Elevator Improvements
- $200 -
$200
Fire Station 34 Renovations
- - $170
$170
City Facilities Roof Replacement Fund
- - $100
$100
Subtotal Building Facilities Improvements:
$0 $200 $470
$670
Note: Funding presented in thousands.
No General Funds are proposed for Building Facilities Improvements at this time. Staff proposes
using $200K from Public Facilities Impact Fees to fund the design of Police Station ADA
Improvements, including the renovation of the men's and women's locker rooms and ADA
improvements throughout the facility. $170K is proposed for the design of improvements at Fire
Station 34, including HVAC improvements, modifications to living quarters and operations, and roof
replacement. An additional $100K is proposed for the City Facilities Roof Replacement Fund, which
sets aside funding to address the design and construction of roof replacements at various City
buildings.
Staff proposes to use $200K from the Parking Fund for the Donnelly Garage Elevator
Improvements Project, which will overhaul the existing outdated elevator equipment.
PARKING ENTERPRISE FUNDED PROJECTS ($450, 000)
Additional Parking Enterprise funded projects for the CIP include $150K to upgrade existing smart
parking meters from 3G to 5G, and $300K to upgrade City parking lots, which includes Lot X by the
Lions Club facility.
C
FY 2022-23 General Fund, Measure 1, Gas Tax, Measure A, SB 1, Public Facilities March 16, 2022
Impact Fees & Solid Waste Funded CIP
GAS TAX, SB 1, AND MEASURE I FUNDED PROJECTS ($2,350,000)
Based on the condition assessment of 84 miles of existing street infrastructure and the
recommendations from the Street Pavement Maintenance Software Program, staff is proposing a
total of $2.35M of CIP funding from a combination of Gas Tax, Measure I, and SB 1 funds for next
year's street repairs and resurfacing program as follows.
• Adeline Road — El Camino Real to Balboa Avenue
• Airport Boulevard — Beach Road to San Mateo City limit
• Bayshore Highway — Mitten Road to Mahler Road (digouts only)
• Broadway — Vancouver Avenue to El Camino Real
• Burlingame Avenue — Carolan Avenue to Bloomfield Road
• California Drive — Broadway to Oak Grove Avenue
• Donnelly Road — Primrose Road to Lorton Avenue (digouts only)
• Gilbreth Road — Cowan Road to Mahler Road (digouts only)
• Guittard Road — Rollins Road to end
• North Carolan Avenue — Edwards Court to Rollins Road
The above list is preliminary and subject to change. The final list will be presented during the May
Budget Study Session. Of the total $2.35M proposed for next year, $1 M is from Measure I, and
$1.35M from a combination of Gas Tax and SB 1 funds.
FISCAL IMPACT
The estimated cost of the proposed CIP program as identified in this staff report is $12.695M as
follows:
• General Fund $ 3,185,000
• Measure 1 ($1 M for Sidewalks & $1 M for Streets) $ 2,000,000
• Gas Tax, Measure A, and SB 1 $ 2,130,000
• Parking Enterprise Fund $ 650,000
• Impact Fees $ 1,130,000
• Solid Waste Funds $ 200,000
• Grants $ 3,400,000
Total $12,695,000
Exhibit:
• PowerPoint Presentation
5
Mid -Year B
Study Sessi
Fiscal Year 2022-23
Draft Capital Improvement Program
March 16, 2022
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Outline of Topics
• Proposed CIP Funding
• General Fund Projects
• Gas Tax, Measure A, Measure I, SB l ,
Parking Enterprise, Public Facilities
Impact Fees, and Solid Waste Projects
• Summary
• Council Direction & Feedback
Proposed Draft CIP Funding
Fiscal Year 2022/2023
'f.
General Fund CIP Requests
Building Facilities
Oho
Aquatic Facility - Pool Deck Replacement Resurfacing
$1,310
7
I■ $1,310
Burlingame Square Transit Hub
$200
$500 $700
Alpine Park Renovation & ADA Improvements
$190
$160
$350
Town Square
$300
$300
Cuernavaca Field Renovation & ADA Improvements,
$250
$250
including Synthetic Turf
Trash Receptacles per SB 1383
$200
$200
Pathways & Landscape Improvements
$75
$75
Eucalyptus Tree Management
$75
$75
City Parks Fencing
$75
$75
Playground Replacement Fund
$50
$50
Laguna Playground Renovation & ADA Improvements
$50
$50
Annual Tree Replacement
$10
$10
BSD Synthetic Turf Replacement Fund
$0
Picnic Tables, Benches & Fountains
$0
Murray Field Synthetic Turf Replacement Fund
$0
Athletic Field Renovations Fund
$0
TOTAL
$2,585
$360
$500 $3,445
■F=r-sr_
Old Bayshore Highway
(Design Development and Env. Clearance)
Sidewalk Repair Program
Murchison, Trousdale & Davis Bike Lane
Project
Neighborhood Bike Boulevard
California Drive Class I Bike Improvements
(Broadway to Murchison)
California Drive Class I Bike Improvements
(Oak Grove to Burlingame Ave)
California Drive Bike Improvements
(Burlingame Ave and Peninsula Ave)
MTC Quick Strike Pedestrian Safety Grant
Project
Traffic and Transportation Studies
Citywide Pedestrian Safety Improvements
TOTAL
do x i rnttic imnra
$200 $1,000 $100
$100
$100
$100
IM
Wo
$50
$50
$600 $1,000 $680 $100
_.__.Aft
%a $1,200
$300
$50
$500
$400
$500
$200
$200
$200
$200
$2, 900
Y . ,.. --
$1,300
$1,000
$800
$300
$300
$300
$280
$100
$50
$5, 780
e_ Pedestrian �
gil
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VA
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LEGEND:
0 Citywide quick-Burld Projects (OBAG2) J Pedestrian Improvements
Murchison,Trousdale, and Davis Bike Lane Project
Old Bayshore Feasibility Study (Burlingame -Planning)
. Bike Boulevards {Burlingame}
California Drive Class I Bike Improvements
Af
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Pant County
atlonal Area
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0 0.3 0.6
Sidewalk Repair Program & ADA Improvements
Police Station ADA Improvements
Donnelly Garage Elevator Improvements
Fire Station 34 Renovations
City Facilities Roof Replacement
TOTAL
$200
$200
In
$200
$200
$170
$170
$100
$100
$0 $200 $470
$670
Parking
Project Description
rages
General Fund
Parking Fund Total Funding
Recommendation
Cln ❑F 5URLING,AME
PUBLIC PARKING
rp
Street Resurfacing Projects
Total Cost: $2,350,000
• Adeline Road - El Camino Real to Balboa Avenue
• Airport Boulevard - Beach Road to San Mateo City Limit
• Bayshore Highway - Mitten Road to Mahler Road (digouts only)
• Broadway - Vancouver Avenue to El Camino Real
• Burlingame Avenue - Carolan Avenue to Bloomfield Road
• California Drive - Broadway to Oak Grove Avenue
• Donnelly Road - Primrose Road to Lorton Avenue (digouts only)
• Gilbreth Road - Cowan Road to Mahler Road (digouts only)
• Guittard Road - Rollins Road to End
• North Carolan Avenue - Edwards Court to Rollins Road
I wow
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File: H:\140-Burlingame\140-079
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2023 STREET RESURFACING PROJECTS
PROJECT MAP
LEGEND
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PAVEMENT SECTION REPAIRS ONLY
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Parks and Recreation Improvements $3,445,000
Bike, Ped, and Traffic Improvements $5,780,000
Building Facilities Improvements $670,000
Parking & Garages $450,000
Street Resurfacing Projects $2,350,000
TOTAL $12,695,000
E
AIL
•[•
►l-
Iry of Prone!
General Fund
Measure 1
($1 M for Sidewalks / $1 M for Streets)
Gas Tax, Measure A, and SB-1
Parking Enterprise Fund
Impact Fees
Solid Waste Fund
Grants
TOTAL
�: 0 err:
$3,185,000
$2,000,000
$2,130,000
$650,000
$1,130,000
$200,000
$3,400,000
$12,695,000
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Council Direction &Feedback
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