HomeMy WebLinkAboutFin Budget 2017-18SAN RAFAEL
THE CITY WITH A MISSION
Agenda Item No: 6.b
Meeting Date: June 5, 2017
SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: Finance
Prepared by: Mark Moses,
Finance Director
Bill Guerin, City Manager Approval:
Director of Public Works
TOPIC: FINAL CITY-WIDE PROPOSED BUDGET FOR FISCAL YEAR 2017-2018
SUBJECT: RESOLUTION ADOPTING THE CITY OF SAN RAFAEL OPERATING BUDGET AND
CAPITAL IMPROVEMENT PROGRAM FOR FISCAL YEAR 2017-2018
RECOMMENDATION: ACCEPT REPORT AND ADOPT RESOLUTION AS PRESENTED
SUMMARY: This report presents the final proposed City-wide budget for fiscal year 2017-2018. The
operating budget was presented in preliminary form on May 1, 2017, for public and City Council review
and comment following a Study Session on goals, strategies and objectives. Ongoing General Fund
operational expenditures are supported by current period revenues, and the spending plans of all other
funds are supported by projected revenues and accumulated resources in their respective funds.
Proposed appropriations City-wide total $111,578,822.
BACKGROUND: The purpose of this report is to provide the City Council and community with the
proposed City-wide budget for fiscal year 2017-2018 which has been prepared for adoption based on
the direction provided at the City Council Meetings of May 1, 2017, and May 15, 2017.
The budget is both a spending plan for the City's available financial resources and the legal authority
for City departments to spend these resources for public purposes. Through these resources, services
are provided to meet the needs of city residents. The City Council and City staff respond to the
community's needs in part through the budget which is intended to balance not only revenues and
costs, but also community priorities.
The City Council received an operating budget report and financial update at its meeting of
April 19, 2017, and received a preview of the fiscal year 2017-2018 budget at that time. Staff then
presented a more detailed preliminary budget on May 1, 2017. The City Council received a report on,
and provided direction to the Capital Improvement Program at its meeting of May 15, 2017. These
FOR CITY CLERK ONLY
File No.: 8-5 x 9-3-40.2
Council Meeting: 06/05/2017
Disposition: Resolution 14342
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
reports and discussions included the presentation of key fiscal issues and financial assumptions that
shaped the development of this annual, City-wide budget.
The preliminary General Fund Operating budget for fiscal year 2017-2018 that was presented on May 1
marked the fifth consecutive year in which the planned ongoing expenditures for the year are fully
covered by current projected revenues. In addition to funding the current operational service levels, the
proposed budget includes provisions for City Council and community priorities such as reducing the
impact of homelessness, massage ordinance enforcement, support for the Marin County Major Crimes
Task Force, enhanced economic development, and partial participation in Marin Clean Energy's "Deep
Green" program.
Consistent with the direction provided by the City Council in May 2014, the additional one-quarter
percent sales tax revenues provided by Measure E, effective April 1, 2014 through March 31, 2034, are
being set aside to fund major construction and improvements to public safety facilities (also referred to
as the San Rafael Essential Facilities project).
Following its review of the preliminary City-wide budget for fiscal year 2017-2018, the City Council
directed staff to return with this budget for adoption.
This report will focus on the following:
1. Brief status of fiscal year 2016-2017 budget performance.
2. Proposed budget presented for all City funds for fiscal year 2017-2018.
ANALYSIS:
FISCAL YEAR 2016-2017 - UPDATE
General Fund
Revenues: The one significant change to fiscal year 2016-2017 revenues since the May 1, 2017
presentation to the City Council is the adding back of the previously disallowed Successor Agency
annual reimbursement of $190K to the City for pension obligations of the former Redevelopment
Agency. As a result, projected year-end net results increase to $337K.
Expenditures: As fiscal year 2016-2017 draws to a close, the General Fund -supported activities are
performing within their respective budgets as amended by the City Council throughout the year. If
operational savings are identified through the fiscal year-end process, we will return to the City Council
for direction on the disposition of those funds.
Other Funds
The evaluation of other funds will continue, with recommended adjustments, if any, being presented to
the City Council. At this time, no major adjustments are anticipated.
FISCAL YEAR 2017-2018 CITY-WIDE BUDGET
On May 1, 2017, the City Council held a Study Session to discuss their annual goals. The Goals and
Strategies document attached to this report serves as a work plan for City staff for the upcoming fiscal
year. Resources with which to accomplish the goals are incorporated into the proposed annual City-
wide budget. The City Council also intends to have a Council Retreat in the coming months to discuss
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 3
their vision around a number of key City priorities such as homelessness, housing, the potential for a
new library, and other topics.
HIGHLIGHTS
❖ Citywide Budget: The total proposed FY2017-2018 expenditure budget for the City is
$111,578,822. This sum reflects all funds and operations for the City, including active capital
projects. The Capital Improvement Program has new planned expenditures of $9,302,301 for
the year; formal appropriations for major projects will be made at the time of project and/or
contract approval. Appropriations are supported by FY2017-2018 revenue and other sources
projected at $108,639,679 as well as by funds retained from previous periods for capital
projects.
❖ General Fund Budget: The General Fund portion of the City budget is balanced in that
FY2017-2018 appropriations, totaling $78,888,946, are fully supported by FY2017-2018
General Fund revenues and transfers in, projected at $78,080,787, and supplemented by
planned uses of accumulated sources of $1,271,000 for limited -term operational activities.
❖ Program funding: Included in the expenditure budgets are provisions for the following:
o Employee retirement obligations are fully -funded in accordance with actuarially -
determined contribution levels
o The Homeless Initiative Program is incorporated into the FY2017-2018 budget
o Major Crimes Task Force participation continues
o Massage Ordinance Enforcement continues
o Projected savings from solar projects are being used to support $27,000 of additional
costs associated with "Deep Green".
❖ State Budget Impacts: As this staff report is being prepared, the State budget does not rely on
any new actions that would have a significant impact on the City's budget. The Governor did
recently sign a bill to increase gas taxes and registration fees that will result in approximately
$1.5 million in additional gas tax funds over the next two years.
Economic Environment
The California economy continues to recover from the recession. Although the 4.9% unemployment
rate remains above the national average of 4.4%, it continues on a path towards convergence with the
national average. Personal income has rebounded over the past few years, and the State continues to
prosper from the flow of capital into the technology companies who are attracted to California. Over the
past year, State revenues have lagged behind expectations. The recent surge in the stock market has
breathed new life into the revenue forecast; however, capital gains are the State's most volatile and
unpredictable revenue source.
Notwithstanding the State's $10.1 billion in projected reserves, the Governor's revised budget for the
upcoming year includes a $400 million deficit and major challenges persist. The "wall of debt", which
when pension and retiree medical liabilities are considered, reaches into the hundreds of billions of
dollars.
Locally, the 3.0% Marin County unemployment rate is among the lowest in the State. According to the
Marin Economic Forum, the County added 4,000 payroll jobs and gained approximately 250 payroll
businesses in 2016. Real personal income is projected to grow at an average rate of 2.5% over the
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Paae: 4
next few years after inflation, and Marin County's taxable sales per capita are the third highest in the
State. Marin County median home prices are over $1.3 million and continue to rise, while the recovery
of commercial real estate has led to average rents increasing to $2.80 per square foot.
General Fund
The City's General Fund accounts for most of the major services to residents and businesses (such as
police, fire suppression and prevention, planning, building, library, parks, streets, engineering, traffic
enforcement and management, cultural programs). The General Fund operating -related appropriations
for fiscal year 2017-2018 total approximately $74.9 million.
In addition, $4.0 million in non-operating transfers are anticipated for the San Rafael Essential Facilities
project, funded by Measure E Transactions and Use Tax (TUT) revenues. An allocation of $210K is
estimated to maintain the Emergency and cashflow reserve at its target level. Finally, the City Council
has directed the use of previously unallocated funds in the amount of $1,271,000 for limited -term
operating needs. These allocations are presented in Figure 2.
The following table (Figure 1) summarizes the detailed information provided in Exhibit I of the
Resolution, and presents the proposed fiscal year 2017-2018 budget with a comparison to the
projected ending performance for fiscal year 2016-2017. The proposed budget projects approximately
$2.8 million, or 3.7%, in additional resources and approximately $2.7 million, or 3.8%, in additional
uses, compared to the projected results of the current fiscal year.
Figure 1
General Fund
Revenues
Transfers in
Total Resources
Expenditures
Transfers out — operating
Total Operating Uses
Operating Results
Allocations/Use of fund balance
Measure E set-aside &
SREF Capital Transfers
Emergency reserve
Purchase Order rollover
Allocation of unassigned funds
Projected
FY 2016-17
$73,878,000
1,382,303
$75,260,303
$70,367,047
1,786,091
$72,153,138
$3,107,165
$3,900,000
320,000
(140,923)
(1,309,500)
Net After Allocations $337,588
Preliminary
FY 2017-18
(rounded)
$76,724,443
1,356,344
$78,080,787
$72,513,946
2,350,000
$74,863,946
$3,216,841
$4,025,000
210,000
(1,271,000)
$252,841
$ Change I % Change
from
from
previous
previous
year
year
$2,846,443
3.9%
$2,820,484
3.7%
$2,146,899
3.1%
$2,710,808
3.8% 1
1
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K
Program Unassigned funds
allocated to FY17-18
One-time payments under MOU 500,000
Director of Homeless Planning & Outreach 135,000
Two additional police officers (2'/2 years) 450,000
Additional patrol on 41" Street 75,000
MCCMC contribution for homelessness 36,000
Massage enforcement 75,000
Total $1,271,000
Revenue Trends and Assumptions:
Sales Tax:
After peaking above 10% during fiscal year 2014-2015, sales tax growth has plateaued during the past
two years. With the assistance of the City's sales tax consultants, recurring sales tax revenues are
estimated to increase by 3.0% to $21.1 million in fiscal year 2017-2018. Sales taxes account for 28% of
General Fund revenues.
Property Tax:
The City's second largest tax generator is property tax. While the City did not experience the level of
property value declines seen in other areas of the state, revenues have stagnated for the past several
years. Based on the most recent county property tax roll information and property transfer tax trends,
we are projecting an increase of 5.25% to $18.8 million in fiscal year 2017-2018. Property taxes
account for 24% of General Fund revenues.
Transaction & Use Tax (Measure E):
Revenues from this tax, which applies to most local retail sales are projected to reach $12.1 million in
fiscal year 2017-2018. One-third of these funds are allocated to public safety facilities construction and
improvements. Measure E revenues account for 16% of General Fund Revenues.
Other General Fund Revenues:
Other revenues (including business tax, transient occupancy tax, development fees, Vehicle License
Fee backfill, permits, and charges for services) are expected to experience moderate growth (i.e.,
2- 4%) over the next year. These revenues account for 32% of the budget.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 6
Other, 329
General Fund Revenues - $76.7 million
•� Sales Tax, 28%
I
f 1 } 1 } 1 }
ti ti � �
Measure }��� Property Tax,
(TUT), 16% 24%
Expenditure Trends and Assumptions:
Expenditures are projected to grow by 3.5% in fiscal year 2017-2018. The annual expenditure plan
includes provisions for continued support of the Homeless Initiative (detailed below), participation in the
Major Crimes Task Force, and continued massage enforcement. The growth in expenditures is also
fueled by increases in personnel costs, including step increases, contractual labor commitments, and a
minor increase in the Marin County Employees Retirement Association (MCERA) employer contribution
rate. MCERA pension contribution rates will increase in fiscal year 2017-2018 by less than one tenth of
one percent of eligible payroll. With respect to the City-wide budget, MCERA contributions represent
approximately 20% of total expenditures.
The Homeless Initiative was established in 2013 to fund homeless -related programs and activities
recommended by the City Council's Homeless Subcommittee and approved by the City Council. Since
the initiative was created, it has supported a variety of successful initiatives, including Downtown
Streets Team, the Homeless Outreach Team (HOT) program, and increased police patrols in the
downtown. Fiscal year 2017-2018 marks the fifth full year of operations for fund, and the second full
year in which the activity is reported in the City's General Fund. Funding provisions include the Director
of Homeless Policy and Outreach, ongoing mental health outreach, continued police patrols, post office
boxes at the United States Postal Service, and the third and final $36,000 installment to the Marin
County Council of Mayors and Councilmembers Community Homeless Fund. A new contract for the
Downtown Streets Team will be brought to the City Council prior to the expiration of the current contract
on June 30, 2017.
Other Funds
Successor Agency
Prior to the State Legislature -initiated dissolution of the Redevelopment Agency in January 2012, City
Council met as the Redevelopment Agency, and approved its annual budget as part of the City-wide
budget process. Under the current legislation, the Successor Agency is not required to prepare an
annual budget. Funding for the Successor Agency follows a different process specified in the new law:
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 7
Funding must be approved by the Successor Agency's Oversight Board and the California Department
of Finance for six month periods. The economic development -related functions of the former
Redevelopment Agency have been fully transferred to the City Manager's office. The San Rafael
Successor Agency Oversight Board has approved the minimum allowable administrative expenses of
$250,000 annually for City staff time and other costs associated with the dissolution of the former
Redevelopment Agency, although this amount is expected to be reduced in future years. Since the
preliminary budget report on May 1, 2017, the State Department of Finance has reinstated the
$190,443 per year for the remaining portion of the repayment plan by which the Successor Agency had
been reimbursing the City's General Fund for the unfunded pension obligations of former
Redevelopment Agency employees. The $55,778 per year that was being repaid for unfunded OPEB
obligations continues to be disallowed.
Capital Improvement Program (CIP) In a separate report to the City Council presented during a City
Council Study Session conducted on May 15, 2017, Public Works staff presented a three-year Capital
Improvement Program for fiscal years 2017-2018 through 2019-2020. The Capital Improvement
Program (CIP) is a planning document developed to identify and prioritize new construction projects
and improvements to the City's infrastructure. The priorities identified have been coordinated with the
other departments in San Rafael to ensure that all department needs are represented. The general
categories within the CIP have been modified this fiscal year to reflect the following:
• City -Owned Properties (COP)
• Parks (P)
• Drainage (D)
• Right -of -Way (RNV)
Project selection and priority is based on recommendations by the Department Directors to
accommodate high priority needs, which focused on life/safety, maintenance and repair, public and
Council input, and other factors. Major projects in the fiscal year 2017-2018 CIP include the City Hall
Re -roof, Albert Park improvements, Southern Heights Bridge Replacement, Third Street Improvements,
and street resurfacing. The CIP projects in each category are identified as either Active or New. Active
projects are projects that have been approved by Council in prior year CIP's, however they are
anticipated to be executed within the next 3 year period, and New projects are identified as new to this
year's CIP.
The document also highlights major projects that were completed within the last fiscal year. While
staffing challenges, winter storm emergencies and large scale projects such as the Sonoma -Marin Area
Rail Transit (SMART) and the Essential Facilities program have impacted the Department's ability to
complete all projects initially identified for fiscal year 2016-2017, the department completed several
major capital projects such as the Regional Transportation System Enhancement Project (RTSE), Terra
Linda Community Center Pool House remodel, and major capital improvements at Rossi Pump Station.
Smaller projects include City Solar Project at the Corporation Yard and at the Albert J Boro Community
Center and City Wide Security System Upgrades.
A focus of this year's CIP presentation was a lack of adequate long term funding for both City owned
property and Storm Water capital improvement projects. Nearly all of the City -Owned Property projects
in the CIP are funded by the Building Maintenance Fund, an internal revenue utilized exclusively for the
maintenance and improvement projects on City Owned Property. The General Fund has contributed
$500,000 to the Building Fund annually. On occasion, as additional funding is identified e.g. in the form
of unspent General Fund allocations for other Public Works projects, one-time monies are transferred
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into the Building Fund. Though this fund has built up a modest fund balance due to these additional
allocations from the General Fund and deferred projects from prior years, it is anticipated that if all the
projects in the fiscal year 2017-2018 CIP are executed, this fund will be in a deficit beginning fiscal year
2019-2020. The long-term capital and infrastructure improvement needs for City owned property far
exceeds $500,000 per year.
The Storm Water Fund also faces a long term funding shortfall. The fund receives $850,000 in revenue
per year from the City's Storm Water Runoff Activity Fee, a parcel assessment established in 1995 "to
provide maintenance and repair of the city's storm water drainage facilities, to provide capital
improvements to the City's storm drainage system, and to provide other clean storm water activities."
(Municipal Code 9.40) Due to continuous use of pump stations during the rainy season, constant
maintenance is required. The annual maintenance and operation of storm water pump stations costs
$880,000 per year. However, beyond the annual maintenance, the City's storm drain infrastructure
(pump stations and drainage systems) face large capital improvement needs. For example, the San
Quentin pump station rebuild is estimated at $1.2 million, and there are numerous unfunded street
drainage projects. As the Storm Water fund currently stands, with revenues equal to annual
maintenance expenditures, there is no additional funding available for these large capital improvement
projects. This presents a tremendous funding issue.
Due to the imminent need for funding of these drainage infrastructure projects in fiscal year 2017-2018,
City Council concurred with the recommendation by staff on May 15 to redirect the annual $500,000
General Fund contribution for the Building Maintenance Fund, to the Storm Water Fund. This one-time
transfer of General Fund monies to the Storm Water Fund for fiscal year 2017-2018 is a short-term
solution, as the Building Fund cannot forgo the $500,000 in revenue from the General Fund for more
than one fiscal year. Staff was also directed at the May 15 meeting to evaluate the current storm water
activity fee to determine whether an increase is appropriate, and what the next steps would be to
increase the fee.
The complete CIP is attached to this report.
Special Revenue and Grant Funds
These funds have restricted uses, based on their respective sources. One significant fund in this group
is the Emergency Medical Services/Paramedic Fund (EMS), which was presented to the City Council
on May 1, 2017, in order to establish the Paramedic Tax rates for fiscal year 2017-2018. The City
Council approved a small increase in the Paramedic Tax rate for San Rafael, County Services Area
#13, and County Services Area #19, to $92 per residential living unit and 12.5 cents per non-residential
building square foot. In the other area served, Marinwood CFD, rates will remain at the tax rate cap of
$85 per residential living unit and 11 cents per non-residential building square foot. The fund has
planned expenditures of $7.7 million for the upcoming fiscal year, of which $4.7 million, or 60%, comes
from the Paramedic Tax. The balance of the funding of this activity comes primarily from third -party
recovery for emergency medical response and transport services.
The EMS fund is projected to accumulate approximately $1.4 million in unallocated fund balance by
June 30, 2017. Staff recommends that $100,000 be allocated to capital improvements (e.g., temporary
relocation of staff displaced by the need to renovate facilities used to deliver emergency medical
services, replacement or upgrade to ambulance bays at fire stations, etc).
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The Measure A Open Space Program is in its fifth year. Funding for this activity is primarily provided by
a nine-year, county -wide sales tax that is managed by the County of Marin, with the City providing
discretionary contributions as needed. The focus for fiscal year 2017-2018, for which $466 thousand in
revenues is projected, remains on recreational facility improvements and open -space enjoyment and
safety. The fiscal year 2017-2018 Measure A — Open Space Workplan is was presented separately at
the City Council meeting of May 15, 2017.
Measure D, the successor Library parcel tax to Measure C, is included in this group and will expand
service levels, relative to those established under Measure C. The purpose of the tax is to "augment the
capacity of the City of San Rafael to provide quality library services to its residents." Measure D
provides for a 20% increase in revenues over Measure C that will support the expansion of books and
periodical purchases, including ebooks; fund events and classes for all ages; and provide for
supplementary technology supplies. The $541 thousand in capital reserves established under Measure
C will be preserved going forward. The allocation of these special tax proceeds is consistent with the
long-term strategic recommendations presented by the Library Director in December 2012.
The Recreation and Childcare Funds, operated by Community Services are anticipating spending plans
of $4.8 million and $4.0 million, respectively. Fee income covers approximately 65% of the Recreation
budget, 100% of the Childcare budget and 75% of the Preschool program. During the year, both
recreation and childcare will be implementing new registration software.
Other significant funds in this category include Gas Tax and Storm Water. The spending plans for these
funds were developed in conjunction with the Capital Improvement Program described previously.
Parking Fund
Currently, parking operations are funded via parking fees and fines, and fund balance is the only
resource with which to cover capital improvements. The parking structures and lots have deferred
maintenance issues that will need to be addressed over the next few years, in order to preserve these
revenue -generating assets. In 2014, Public Works engaged an engineering firm to evaluate current
conditions of the garage structures and provide recommendations for repair and maintenance items to
be addressed. The study determined that the four city owned structures ( 3rd/Lootens, 3rd/A, 3rd/C, 5t"/C)
require significant structural repairs due to deferred maintenance. For example, it is estimated that one
of the locations to be repaired, 3rd/Lootens, will cost approximately $525,000. The operating budget for
this fund is $5.2 million.
Internal Service Funds and Capital Replacement Funds
These funds are used to manage services that are delivered within the organization. For example,
computer replacement, employee benefits, workers compensation, general liability and vehicle
replacement are funded via internal charges to the funds that utilize these respective services. These
funds have sufficient resources to support services for fiscal year 2017-2018. The technology internal
service fund and capital replacement funds (vehicles, City facilities) remain underfunded with respect to
the City's long-term needs.
Status of Pension Fundinq
The City's Pension Funding Policy requires that the Finance Director and City Manager report on the
status of pension funding as part of the annual budget adoption process.
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The most recent pension actuarial valuation was prepared as of June 30, 2016 and presented to and
approved by the MCERA Board on March 8, 2017. This valuation was used to determine the
contribution rates for fiscal year 2017-2018. The composite rate for the City of San Rafael will be 61.04
percent, a 0.08 percent increase from the current rate of 60.96 percent. The budgeted pension
contribution for fiscal year 2017-2018 provides full funding for the required contribution. It should be
noted that San Rafael, as a member of MCERA, is in a different pension system than most California
cities which are in the Public Employees Retirement System or PERS. MCERA has been considerably
more aggressive in funding its plan which is one of the factors that San Rafael's composite rate is high.
Staff believes that contribution rates are likely to be stable, or potentially drop, in fiscal year 2018-2019,
as it appears that MCERA will meet the investment target of 7.25% in fiscal year 2016-2017. Unless
there is a change to the assumptions regarding the investment return, relatively stable rates are
expected for the next few years. The City has dedicated a portion of its employee retirement reserve to
buffer the impact of unexpected increases. This reserve, which currently totals $2.1 million, is also used
to accumulate payments for debt service on the $4.5 million pension obligation bonds, issued in 2010;
and for supplementary payments to MCERA.
Citv-wide Summary
The following table summarizes the appropriations found in Exhibit II of the Resolution, which provides
the schedule of consolidated fund activities for fiscal year 2017-2018.
Figure 3
Fund Balances and Reserves
All funds are projected to have a positive fund balance as of July 1, 2017, as well as June 30, 2018,
under the proposed budget. General Fund Emergency Reserves are projected to increase from
Sources
Uses
Fund
(Revenues and
(Expenditures
Transfers)
and Transfers)
General Fund
$78,080,787
$78,888,946
General Plan
408,650
371,324
Special Revenue/Grant/Trust
24,834,144
25,726,466
Enterprise (Parking)
5,063,900
5,389,941
Internal Service /
16,508,884
17,464,831
Capital Replacement
Assessment Districts
0
0
Misc Capital Project Funds
4,036,000
4,030,000
Adj for ISF Charges/Transfers
(20,292,686)
(20,292,686)
City-wide Sub - Totals
$108,639,679
$111,578,822
Use of fund balance
$2,939,143
Totals
$111,578,822
$111,578,822
Fund Balances and Reserves
All funds are projected to have a positive fund balance as of July 1, 2017, as well as June 30, 2018,
under the proposed budget. General Fund Emergency Reserves are projected to increase from
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 11
$6.8 million to $7.0 million, or 10% of General Fund expenditures, maintaining the minimum target
reserve levels. There are sufficient funds retained in the general liability and workers compensation
reserves to fund projected claims in those respective areas.
STAFFING
The City's current level of regular staffing, 392.95 FTE (full-time equivalent regular positions), is
12 percent below the peak of 445 FTE that was supported in fiscal year 2007-2008. The erosion of
staffing levels has significantly reduced the City's organizational capacity, and leaves few resources
available to proactively manage emerging issues, or to ensure smooth and consistent continuity of
services. The management team has considered the impact of the severe restructuring on the City's
ability to effectively and sustainably deliver services upon which the residents depend. To address the
most severe capacity deficiencies while tempering long-term operating commitments, the City is
currently using 11.06 full-time equivalent fixed -term positions.
Based on the direction provided at the City Council meeting of May 15, 2017, a regular 1.0 full-time
equivalent position is being proposed for the Community Development Department. The new Senior
Code Enforcement Supervisor / Code Enforcement Supervisor will retitle and revise an existing Code
Enforcement Manager and former Code Enforcement Supervisor classification that have not been
active since 2011. The revised, flexibly staffed positions are assigned to the mid -management
unrepresented group, with a monthly salary range of $7,657 to $9,307 for the Senior Code Enforcement
Supervisor and $6,937 to $8,432 for the Code Enforcement Supervisor. Due to recruitment difficulties in
this industry, a flexibly staffed position is recommended so that the position can be filled at either level
based on the candidate experience. This position is needed to oversee the Code Enforcement
Division, which includes managing the Hotel and Apartment Inspection Program (HIP), zoning and
building code enforcement, and the massage ordinance enforcement program (contracted service).
Due to significant challenges in recruiting highly qualified accountant staff, the Finance Department is
also proposing to reorganize and reallocate several positions which do not require any additional
resources. There is a widespread shortage of experienced governmental accountants relative to the
demand across the state. Since February 2015, the Sr. Accountant position has been filled 60 percent
of the time, while the Accountant 1/11 has been filled less than 40 percent. Both positions have not been
filled at the same time since November 2015, and have been vacant for the past two months. The
department proposes to reallocate a vacant 1.0 FTE Business License Examiner position and defund a
1.0 FTE Accountant 1/11 to create a second 1.0 FTE Accounting Manager to oversee budget and
financial reporting. The existing full-time Accounting Manager position will be responsible for
overseeing financial operations for the City. In addition, it is proposed to reallocate the vacant 1.0 FTE
Senior Accountant to a 1.0 FTE Principal Accountant position to recruit the level of expertise and talent
needed to produce the CAFR and audit financial transactions. The proposed draft job description is
attached in Exhibit III and it is recommended that the salary range be set at $7,107 to $8,638 monthly,
in the Local 1 Confidential bargaining group. An organization chart is included in Exhibit III showing the
before and after Finance Department staffing structure. The net compensation savings from the
proposed configuration is $35,166.
In addition, the Human Resources Department is proposing an Administrative Assistant 1/11
(Confidential) classification in order to have the option to under fill the Senior Administrative Assistant
(Confidential) position in the Human Resources Department. This flexibility will allow a professional
development opportunity for City staff and assist with recruitment and retention. It is proposed that the
Administrative Assistant 1/II (Confidential) level classification be assigned in the Public Employee Union,
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 12
Local 1, Confidential Bargaining Unit, with a salary range of $4,115 to $5,002 monthly for Administrative
Assistant I (Confidential) and $4,537 to $5,515 monthly for Administrative Assistant II (Confidential: 2%
added to the Administrative Assistant 1/II classification salary range assigned in SEIU), effective June 5,
2017.
Overall, the proposed actions maintain the regular FTE headcount at 392.95. Fixed -term positions
remain constant at 11.06. The history and detail for all authorized positions as well as the proposed
classifications and salaries are presented in Exhibit III of the Resolution.
FISCAL IMPACT: By approving the Resolution as presented, the City Council is authorizing the levels
of expenditures, within funds, for the 2017-2018 fiscal year. The proposed budgets reflect all
assumptions outlined and incorporate direction received from the City Council through its meeting of
May 15, 2017.
The fiscal year 2017-2018 Budget Resolution also provides for the "roll over" of unspent capital project
funds from 2016-2017 (estimated at $10 million) for projects that will not be completed by
June 30, 2017. Capital project spending occurs each year by appropriating accumulated funds (e.g.,
gas tax, traffic mitigation, etc.), in addition to new revenue sources. By carrying over the unspent
portion of a project's budget into the subsequent year, capital project budget performance is easier to
track because the same budget authority is not duplicated for unspent funds. This also makes it easier
to match budgeted costs with actual expenditures.
Similarly, the Budget Resolution provides for the "roll over" of active purchase orders that will not be
completed by year-end. This provides for operational continuity and avoids having to re -budget
expenditures that were previously authorized.
OPTIONS: The City Council can choose to either:
(1) Accept the report, recommendations and Resolution as presented; or
(2) Make modifications to the recommendations and/or Resolution.
RECOMMENDATION: Staff recommends that City Council accept the report and adopt the Resolution
as presented.
ATTACHMENTS: City Council Goals & Strategies Fiscal Year 2017-18
Resolution and Exhibits I, 11, III (Budget and Personnel Actions)
Capital Improvement Program Fiscal Year 2017-18 through 2019-20
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WITH
City Council Goals &Strategies
Fiscal Year 2017-18
MISSION
The Mission of the City of San Rafael is to enhance the quality of life and to
provide for a safe, healthy, prosperous and livable environment in partnership
with the community.
VISION
Our vision for San Rafael is to be a vibrant economic and cultural center
reflective of our diversity, with unique and distinct neighborhoods in a beautiful
natural environment, sustained by active and informed residents and a
responsible innovative local government.
May 23, 2017
2016-17 HIGHLIGHTS OF ACCOMPLISHMENTS
• Finalized design and started construction of Fire
Stations 52 and 57; finalized design of a new
Public Safety Center.
• Relocated Fire Station 51, 52, 57 and Fire
Department administrative offices; Parking
Services, Economic Development and the
Sustainability division in preparation for
construction of new fire stations and the Public
Safety Center.
■ Completed improvements in Downtown San
Rafael to prepare for SMART including
coordinated traffic signals, queue cutters, wider
sidewalks, and crosswalk changes.
■ Implemented a comprehensive "Quiet Zone"
from Novato to Downtown San Rafael.
■ Worked with the County of Marin and other
service providers to establish the Homeless
Outreach Team (HOT).
■ Worked with Golden Gate Transit, Marin Transit
and SMART to develop temporary and
permanent alternatives for the downtown transit center.
■ Submitted application for Andersen Drive crossing to the California Public Utilities Commission.
■ Completed installation of solar on the Boro Community Center and Public Works building.
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■ Launched a new mobile -responsive website with forms, payments, issue -reporting features, data and records portals.
■ Worked with the community to develop design plans for a new playground at Albert Park.
■ Assisted the Downtown Business Improvement District during advisory board transition.
■ Completed a community needs assessment for new and expanded library facilities as well as a community -driven
strategic plan.
■ Entered into an agreement with Ritter Center to move homeless pantry, mail and shower services.
■ Worked with the Downtown Streets Team to launch the "Put Your Change to Work" anti -panhandling program.
■ With funding provided by the Fire Foundation, purchased refurbished and now conducting training operations with the
Department's new fireboat.
■ Provided a Spanish-language Citizen Police Academy with 27 participants.
■ Collaborated with other agencies to combat human trafficking.
■ Continued open space patrol with the removal of hundreds of unlawful campsites.
■ Implemented a water conservation pilot program.
• Kicked off a Bicycle & Pedestrian Master Plan update.
■ Established a working group to further develop the Downtown Parking & Wayfinding study.
• Conducted multiple safety drills for police and fire response to potential train incidents.
■ Provided research and policy options for regulation of cannabis.
■ Applied to be a Downtown Cultural Arts District.
■ Managed permits and production activities for Netflix filming of 13 Reasons Why.
■ Launched gigabit and Ethernet at both libraries and instant messaging for library support.
■ Participated in a county -wide sea level rise vulnerability assessment.
■ Finalized Marin Sanitary rate analysis.
■ Updated fees related to building permits, traffic mitigation and affordable housing.
■ Conducted an employee engagement survey.
■ Initiated the General Plan 2040 process and hired a project manager.
■ Refreshed the City logo and tagline.
■ Launched the "Together San Rafael" initiative to modernize city services and increase employee engagement.
■ Updated the Residential Building Resale (RBR) program.
■ Implemented regulations for RV and oversized vehicles on city streets.
■ Implemented 360 reviews for all department directors and kicked off a supervisors training program.
May 23, 2017
GOAL A ■ STRATEGIES AND KEY IMPLEMENTATION TASKS COUNCIL SUBCOMMITTEE &
RESPONSIBLE DEPARTMENT
NEIGHBORHOOD
1. Sustain vibrant neighborhoods, Downtown
Economic Development
AND ECONOMIC
and other business areas.
Subcommittee
VITALITY
a. Create community brand identity and Shop
Economic Development
Local campaign.
City Manager's Office
b. Update second unit ordinance
b. Launch OpenCounter online permit portal.
Economic Development &
Create and preserve
c. Update traffic methodology from "level of
Community Development
a healthy economy
service" to "vehicle miles traveled to
Assertive Community Treatment team.
and neighborhoods
incentivize jobs and housing near transit.
City Manager's Office
of Downtown, such as through Marin
d. Launch "over the counter" commercial plan
Community Development
check
City Manager's Office
from high service utilizers, panhandlers
e. Modernize parking policies & install new
Parking Services, Community
wayfinding in the Downtown.
Development & Public Works
2. Facilitate affordable housing opportunities
Homelessness
and reduce the number of people experiencing
Subcommittee
homelessness.
a. Prepare an inclusionary housing nexus
Community Development
study to retain current requirements and in -
lieu fees.
City Manager's Office
b. Update second unit ordinance
Community Development
c. Work with County of Marin to support the
City Manager's Office
Built for Zero campaign, launch
Coordinated Entry, and develop an
Assertive Community Treatment team.
d. Support the relocation of services outside
City Manager's Office
of Downtown, such as through Marin
Mobile Care.
e. Continue mitigation of negative impacts
City Manager's Office
from high service utilizers, panhandlers
and other quality of life issues.
3. Reduce greenhouse gas emissions.
a. Update Climate Change Action Plan.
City Manager's Office
b. Work with Marin Sanitary Service to revise
City Manager's Office
rate setting methodology.
c. Complete 5 -year greenhouse gas
City Manager's Office
inventory.
d. Work with Transportation Authority of
City Manager's Office
Marin on last mile connectivity
opportunities.
May 23, 2017
GOAL B ■ STRATEGIES AND KEY IMPLEMENTATION TASKS COUNCIL SUBCOMMITTEE &
RESPONSIBLE DEPARTMENT
QUALITY OF LIFE 1. Work to provide literary, artistic, New Library Subcommittee
recreational and cultural experiences for all
Serve and residents and embrace our diversity.
strengthen a. Explore potential new sites and options for Library
community and library services.
b. Increase events programming at parks Community Services
regional and community centers.
relationships
2. Collaborate with community partners and
City Manager's Office & City
utilize the expertise of Boards and
Clerk's Office
Commissions, agencies, and associations.
a. Commence General Plan 2040 multi-year
Community Development
planning process.
All departments
b. Expand child care program to serve all
Community Services
students.
c. Join the World Health Organization's
Community Services &
global network for Age -friendly Cities.
Community Development
d. Collaborate with the San Rafael
Community Schools initiative.
All departments
3. Improve resident engagement and
governmental transparency.
a. Increase Latino leadership on
City Manager's Office & City
boards/commissions and improve
Clerk's Office
outreach to Spanish-speaking residents
and businesses.
b. Enhance civic engagement with
All departments
neighborhoods with more events and
digital tools.
c. Continue and grow communication
City Manager's Office
channels around homelessness initiatives
and affordable housing issues.
d. Expand the open data program.
All departments
May 23, 2017
GOAL
C
STRATEGIES AND KEY IMPLEMENTATION TASKS
COUNCIL SUBCOMMITTEE &
RESPONSIBLE DEPARTMENT
■
PUBLIC SAFETY
1. Plan for essential public facility upgrades
Facilities Subcommittee
and improvements with '/4 cent additional
Prevent and respond
Measure E funds.
to emergencies
a. Issue bonds for essential facilities
Finance
construction.
b. Complete construction of Fire Stations 52
Public Works & Fire Department
& 57.
c. Begin construction of a new Public Safety
Public Works, Fire & Police
Center.
Departments
d. Upgrade network connectivity and
Information Technology
voice/data communications in new
facilities.
2. Provide a safe and secure environment for
people, businesses and property in the
community.
a. Develop policy options for cannabis Economic Development & City
regulations. Attorney
b. Monitor and track short-term rental activity Community Development
for possible regulation.
3. Further develop community and
organizational emergency readiness.
a. Update Injury and Illness Prevention Human Resources
program and promote disaster service
worker awareness.
b. Promote senior fall prevention program Fire Department
4. Pursue cost saving and efficiency
measures for emergency services.
a. Examine medical billing process to Fire Department
increase revenues and efficiency.
b. Coordinate multi -jurisdictional public safety Fire & Police Departments
trainings.
May 23, 2017
GOAL D ■ STRATEGIES AND KEY IMPLEMENTATION TASKS COUNCIL SUBCOMMITTEE &
RESPONSIBLE DEPARTMENT
PUBLIC ASSETS 1. Plan use of Measure A funds for park and
open space.
Improve and a. Finalize designs for new expanded Public Works & Community
preserve public playground area at Albert Park; begin Services
construction of new playground at Albert
assets Park
b. Pursue funding for synthetic fields at Community Services
Pickleweed Park.
2. Sustain effective level of core infrastructure.
SMART Subcommittee
a.
Implement sidewalk maintenance policy.
Public Works & City Attorney
b.
Construct new Grand Ave bridge,
Larkspur extension.
including sidewalk and intersection
Public Works
Public Works & Economic
improvements.
Development
c.
Begin Third Street corridor study.
Public Works
d.
Pursue funding to dredge the San Rafael
Public Works
d. Continue train safety education and
Canal.
communications.
e.
Implement capital improvement plan.
Public Works
f.
Update Integrated Pest Management
Public Works
(IPM) policy
3. Improve mobility by reducing traffic
congestion and expanding bicycle, pedestrian
and transit.
a. Construct mobility improvements around Public Works
the Downtown transit center
b. Complete environmental and design work Public Works
for the Second Street to Andersen Drive
multi -use pathway.
c. Complete the Bicycle & Pedestrian Master Public Works
Plan update.
4. Support SMART operations and prepare for
SMART Subcommittee
extension to Larkspur.
a. Obtain Andersen Drive crossing redesign
Public Works
CPUC approval and incorporate into
Larkspur extension.
b. Work with Golden Gate Transit on
Public Works & Economic
environmental and design work for
Development
permanent transit center.
c. Work with SMART to flip Francisco Blvd
Public Works
with the rail line.
d. Continue train safety education and
City Manager's Office
communications.
May 23, 2017
GOAL E ■ STRATEGIES AND KEY IMPLEMENTATION TASKS COUNCIL SUBCOMMITTEE &
RESPONSIBLE DEPARTMENT
FOUNDATIONAL 1. Achieve short and long term financial
SERVICES viability and continue to seek financial
resources for City priorities.
Sustain a. Explore feasibility of revenue
opportunities, including but not limited to
organizational sales, utility and cannabis gross receipts
viability and tax opportunities.
exemplary service
2. Continue organizational excellence and
succession planning.
a. Support modernization and innovation
through the Together San Rafael initiative.
b. Establish key people practices that foster
a Great Place to Work and promote
collaboration, customer service, and talent
retention.
c. Replace intranet with a mobile -friendly
website for City employees.
Finance Committee
City Manager's Office, Finance,
Economic Development
City Manager's Office & All
departments
Human Resources
City Manager's Office & Human
Resources
3. Employ technology to improve efficiency
and service level ability.
a. Implement new registration and payment Community Services
software for classes, childcare, leagues
and facility rentals to improve customer
service.
b. Evaluate pilot and roll-out document
management system to departments.
c. Explore agenda management workflow
system.
d. Evaluate and begin implementation of a
new enterprise resource management
(ERP) system.
e. Implement highest priority security
upgrades.
f. Work with the DA's office to implement
electronic file transfer of police data.
Information Technology
City Clerk's Office
Finance
Information Technology
Police Department
May 23, 2017
RESOLUTION NO. 14342
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN
RAFAEL APPROVING THE CITY-WIDE BUDGET AND CAPITAL
IMPROVEMENT PROGRAM FOR THE FISCAL YEAR 2017-2018 AND
PROVIDING FOR THE APPROPRIATIONS AND EXPENDITURE OF
ALL SUMS SET FORTH IN SAID BUDGET IN THE AMOUNT OF
$111,578,822
WHEREAS, on May 1, 2017, the City Manager submitted to the San Rafael City
Council a Preliminary Budget for the fiscal year July 1, 2017 - June 30, 2018; and
WHEREAS, on May 15, 2017, the City Council held a special study session on the
Capital Improvement Program; and
WHEREAS, after examination, deliberation and due consideration of the
Preliminary Budget, Capital Improvement Program and corresponding staff recommendations, the
San Rafael City Council provided direction to the City Manager, and the City Manager has
submitted a Final, Proposed Budget; and
WHEREAS, it is the intention of this Council to adopt said Proposed Budget
submitted by the City Manager as the approved budget for the fiscal year 2017-2018; and
WHEREAS, it is the intention of this Council to carry forward unspent capital
projects resources funded in fiscal year 2016-2017 to complete the balance of these projects in the
2017-2018 fiscal year; and
WHEREAS, it is the intention of this Council to carry forward unspent operational
funds from fiscal year 2016-2017 encumbered through approved, active purchase orders to
complete the balance of these purchases in the 2017-2018 fiscal year.
NOW, THEREFORE, BE IT RESOLVED by the San Rafael City Council that:
The City Manager's proposed one-year budget for the City of San Rafael for the fiscal year July
1, 2017 through June 30, 2018, is hereby adopted, with net appropriations of $111,578,822.
General Fund operational uses total $74,863,946 as presented in Exhibit I attached hereto and
incorporated herein. A total of $25,726,466 is appropriated for special revenue and grant
activities, $5,389,941 for the parking enterprise, $4,030,000 for capital projects, and
$17,464,831 for internal service funds and asset replacement as presented in Exhibit 11 attached
hereto and incorporated herein.
2. The sums of money therein set forth are hereby appropriated from the revenues of the City to
the departments, functions, programs and funds therein set forth for expenditure during the
fiscal year 2017-2018.
3. The Capital Improvement Program and projects presented for implementation in fiscal year
2017-2018 are hereby approved.
4. The budget provides funding for 404.01 of 406.01 full-time equivalent, authorized positions
and the position control includes 2.00 authorized positions on unpaid, extended absence, as
presented in Exhibit III attached hereto and incorporated herein.
5. The following personnel actions will be implemented, effective July 1, 2017:
A. Add a flexibly staffed classification of Senior Code Enforcement Supervisor/Code
Enforcement Supervisor and the addition of a 1.0 FTE Senior Code Enforcement
Supervisor/Code Enforcement Supervisor position assigned to the mid -management
unrepresented group, with a monthly salary range of $7,657 to $9,307 for Senior Code
Enforcement Supervisor and $6,937 to $8,432 for Code Enforcement Supervisor; and
B. Approve the reallocation of a 1.0 FTE Accountant 1/II position to create a 1.0 FTE
Accounting Manager position, and defend a vacant 1.0 Business License Examiner
position, which will also offset the cost of reallocating the 1.0 FTE Senior Accountant
position to a 1.0 FTE Principal Accountant position; and approve the new Principal
Accountant classification, with a salary range of $7,107 to $8,638 monthly, in the
Local 1 Confidential bargaining group.
6. The following personnel action will be implemented, effective June 5, 2017:
Approve an Administrative Assistant UII (Confidential) classification, with a salary range
of $4,115 to $5,002 monthly for Administrative Assistant I (Confidential) and $4,537 to
$5,515 monthly for Administrative Assistant II (Confidential), in the Public Employee
Union, Local 1, Confidential Bargaining Unit.
7. The City of San Rafael will carry forward unspent operational funds from fiscal year 2016-2017
encumbered through approved, active purchase orders, and reappropriate these funds in fiscal
year 2017-2018 to be used solely to pay for the remaining portion of City Council authorized
expenditures in the originating funds.
8. The City of San Rafael will carry forward unspent capital project funds from fiscal year
2016-2017 and reappropriate these funds in fiscal year 2017-2018 to be used solely to pay for
the remaining portion of City Council authorized expenditures for street, facility, storm drain,
traffic mitigation, park and other long-term capital projects started in the 2016-2017 or prior
fiscal years.
9. Transfers are authorized from the General Fund to the San Rafael Essential Facilities capital
project from current Measure E revenues and Measure E Public Safety Facility accumulated
funds, for the purpose of funding the San Rafael Essential Facilities project as necessitated by
actual authorized capital expenditures.
10. The sum of $100,000 will be set aside in the Emergency Medical Services Fund balance for the
purpose of funding future capital expenditures necessary to support the facilities used to deliver
emergency medical transportation and related paramedic services.
I, ESTHER C. BEIRNE, Clerk of the City of San Rafael, hereby certify that the
foregoing resolution was duly and regularly introduced and adopted at a regular meeting of the
Council of said City on Monday, the 5th day of June 2017, by the following vote, to wit:
AYES: COUNCILMEMBERS: Bushey, Colin, Gamblin, McCullough & Mayor Phillips
NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: None
ESTHER C. BEIRNE, City Clerk
W:\\Council Material\Resolutions\2017\City\Adopt 17-18 Budget.doc
GENERALFUND
PROPOSED BUDGET FY 2017-2018
REVENUES & OTHER OPERATIONAL SOURCES
Taxes
Property Tax and related $ 18,775,000
Sales Tax 21,097,000
Sales Tax -Measure E 12,075,000
Franchise Tax 3,570,000
Business Tax 2,999,000
Transient Occupancy Tax 3,322,000
Other Aaencies
CSA #19 Fire Service 1,905,500
VLF Backfill 5,010,000
Other Agencies (Prop 172, Owner Prop Tax, State Mandate, Other agencies) 1,417,500
Other Revenues
Permits & Licenses (buildina. electrical. encroachment, use. alarm) 2,782,000
Fine & Forfeitures (traffic. vehicle. etc.) 457,000
Interest & Rents (investment earninas. rents. etc.) 227,000
Charaes for Services (includes dev't fees and Dian review) 2,583,000
504,443
-----------------------------------Sub_tQtal:ReY_enu_es---------------------------------------------$-------7.6,724 44-3_
TRANSFERS IN
from Gas Tax 400,000
from Parking Services Fund - Admin. cost 480,831
.f ----------------------------------------------------- 4752513_
----------------------------------SLtbAQta1: TraMfe_rs n ------------------------------------------- $--------- 1,356144_
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
IQTA_ Lz0P_ERATJN_G_SQiJRQIF_S-----------------------------------------------------------------$ ------7_$,980
- - - - - - - - - - - - - - -
7.87_
EXPENDITURES AND OTHER OPERATIONAL USES
Expenditures by Department
Finance
2,011,303
Non -Departmental
1,869,824
City Manager/City Council
3,495,211
City Clerk
591,828
Mgt Serv: Adm,HR
1,069,831
City Attorney
1,196,086
Community Development
4,199,115
Police
24,959,430
Fire
18,311,144
Public Works
11,554,452
3,255,722
----------------------------------Sub_tQtal:_ExD_endituCea----------------------------------------- $ ------M5_13
H -Q -
OPERATIONAL TRANSFERS OUT
to Storm Water 500,000
to Childcare Fund - Operating support 50,000
1,800,
o F2eQreati_Qn-Fund-=-9parating uP-Ra ---------------------------------------------------------------------------000
------
------------------------------------ ub-tQta1: TranSfera_Qut_----------------------------------------$--------.2,3-50Q011_
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
.ZQTA_ L-QP_ERATJN-G-USES-----------------------------------------------------------------------$ ------7.4,8-63 Hfi-
NET OPERATIONAL RESULTS $ 3.216.841
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
NQaO�exatin�_Txansfars_fL�aaaur�_El_SanJ�afaeLF.asnnxiaLFa�ilitieal---------------- --------- 4,025,01L
EXHIBIT I
CITY OF SAN RAFAEL
CONSOLIDATED FUNDS
EXHIBIT II
001
General Fund
$16,283,701
$76,724,443
$1,356,344
$78,080,787
$72,513,946
$6,375,000 $78,888,946
$15,475,542
218
General Plan Special Revenue Fund
1,800,00('
408,650
408,650
371,324
371,324
1,837,326
SPECIAL REVENUE & GRANT FUNDS:
205
Storm Water Fund
125,000
778,800
500,000
1,278,800
897,447
897,447
506,353
206
Gas Tax
3,850,000
3,535,542
3,535,542
3,846,474
400,000 4,246,474
3,139,068
207
Development Services
494,684
4,000
4,000
-
498,684
208
Child Care
1,274,888
3,890,660
3,890,660
3,815,960
3,815,960
1,349,588
210
Paramedic/EMS
2,050,000
7,815,136
7,815,136
7,695,597
7,695,597
2,169,539
217
State Lands Fund
513,523
32,000
32,000
117,000
117,000
428,523
222
Recreation Revolving
250,000
3,139,859
1,800,000
4,939,859
4,800,695
4,800,695
389,164
223
Household Haz. Waste Fund
185,862
158,115
158,115
150,615
150,615
193,362
228
Hazardous Materials Fund
55,800
-
-
1,000
1,000
54,800
234
Pt. San Pedro Maintenance Portion
166,671
74,518
74,518
91,000
91,000
150,189
235
Baypoint Lagoons L & L District
238,734
27,300
27,300
5,386
5,386
260,648
236
Loch Lomond Assessment District
710,000
21,610
21,610
150,054
150,054
581,556
240
Parkland Dedication
491,723
6,000
6,000
237,301
237,301
260,422
241
Measure A Open Space
362,256
467,867
467,867
808,000
808,000
22,123
495
Low and moderate Income Housing Fund
729,557
72,200
72,200
210,000
210,000
591,757
LIBRARY AND FALKIRK:
214
Library Revolving
147,138
8,600
8,600
25,000
25,000
130,738
215
Library Special Assessment Fund
645,000
1,060,195
1,060,195
1,069,363
1,069,363
635,832
Library Fund
792,138
1,068,795
-
1,068,795
1,094,363
1,094,363
766,570
PUBLIC
SAFETY:
-
200
Abandoned Vehicle
28,165
70,000
100,000
170,000
184,482
184,482
13,683
202
Asset Seizure
38,221
400
400
-
38,621
204
Crime Prevention
14,145
-
-
14,145
230
Youth Services - Police
73,918
76,500
76,500
95,143
95,143
55,275
Public Safety Fund
154,449
146,900
100,000
246,900
279,625
279,625
121,724
TRAFFIC AND HOUSING:
243
Housing in lieu -City San Rafael
1,855,802
209,600
209,600
-
2,065,402
245
Housing in lieu
346,441
2,400
2,400
-
348,841
246
East S.R. Traffic Mitigation
7,505,011
170,000
170,000
150,000
150,000
7,525,011
Traffic & Housing Mitigation Funds
9,707,254
382,000
382,000
150,000
150,000
9,939,254
GRANT:
-
201
A.D.A.. Access Projects
22,463
-
-
-
-
22,463
211
Falkirk Revolving Fund
25,799
-
-
-
-
25,799
260
Pickleweed Childcare Grant
53,029
196,122
50,000
246,122
273,658
273,658
25,493
276
Falkirk Other Grants
11,011
-
-
11,011
281
Public Safety Grants
335,191
302,000
302,000
419,521
419,521
217,670
283
Grant -Other
169,880
262,000
-
262,000
282,770
282,770
149,110
Grant Funds
617,373
760,122
50,000
810,122
975,949
- 975,949
451,546
SPECIAL REVENUE & GRANT FUND TOTAL
22,769,912
22,381,424
2,450,000
24,831,424
25,326,466
400,000 25,726,466
21,874,870
W:\Accounting and Budgetmg\Budget\37-18\Fund Sums FY17-18\Fund Sums MBAs
CITY OF SAN RAFAEL
CONSOLIDATED FUNDS
EXHIBIT II
TRUST AND AGENCY FUNDS:
710
Business Improvement District
-
ASSESSMENT DISTRICTS:
-
711
Recreation Fiduciary Fund
302
Financing Authority 1997 Bonds
147,304
23,850
712
Library Fiduciary
471,350
147,304
304
Peacock Gap Assessment District
2,875
TRUST
& AGENCY FUND TOTAL
495,200
2,720
- 2,720
2,875
306
Mariposa Assessment District
16,573
56,114,397
121,101,021
7,831,344 128,932,365 124,040,164
7,831,344 131,871,508
53,175,254
16,573
Var.
Assessment District Projects
300,417
(7,831,344) (7,831,344)
(7,831,344) (7,831,344)
LESS:
INTERNAL SERVICE CHARGES
300,417
ASSESSMENT DISTRICT TOTAL
467,169
(12,461,342)
NET TOTALS FY2017-2018
56,114,397
467,169
111,578,822
53,175,254
CAPITAL PROJECT FUNDS:
401
Capital Improvement
2,770,000
10,000
10,000
-
2,780,000
405
Open Space Acquisition
538,000
1,000
1,000
5,000
5,000
534,000
406
Bedroom Tax
58,740
-
-
-
-
58,740
407
Parks Capital Projects
32,869
-
-
-
32,869
420
Measure E - Pulbic Safety Facility
-
- 4,025,000
4,025,000
4,025,000
4,025,000
-
CAPITAL PROJECT FUND TOTAL
3,399,608
11,000 4,025,000
4,036,000
4,030,000
-
4,030,000
3,405,608
ENTERPRISE FUND:
501
Parking Services
2,666,584
5,063,900
5,063,900
4,809,110
580,831
5,389,941
2,340,543
ENTERPRISE FUND TOTAL
2,666,584
5,063,900
5,063,900
4,809,110
580,831
5,389,941
2,340,543
INTERNAL SERVICE FUNDS:
227
Sewer Maintenance
-
2,796,471
2,796,471
2,796,471
2,796,471
-
600
Vehicle Replacement
186,636
1,112,000
1,112,000
1,106,000
1,106,000
192,636
601
P.C. Replacement
1,204,131
1,500,494
1,500,494
2,513,471
2,513,471
191,154
602
Fire Equipment Replacement
457,697
222,000
222,000
260,000
260,000
419,697
603
Building Improvement
872,800
12,000
12,000
347,650
347,650
537,150
604
Employee Benefits
971,569
719,000
719,000
764,805
764,805
925,764
605
Liability Insurance
321,845
1,672,880
1,672,880
1,444,332
1,444,332
550,393
606
Workers Compensation Insurance
105,583
2,451,243
2,451,243
2,389,827
2,389,827
166,999
607
Dental Insurance
131,129
504,720
504,720
495,000
495,000
140,849
608
Radio Replacement
399,518
650,660
650,660
685,977
685,977
364,201
609
Telephone
360,333
639,157
639,157
633,745
633,745
365,745
611
Employee Retirement
2,356,676
16,000
16,000
4,000
475,513
479,513
1,893,163
612
Retiree Health Benefit OPEB
737,850
4,130,899
4,130,899
3,468,040
3,468,040
1,400,709
613
Police Equipment Replacement Fund
126,456
81,360
81,360
80,000
80,000
127,816
INTERNAL SERVICE FUND TOTAL
8,232,223
16,508,884
16,508,884
16,989,318
475,513
17,464,831
7,276,276
TRUST AND AGENCY FUNDS:
710
Business Improvement District
-
-
711
Recreation Fiduciary Fund
23,850
-
-
23,850
712
Library Fiduciary
471,350
2,720
2,720
474,070
TRUST
& AGENCY FUND TOTAL
495,200
2,720
- 2,720
- -
497,920
COMBINED FUNDS TOTAL
56,114,397
121,101,021
7,831,344 128,932,365 124,040,164
7,831,344 131,871,508
53,175,254
LESS:
INTERFUND TRANSFER
(7,831,344) (7,831,344)
(7,831,344) (7,831,344)
LESS:
INTERNAL SERVICE CHARGES
(12,461,342)
(12,461,342) (12,461,342)
(12,461,342)
NET TOTALS FY2017-2018
56,114,397
108,639,679
111,578,822
53,175,254
W:\Accounting and Budgetmg\Budget\37-18\Fund Sums FY17-18\Fund Sums MBAs
Departments
Re4ular
CITY OF SAN RAFAEL
Authorized Positions EXHIBIT III
Mid -Year Proposed
Final Final Final Final Final Final Final Final Final Adopted Changes Final Proposed Changes
2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2016-2017 2016-2017 2017-2018 2017-2018
Community Development
29.50
27.50
21.75
20.75
18.25
18.25
17.80
17.80
19.80
19.80
0.20
20.00
Community Services
64.20
64.20
60.73
61.16
59.15
58.35
58.78
59.31
59.33
59.33
0.10
59.43
City Attorney
3.50
3.50
3.50
3.50
3.50
3.50
3.50
3.50
3.50
3.50
-
3.50
City Clerk
3.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
-
2.00
City Manager/Council
8.70
8.70
7.70
7.70
11.50
11.50
12.56
12.56
12.56
12.56
2.00
14.56
Economic Development (former RDA)
5.00
5.00
5.00
5.00
-
-
-
-
-
-
-
-
Finance
11.00
11.00
10.00
10.00
10.00
10.00
10.00
11.00
11.72
11.72
11.72
Fire
81.00
77.00
75.00
76.00
75.00
76.00
79.00
79.00
79.00
79.00
79.00
Library
20.22
21.97
20.61
26.68
21.74
21.74
23.41
23.41
23.41
23.41
23.41
Management Services
33.68
33.68
31.68
31.15
28.23
26.23
26.33
27.33
27.83
27.83
(0.50)
27.33
Police
105.00
104.00
90.00
90.00
87.00
87.00
87.00
88.00
89.00
90.00
90.00
Public Works
78.80
75.80
60.80
62.80
62.00
60.00
61.00
62.00
62.00
62.00
62.00
Sub - Total Regular Positions
443.60
434.35
388.77
396.74
378.37
374.57
381.38
385.91
390.15
391.15
1.80
392.95
Change from previous year
(9.25)
(45.58)
7.97
(18.37)
(3.80)
5.71
4.53
4.24
1.00
2.80
Fixed Term
-
City Manager/Council
-
2.00
2.00
2.00
Community Services
0.67
0.67
0.67
0.67
1.47
1.51
1.51
1.51
1.51
Economic Development (former RDA)
1.00
1.00
1.00
-
Finance
0.72
0.72
0.72
1.00
1.00
1.00
Fire
2.75
2.75
2.75
2.75
Library
1.48
2.23
1.48
1.31
-
Police
2.00
2.00
3.00
3.00
(0.20)
2.80
Public Works
1.48
2.23
1.48
1.31
1.00
1.00
Sub - Total Fixed -Term Positions
1.48
3.23
3.15
2.98
0.67
1.39
4.19
6.98
10.26
10.26
0.80
11.06
Total Budgeted Positions
445.08
437.58
391.92
399.72
379.04
375.96
385.57
392.89
400.41
401.41
2.60
404.01
Authorized, unbudgeted - extended absence/no cosi
1.00
2.00
2.00
Total Authorized Positions
445.08
437.58
391.92
399.72
379.04
375.96
385.57
393.89
402.41
403.41
2.60
404.01
General Notes
The above -authorized positions are presented as full-time equivalent employees (FTE's) based on various workweek hours as negotiated in employee
agreements. The totals by department reflect a combination of full-time or permanent part-time, or fixed term positions that are entitled to all or pro-
rated benefits in accordance with the negotiated agreements for employees or individuals who are under contract. The totals reflected above, or in the
detail department program sections, do not include temporary or seasonal employees that are utilized for short-term or specific reasons during the year
2017-2018 Proposed chances (from above)
* - Add one Sr. Code Enforcement Supervisor/Code Enforcement Supervisor
**-Reallocate vacant 1.0 FTE Business License Examiner and defund 1.0 FTE Accountant 1/11 to create 1.0 FTE Accounting Manager
In addition, reallocate vacant 1.0 FTE Senior Accountant to a 1.0 FTE Principal Accountant -no FTE Change
W:\Accounting and Budgeting\Budget\17-18\Position Budget\Budget Position\budgeted positions 6-30-2017.xls
21.00
59.43
3.50
2.00
14.56
10.72
79.00
23.41
27.33
90.00
62.00
392.95
2.80
2.00
1.51
1.00
2.75
2.80
1.00
11.06
404.01
2.00
406.01
City of San Rafael
Job Class Specification
Job Title: Senior Code Enforcement
ManagerSupervisor / Code Enforcement Supervisor
SUMMARY:
This position is responsible for directing, managing, supervising, and coordinating the operations,
programs and activities of the Code Enforcement Division within the Community Development
Department, and for coordinating assigned activities with other City departments, divisions and
outside agencies; and for providing highly responsible and complex administrative support to the
Community Development Director and/or Planning Manager.
SUPERVISION EXERCISED AND RECEIVED:
At the Senior Code Enforcement Supervisor level, rReceives administrative direction from the
Community Development Director and exercises greater decision making authority. The Code
Enforcement Supervisor level will report to the Planning Manager and receive general direction in the
management of the Code Enforcement Division.
Exercises direct supervision over professional, technical and clerical staff.
ESSENTIAL DUTIES AND RESPONSIBILITIES:
This is a single position mid -management classification that can be allocated and filled at either level
based complexity of assignment and candidate knowledge, skills and qualifications. Important
responsibilities and duties may include, but are not limited to, the following:
• Assumes management responsibilities for all services and activities of the Code Enforcement
Division, including Fire inspections.
• Manages and participates in the development and implementation of goals, objectives, policies
and priorities for assigned programs and functions including code enforcement, fire prevention,
property maintenance, open space, residential and inspection programs, Hotel and Apartment
Inspection Program (HIP), massage ordinance enforcement program; recommends, within
department policy, appropriate service and staffing levels; recommends and administers
policies and procedures.
• Monitors and evaluates the efficiency and effectiveness of service delivery methods and
procedures; assesses and monitors work loads, administrative and support systems and
internal reporting relationships; identifies opportunities for improvement and reviews with
Community Development Director; implements improvements.
• Works with City staff to resolve open space issues. Serves as a key member of the City's
Open Space Committee.
• Selects, trains, motivates and evaluates Division personnel; provides or coordinates staff
training; works with employees to correct deficiencies, implements discipline and termination
procedures.
• Negotiates terms and agreements with vendors and contractors.
• Plans, directs, coordinates and reviews the work plan for the Code Enforcement Division;
meets with staff to identify and resolve problems; assigns work activities, projects and
programs; monitors work flow; reviews and evaluates work products, methods and
procedures.
• Manages and participates in the development and administration of the Code Enforcement
Division budget; directs the forecast of additional funds needed for staffing, equipment,
materials and supplies; directs the monitoring and approval of expenditures; directs and
implements adjustments as necessary.
• Oversees the preparation of code enforcement cases, including evidentiary exhibits, for
administrative hearing officers and municipal court.
• Negotiates terms of settlement agreements with assistance from the City Attorney's Office and
resolves issues with collection of fines with assistance from the Finance Department.
• Serves as liaison for the Code Enforcement Division with other City departments, divisions and
outside agencies; resolves controversial issues.
• Provides responsible and complex staff assistance to the Community Development Director;
prepares and presents staff reports and other necessary correspondence; directs special
projects and research as assigned.
• Presents reports and information to a variety of commissions, committees, boards, the general
public and the City Council.
• Works closely with Public Works Department on violations of City right-of-way and
encroachment issues, joint inspections, broken sewer lines, and storm drain/water quality
issues.
• Coordinates mutual code enforcement actions with the County Health Department and social
service agencies, as well as other City departments.
• Conducts a variety of organizational studies, investigations and operational studies;
recommends modifications to Code Enforcement programs, policies and procedures as
appropriate.
• Participates on a variety of boards, committees and commissions; attends and participates in
professional group meetings; stays abreast of new trends and innovations in the field of code
enforcement and other assigned areas of responsibility.
• Oversees the on-line Code Enforcement Compliant Reference process, ensuring effective
communication between the Community Development Department and the Fire Department.
Works closely with City Attorney as required.
• Responds to and resolves difficult and sensitive citizen inquiries and complaints.
• Administers, interprets and enforces provisions of the municipal code and other regulations;
prepares and recommends modifications to the municipal code and other regulations.
• Works closely with the Business License application process to ensure all businesses who
apply for applications are in compliance with all applicable Fire Codes.
• Participates on a variety of boards, committees and commissions; attends and participates in
professional group meetings; stays abreast of new trends and innovations in the field of code
enforcement and other assigned areas of responsibility.
• Performs related duties and responsibilities as required.
QUALIFICATIONS:
Knowledqe of:
• Operational characteristics, services and activities of comprehensive code enforcement,
mandatory garbage collection, fee collection and business license programs.
• Code abatement, business license, mandatory garbage collection and fee collection program
regulations, requirements, forms, policies and procedures.
• Organizational and management practices as applied to the analysis and evaluation of
programs, policies and operational needs.
• Organization and function of City departments, divisions and outside agencies.
• Laws, ordinances, regulations and procedures governing search and seizure, due process,
administrative hearing court systems, unpaid fee collection and property tax assessment.
• Fire inspection.
• Modern and complex principles and practices of program development and administration.
WARecruitment RelatedVob Specs\Job Specs most current\Drafts\Senior Code Enforcement Supervisor -Code Enforcement Supervisor Draft 5-2017.doc
WAManagement Services- WorkFile\HR- WorkFile\Human ResourcesVob Specs_2008_updated\Code Enforcement Manager.doc
• Advanced principles and practices of municipal budget preparation and administration.
• Principles of supervision, training and performance evaluation.
• Pertinent Federal, State, and local laws, codes and regulations.
• Research methods and sources of information related to assigned responsibilities.
Ability to:
• Manage, direct and coordinate the work of professional and technical personnel.
• Select, supervise, train and evaluate staff.
• Provide administrative and professional leadership and direction for the Code Enforcement
Division.
• Negotiate terms and agreements with vendors and contractors.
• Recommend and implement goals, objectives and practices for providing effective and efficient
code enforcement services.
• Prepare and administer division budgets.
• Prepare clear and concise staff and financial reports, policies, procedures, resolutions and
correspondence.
• Analyze problems, identify alternative solutions, project consequences of proposed actions
and implement recommendations in support of goals.
• Research, analyze and evaluate new service delivery methods, procedures and techniques.
• Interpret and apply Federal, State and local policies, procedures, laws, ordinances and
regulations.
• Communicate clearly and concisely, both orally and in writing.
• Establish and maintain effective working relationships with those contacted in the course of
work including City and other government officials, community groups and the general public.
EXPERIENCE AND TRAINING:
A typical way to obtain the knowledge and abilities would be:
Senior Code Enforcement Surnervisor
Experience:
• Five years of increasingly responsible experience in the field of code enforcement and
abatement or a related field, including two years of supervisory and administrative
responsibilities.
Traininq:
• Equivalent to a Bachelor's degree from an accredited college or university with major
course work in planning, public or business administration or a related field.
License:
• Possession of valid driver's license.
Possession of an Arrest Course 832 Penal Code Certificate.
Code Enforcement Supervisor
Experience:
• Four years of increasingly responsible experience in the field of code enforcement and
abatement or a related field, including two years as a leadworker or one year of
supervisory experience.
Traininq:
• Equivalent to a Bachelor's degree from an accredited college or university with major
course work in planning, public or business administration or a related field. Additional
years of leadworker/supervisory experience may substitute for up to two years of the
required college on a year for year basis.
WARecruitment RelatedVob SpecsVob Specs -most current\Drafts\Senior Code Enforcement Supervisor -Code Enforcement Supervisor Draft 5-2017.doc
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LICENSURE REQUIREMENT:
• Possession of valid driver's license.
• Possession of an Arrest Course 832 Penal Code Certificate.
PHYSICAL DEMANDS:
The physical demands described here are representative of those that must be met by an employee
to successfully perform the essential functions of this job. Reasonable accommodations may be made
to enable individuals with disabilities to perform the essential functions.
While performing the duties of this job, the employee is regularly required to sit and talk or hear. The
employee frequently is required to stand; walk; use hands to finger, handle, or feel; and reach with
hands and arms. The employee must frequently lift and/or move up to 10 pounds and occasionally lift
and/or move up to 25 pounds. Specific vision abilities required by this job include close vision, and
ability to adjust focus.
WORK ENVIRONMENT:
The work environment characteristics described here are representative of those an employee
encounters while performing the essential functions of this job. Reasonable accommodations may be
made to enable individuals with disabilities to perform the essential functions.
While performing the duties of this job, the employee regularly works in indoor conditions and
regularly works near video display. The employee is occasionally exposed to outside weather
conditions. The noise level in the work environment is usually moderate.
Prepared Date:
September 2007
Prepared by:
Leslie Loomis
UpdatedRevised:
March 13June 5, 200817
Revised by:
Stacey Peterson
FLSA status:
Exempt
WARecruitment RelatedVob SpecsVob Specs .most current\Drafts\Senior Code Enforcement Supervisor -Code Enforcement Supervisor Draft 5-2017.doc
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City of San Rafael
Job Class Specification
Job Title: Principal Accountant
SUMMARY
Under general supervision, performs highly responsible and complex administrative and professional
accounting work; provides professional and technical guidance to professional accounting staff;
assists in the preparation of the Comprehensive Annual Financial Report; researches and analyzes
difficult and highly technical transactions; maintains fiscal accountability for programs funded by
grants and other methods, assists in the development and installation of new accounting and cost
systems; and performs other duties as assigned.
DISTINGUISHING CHARACTERISTICS:
This confidential position reports to the Accounting Manager. Incumbents follow general guidelines
and technical and administrative standards, exercising independence in resolving problems and/or
developing recommendations on potential solutions. The Principal Accountant exhibits a high level of
expertise in terms of knowledge, skills, and abilities. This class is distinguished from the Senior
Accountant and Accountant 1/11 classification by the Principal Accountant's responsibility for
performing the most complex accounting work for the City or having a lead role in providing technical
and professional guidance in the day-to-day work of professional staff.
SUPERVISION RECEIVED AND EXERCISED:
General direction is provided by the Accounting Manager and Finance Director. Responsibilities may
include direct supervision or lead work of professional, technical, and clerical personnel.
ESSENTIAL DUTIES AND RESPONSIBILITIES include, but are not limited to, the following.
• Assists in the preparation of the Comprehensive Annual Financial Report (CAFR) by gathering
information, modifying and running focus reports, preparing detailed reconciliations of balance
sheet accounts, preparing adjustments, schedules, and footnotes, and (in conjunction with the
Accounting Manager) oversees the production of all aspects of the CAFR; assists and takes a
major role in working closely with the external auditors towards the facilitation and completion of
the annual, external audits, and production of the CAFR.
• Assists City departments and related organizations in a myriad of accounting issues including
review and approval of accounting transactions; researches and analyzes transactions to resolve
questions and budget problems.
• Provides professional and technical guidance to professional accounting staff; maintains
professional competence; reviews and applies new or revised laws, regulations, and accounting
standards; participates in the Accounting management team to plan, organize, direct, problem
solve, and provides leadership to the staff in order to accomplish to objectives of the division,
maintains high quality work products, and professionalism.
• If assigned to a supervisory or lead role, plans, directs and reviews the work of professional and
technical staff performing a wide range of accounting activities; instructs staff in work procedures;
provides input into selection, work evaluation and disciplinary decisions.
• Assists in determining scope, objectives, data and procedures necessary to conduct the
operational activities of the assigned unit.
• Sets, maintains and reconciles a variety of ledgers, registers, journals and other records
necessary for the accounting activities of the assigned unit.
• Prepares and reviews a variety of complex fiscal and statistical reports, memoranda and
correspondence as requested by City departments.
Principal Accountant
• Encourages procedural revisions to facilitate record keeping processes and assists in
implementing changes related to revised laws and regulations.
• Reviews documentation submitted for accuracy and conformance to legal and procedural
requirements.
• Develops cost accounting tools to provide fiscal accountability and grant compliance for grant -
funded programs; reviews and approves financial transactions and analysis for projects.
• Perform other related duties.
Knowledge of:
• Generally accepted governmental accounting and auditing principles and practices (GAAP) as
applied to complex funds of all types.
• Relevant State and Federal law and regulations.
• Principles of financial administration, including budgeting, financial reporting, data administration,
and purchasing.
• Modern office practices, procedures, methods and equipment.
• Cash handling practices.
Ability to:
• Analyze and interpret financial and accounting records.
• Prepare financial statements reports according to GAAP.
• Design and install new and improved complex accounting and record keeping systems, both
manual and computer- based.
• Establish and maintain effective working relationship with all levels of staff and management
throughout the City, and with external auditors.
• Communicate effectively, both verbally and in writing.
• Plan, assign, and lead the work of subordinates.
Skill In:
• Preparation and documentation of complex accounting transactions.
• Use of computers, computer applications, and software, and accounting -related software.
• Identification and implementation of internal controls.
EDUCATION AND EXPERIENCE:
Any combination of education and experience that would provide the required knowledge, skill and
ability outlined above is qualifying. A typical way to obtain such knowledge, skill and ability is:
• A Bachelor's degree from an accredited four-year college or university with major course work
in accounting or business administration is required.
• Five (5) years of increasingly responsible experience in accounting including preparation of
certified financial statements. CPA license is preferred.
• Possession of a valid Class C California Driver's License is required.
LANGUAGE SKILLS:
Ability to read, analyze, and interpret general business periodicals, professional journals, technical
procedures, or governmental regulations. Ability to write reports, business correspondence, and
procedure manuals. Ability to effectively present information and respond to questions from groups of
managers, clients, customers, and the general public.
Page 2 of 3
Principal Accountant
MATHEMATICAL SKILLS:
Ability to work with mathematical concepts such as probability and statistical inference. Ability to apply
concepts such as percentages, ratios and proportions to practical situations.
REASONING ABILITY:
Ability to apply common sense understanding to carry out instructions furnished in written, oral, or
diagram form. Ability to deal with problems involving several concrete variables in standardized
situations.
PHYSICAL DEMANDS:
The physical demands described here are representative of those that must be met by an employee
to successfully perform the essential functions of this job. Reasonable accommodations may be made
to enable individuals with disabilities to perform the essential functions.
While performing the duties of this job, the employee is regularly required to sit at a desk for long
periods of time; use hands to finger, handle, or feel; reach with hands and arms; and talk or hear. The
employee is occasionally required to walk. The employee must regularly lift and/or move up to 10
pounds and occasionally lift and/or move up to 25 pounds. Specific vision abilities required by this job
include close vision, and ability to adjust focus.
WORK ENVIRONMENT:
The work environment characteristics described here are representative of those an employee
encounters while performing the essential functions of this job. Reasonable accommodations may be
made to enable individuals with disabilities to perform the essential functions.
Work is generally performed in an office setting. Pressures may be generated by deadlines, volume of
work, frequent interruptions, or seasonal work periods. While performing the duties of this job, the
employee is regularly exposed to video display and regularly works in inside environmental
conditions. The noise level in the work environment is usually quiet.
FLSA Status:
Non -Exempt
Prepared By:
Stacey Peterson
Prepared Date:
May 2017
Approved By:
City of San Rafael
Approved Date:
Page 3 of 3
City of San Rafael
Job Class Specification
Job Title: Administrative Assistant I (Confidential)
Administrative Assistant II (Confidential)
SUMMARY
Under general supervision, to provide responsible, varied, secretarial and office administrative
assistance to a divisional operation.
DISTINGUISHING CHARACTERISTICS:
Administrative Assistant I - This is the entry level class in the Administrative Assistant series.
This class is distinguished from the journey level by the performance of the more routine tasks and
duties assigned to positions within this series. Employees at this level are not expected to perform
with the same independence of direction and judgment on matters allocated to the journey level.
Since this class is typically used as a training class, employees may have only limited or no directly
related work experience. Employees work under immediate supervision while learning job tasks.
Administrative Assistant II - This is the full journey level class within the Administrative Assistant
series. This class is distinguished from the Administrative Assistant I by the assignment of the full
range of duties. Employees at this level receive only occasional instruction or assistance as new or
unusual situations arise and are fully aware of the operating procedures and policies within the work
unit. Positions in this class are flexibly staffed and are normally filled by advancement from the entry
level.
Some positions in this class may be designated "confidential' in nature based on routinely
handling confidential documents and issues. Positions designated as confidential are included in
the confidential bargaining unit, and are excluded from the bargaining unit which includes
positions allocated to the regular class.
ESSENTIAL DUTIES AND RESPONSIBILITIES include the following. Other duties may be
assigned.
• Set up and maintain financial, statistical, and operational records, including reviewing
departmental payroll submittals and various time sheets.
• Administer and maintain complex procedures, including issuing permits, submitting required
information/forms for inter -governmental reimbursements and/or grant monies; and as related to
assigned program areas.
• Prepare, distribute, and post agendas and minutes for a variety of meetings; provide additional
administrative support which may include the transcription of recorded or written information.
• Create, edit and update departmental information on internet and intranet.
• Carry out routine required procedures related to departmental hiring.
• Prepare required statistical reports for various departmental programs.
• Provide information relating to responsibilities assigned in person or by telephone.
• Refer more complex requests, technical inquiries or serious complaints to appropriate staff
members.
• Maintain inventory and office supplies; prepare purchase orders.
• Research and compile information as requested.
• Provide technical and functional supervision as appropriate to clerical personnel; recommend
organizational procedural changes affecting clerical activities.
• Screen calls, visitors, and mail and take action appropriate to request/situation.
• Independently respond to letters and general correspondence of a routine nature.
• Make travel arrangements, maintain appointment schedules and calendars, arrange meetings and
conferences, and schedule facilities reservations as necessary.
• Operate a variety of office equipment and use a variety of software programs including word
processing, spreadsheet, and visual presentation equipment as appropriate.
• Type, edit and format a variety of materials including staff reports, agendas, general
correspondence and memoranda; review finished materials for completeness, accuracy, format,
compliance with policies and procedures, and appropriate English usage.
• Follow-up on projects, transmits information and keeps informed of department activities,
• Initiate and maintain a variety of files and records.
• Oversee and coordinate preparation, compilation, reproduction and distribution of various
documents and reports.
• Assist in gathering data, preparing and monitoring the annual budget.
• Perform a variety of tasks related to office administration specific to the department in which
assigned.
• Build and maintain positive working relationships with co-workers, other City employees, and the
public using principles of good customer service.
• Perform related duties as assigned.
ADMINISTRATIVE ASSISTANT I
KNOWLEDGE OF:
• English usage, spelling, grammar, and punctuation.
• Modern office methods, procedures, and computer equipment and various software applications.
• Business letter writing and arithmetic.
ABILITY TO:
• Learn to perform a wide variety of responsible secretarial and clerical work.
• On a continuous basis, sit at desk and/or stand at counter for long periods of time. Intermittently twist
and reach office equipment; write and use keyboard to communicate through written means; run
errands; lift or carry weight of 10 pounds or less.
• Intermittently, review documents related to department operations; observe, identify and problem
solve office operations and procedures; understand, interpret and explain department policies and
procedures; explain operations and problem solve office issues for the public and with staff.
• Meet the public tactfully and courteously and answer questions in person and over the telephone.
• Learn and apply policies, rules, and regulations.
• Maintain confidential data and information.
• Compose general correspondence and letters.
• Operate and use modern office equipment including computer equipment and software as
assigned.
• Learn to analyze situations carefully and adopt effective courses of action.
• Type at a speed necessary for successful job performance.
• Communicate clearly and concisely, both orally and in writing.
• Establish and maintain effective working relationships with those contacted in the course of work.
EDUCATION and/or EXPERIENCE:
A typical way of gaining the knowledge, skill and ability outlined above is:
Equivalent to completion of the twelfth grade and two years of responsible clerical experience.
OTHER REQUIREMENTS:
Valid California driver's license preferred.
ADMINISTRATIVE ASSISTANT II
In addition to the qualifications for the Administrative Assistant I:
Page 2 of 3
KNOWLEDGE OF:
• Organization, procedures, and operating details of the city division to which assigned.
• Filing and record keeping practices.
ABILITY TO:
• Perform a wide variety of difficult and responsible secretarial and clerical work with limited
supervision.
• Compile and maintain complex records and files.
• Independently apply policies, rules, and regulations.
• Understand the organization and operation of the city and of outside agencies as necessary to
assume assigned responsibilities.
• Work independently in the absence of supervision and work under pressure to meet deadlines.
• Analyze situations carefully and adopt effective courses of action.
• Prepare statistical, financial and operational reports.
EDUCATION and/or EXPERIENCE:
A typical way of gaining the knowledge, skill and ability outlined above is:
Equivalent to completion of the twelfth grade and two years of responsible secretarial or office
administrative experience similar to an Administrative Assistant I with the City of San Rafael.
FLSA Status:
Prepared By:
Prepared Date:
Revised Date:
Approved By:
Non-exempt
Stacey Peterson
January 2001
June 2015
June 2017
City of San Rafael
Page 3 of 3
SAN RAFAEL
THE CITY WITH A MISSION
Department of Public Works
Capital Improvement Program
FY 2017-18 to FY 2019-20
June 5, 2017
Capital Improvement Program
FY 2017-18 to FY 2019-20
This page intentionally left blank.
a
Capital Improvement Program
FY 2017-18 to FY 2019-20
Table of Contents
Memorandum to City Council.............................................................................................................4
Capital Improvement Program (CIP) Process.....................................................................................11
Section 1: FY 2016-17 Completed Projects........................................................................................12
Section 2: Prior Year Incomplete and Active Projects.........................................................................13
Section 3: Project Listing and Priority Rating.....................................................................................23
Section 4: CIP Funding Summary.......................................................................................................26
FundingDefinitions.................................................................................................................................26
Funding and Proposed Expenditure Summary.......................................................................................28
Funding and Proposed Expenditure Detail by Project............................................................................29
City -Owned Property..........................................................................................................................
29
Parks....................................................................................................................................................
31
Drainage..............................................................................................................................................
32
Right-of-Way.......................................................................................................................................
33
Project Descriptions and Budget Detail — New Projects.........................................................................35
City -Owned Property..........................................................................................................................
35
Drainage..............................................................................................................................................
48
Right-of-Way.......................................................................................................................................
55
Parks....................................................................................................................................................
65
Section 5: Priority Ranking of New Projects.......................................................................................69
Capital Improvement Program
FY 2017-18 to FY 2019-20
Memorandum to City Council
MEMORANDUM
DATE: June 5, 2017 FILE NO: 01.15
TO: San Rafael City Council
FROM: Bill Guerin, Public Works Director
RE: 3 -YEAR CAPITAL IMPROVEMENT PROGRAM
REPORT REGARDING SAN RAFAEL'S 3 -YEAR CAPITAL IMPROVEMENT PROGRAM FOR
FISCAL YEARS 2017/18 THROUGH 2019/20
PURPOSE:
The purpose of the memorandum is to:
1. Present the 3 Year - Capital Improvement Program for Fiscal Year 2017/18 which
includes the process utilized to develop the program, in its final form for Council
approval.
2. Summarize Council's decision from the May 15, 2017 Study Session in regards to
FY17/18 fund allocations to the City's Storm Water Fund #205 and Building Fund #603.
3. Summarize Council's preliminary direction from the May 15, 2017 Study Session in
regards to long term funding for the Storm Water infrastructure improvements.
BACKGROUND
CAPITAL IMPROVEMENT PROGRAM
The Capital Improvement Program (CIP) is a planning document developed by the Department of Public
Works to identify and prioritize new construction projects and improvements to the City's
infrastructure. The priorities identified herein have been coordinated with the other departments in
San Rafael to ensure that all department needs are represented. DPW will seek approval of the CIP at a
future Council meeting.
The general categories within the CIP have been modified this fiscal year to reflect the following:
• City -Owned Properties (COP)
• Parks (P)
• Drainage (D)
• Right -of -Way (R/W)
41 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
CIP FUNDING SOURCES
CIP projects are funded from several different sources, as summarized by the following table:
Categonf
Funding Source(s)
City -Owned Parking Services
Properties Building Fund #603 Fund #501 Grants &Contributions
Parkland Building Fund Grants
Parks Measure A Fund #241 Dedication Fund #603 Contributions
# 240
Drainage Storm Water Fund Additional allocations are needed
#205
Right -of -Way Gas Tax Fund #206 * Grants Traffic Mitigation Fees —Fund 246 **
* In addition to traditional Gas Tax revenues, several other sources contribute to the Gas
Tax Fund: Construction Vehicle Impact Fees, Refuse Vehicle Registration Fees, and
federal Community Development Block Grants. All are assigned to the Gas Tax Fund
because their use is restricted to right-of-way projects.
** Traffic Mitigation Fees may only be used for projects identified in Exhibit 21 of Policy 6A
of General Plan 2020.
The Department of Public Works also seeks federal and state grants to support our infrastructure and to
meet the City's goals and objectives.
CIP PROJECTS COMPLETED IN FY2016/17
Over the last fiscal year, Department of Public Works has faced many challenges which have impacted
our ability to complete projects originally listed in last year's CIP. Staffing changes, winter storm
emergencies and large scale projects such as the Sonoma -Marin Area Rail Transit (SMART) and the
Essential Facilities program have required significant staff resources to administer. Filling vacant
Engineering Division positions has also been challenging. Nevertheless, DPW completed 27 projects last
year as shown in Section 1 attached to this report. Of particular interest are the following:
1. Regional Transportation System Enhancement Project (RTSE)
2. Tamalpais Avenue Queue Cutter Improvements
3. Terra Linda Community Center Pool House
4. Street Resurfacing and Curb Ramps
5. Rossi Pump Station
6. Hetherton Street Resurfacing
51 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
The following important smaller scale projects were also finalized:
1. City Solar Project at the Corporation Yard and at the Albert J Boro Community Center
2. City Wide Security System Upgrades
3. Bret Harte Road and M'Liss Storm Drain Improvements
4. Kerner Pump Station Pressure Chamber Cap
5. Brookdale Avenue Retaining Wall
ACTIVE CIP PROJECTS
Currently, staff is managing 58 capital projects with a wide range of complexity. This includes 17
projects that were not anticipated when last year's Capital Improvement Program was developed.
Unanticipated projects are a common occurrence and the 2017/18 CIP has an unallocated balance in
each of the four funding categories to anticipate these needs.
Section 2 lists active CIP projects and includes a short summary of their status.
FY 2016/17 CIP DEVELOPMENT
Exhibit A, which is attached to this report, is a flow chart which details the CIP process. This year the
Department of Public Works met with the other Department Directors and their staff to develop and
prioritize the proposed project listing for FY17/18.
Project List Development
The FY2017/18 list of potential projects was developed by identifying projects from last year
that were not addressed, listing new projects from other City Departments and then re -rating all
the projects to develop a prioritized list. These projects are listed with their respective rating in
Section 3. While some projects have a high rating, a portion of these were pushed off to future
years based on each Department Director's recommendation. For instance, the Community
Services Director recommended coupling the replacement of the Sun Valley Park play structures
with other play structures throughout the City at a time when the work does not conflict with
other more pressing projects.
Project Estimating and Budget Analysis
The Department of Public Works reviewed and estimated the cost of all high priority projects.
Since these projects have not been designed, the estimates developed at this preliminary phase
are approximations. Refer to Section 4, which includes a list of proposed projects, their
approximate cost, and project description. These new projects are listed per category to be
considered within the three-year planning window of the CIP.
Project Staffing Allocation
In previous years, the Department of Public Works analyzed the projects listed in Section 4 to
determine if current staffing levels can accommodate work load stated in the CIP. This analysis
last year indicated a staffing shortfall. The winter storms exacerbated the delivery of the active
projects. In addition, unanticipated projects such as drainage projects required our staff to
reprioritize projects based on immediate safety concerns. Staff anticipates a similar staffing
shortfall in 2017/18. To address this concern Public Works anticipates utilizing staff for high
priority, grant and emergency projects and fixed term and contract resources to execute the
remainder of the CIP program.
61 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
DISCUSSION
There are several factors that influence the Capital Improvement Program which have been discussed in
prior CIP's. The following topics impact decisions as to which projects are selected and how the Public
Works Department addresses the City's infrastructure needs.
Infrastructure Life Expectancy and Planning
Project Funding
Project Selection
Infrastructure Life Expectancy and Planning
The City of San Rafael maintains over 30 facilities as well as an extensive park, road and storm
water drainage system. Many of these facilities were built in the 1950's and 1960's. The public
facilities are heavily utilized and show significant wear and tear. Our community centers are
utilized almost continuously. Playing fields and parks see similar use. In addition to our
buildings and other public amenities, the City's drainage systems and roadways are all showing
significant wear and tear. Coupled with the maintenance and infrastructure upgrades required
from use, codes and standards have changed since our facilities were constructed, and many
require modifications based on access requirements, technology needs and safety. This year's
program is focused on making repairs to all facilities including drainage, roads, parks and city
owned properties to ensure that they don't continue to degrade. There are also life/safety
improvements on our list.
Staff recommends performing a full facilities evaluation to ensure a full understanding of our
infrastructure needs and to determine the life expectancy and repair needs. In order to ensure
this evaluation is completed, Public Works anticipates utilizing an outside consultant to manage
this project.
Proiect Funding
Building Fund: The Building Fund (#603) is supported by a General Fund allocation exclusively for
the maintenance and improvement projects on City Owned Property. For the last several years,
the General Fund has contributed $500,000 towards the Building Fund. On occasion, as
additional funding is identified e.g. in the form of unspent General Fund allocations for other
Public Works projects, one-time monies may be transferred into the Building Fund, allowing the
Fund to accumulate a modest fund balance for larger capital improvement projects. Nearly all
active and new City Owned Property projects listed in the FY 2017-18 CIP are funded by the
Building Fund.
Due to the large number of necessary capital improvement projects, there is a significant
funding shortfall anticipated beginning FY 2019-20. Staff is recommending that the Finance
Director identify additional General Fund allocations as they become available to support
necessary capital improvements and repairs to both the categories of Drainage and City Owned
Property. Continued deferral of these larger maintenance projects will decrease the life
expectancy of City facilities and increase the costs to repair in the future.
Storm Water Fund: As in past years, the Storm Water Fund (#205) receives annual revenues of
approximately $880,000. This funding is utilized exclusively for annual operation and
71 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
maintenance of our 12 stormwater pump stations. These pump stations vary in age but all need
constant maintenance due to frequent damage from continuous use during the rainy season.
This maintenance includes but is not limited to pulling each pump, dismantling the system to
dislodge debris, examine impellers and other vulnerable components in order to make sure
these systems remain fully operational during major storm events in San Rafael. Properly
maintained pump systems are essential to keep areas from flooding during winter storms.
In addition to standard maintenance and pump replacements described above, there are
significant capital improvement needs at not only the pump stations, but also for large capital
projects to improve existing storm drain systems throughout the City. However, since the Storm
Water Fund receives $880,000 in revenues from the Storm Water Activity Fee, and the standard
operational costs for maintaining the pump stations are $880,000, there is simply not enough
funding for these large projects outside of the standard operational and maintenance costs.
Several years of deferred maintenance (e.g. not expending the full $880,000 required for
standard pump station maintenance) allowed a modest fund balance to accumulate in the
Storm Water fund. However, this fund balance was nearly depleted in FY 2016-17 with the
completion of the Rossi Pump Station improvements (FY13/14 CIP), and six unanticipated and
emergency drainage projects. A full list of completed drainage projects in FY 2016-17 is shown in
Section 1.
The replacement of the San Quentin Pump Station is shown on our list as a high priority. San
Quentin is showing significant signs of deterioration and is in need of full replacement. As
demonstrated above, existing resources available in Storm Water Fund #205 are not adequate
to fund this project. Storm Water projects that are currently unfunded can be seen in the
Funding summary in Section 4.
In addition to the City's unfunded Storm Water infrastructure and capital needs, Marin County
Stormwater Pollution Prevention Program (MCSTOPPP) adds an additional financial and staffing
burden to the storm drainage program. The City is working closely with MCSTOPPP in order to
be in compliance with state and federal requirements. The City will need to install storm drain
filtration systems to prevent debris and garbage from entering the Bay. We have several
thousand catch basins and providing filtration for all these will be costly. In addition, the
maintenance of these catch basins will place a huge burden on the Streets Maintenance staff
especially during winter storm events because the filtration systems will become clogged very
quickly and will require constant cleaning. This is an unfunded mandate. It is our understanding
that the State will issue a request to develop a plan for implementing these filtration systems in
the summer of 2017. Based on the extent of the requirements, the City will need to move
forward with an implementation plan in 2017.
Last year's CIP recommended the use of the Building Fund (#603) for unfunded drainage
projects. In the May 15, 2017 CIP study session, Council once again approved the recommended
use of General Fund monies intended for the Building Fund to be used instead to fund necessary
Storm Water infrastructure improvements for FY 2017-18. This means that, for FY 2017-18, the
$500,000 that the General fund annually transfers to the Building Fund will instead be
transferred to the Storm Water fund. The transfer of $500,000 into the Storm Water Fund, in
addition to the small fund existing balance, would allow projects planned for FY 2017-18 to be
executed.
81 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
However, the transfer is not sustainable on an ongoing basis. Beyond FY 2017-18, the Building
Fund #603 cannot forgo the annual $500,000 General Fund contribution less the Building Fund
experience a funding shortfall for City owned properties as well. Continued redirection of the
$500,000 away from the Building Fund and towards the Storm Water fund will cause deferred
maintenance and continued deterioration on City facilities.
As a long term solution to funding storm water infrastructure improvements and MCSTOPP
mandates, Staff was directed by Council in the May 15 Study Session to evaluate the current
storm water activity fee to determine whether an increase is appropriate, and what the next
steps would be to increase the fee. The storm water activity fee was last updated in 2001: the
average residential parcel pays $28 per year, and the average commercial parcel pays $217 per
year. Per Proposition 218, voter approval is required to raise the fee. Staff is currently evaluating
the next steps.
Gas Tax: Roadway projects are primarily supported by the Gas Tax Fund and State and Federal
grants. Gas tax is a percentage tax on each gallon of gas purchased in San Rafael. Two major
factors have caused a tremendous shortfall in gas tax revenues (and subsequently inadequate
funding for road maintenance) statewide; (1) gas prices have fallen significantly and remained
low since 2013 (2) fuel efficient vehicles are purchasing less gas, but continue to drive on our
roads, which adds to roadway deterioration. This year the Road Maintenance and
Rehabilitation Act (RMRD) (signed by Governor Brown on April 2017), raised statewide taxes on
gasoline and diesel and established new vehicle registration fees. New RMRA tax rates become
effective November 1, 2017, and will provide significant additional funding for Right of Way
projects for San Rafael. San Rafael anticipates receiving an additional $418,000 in gas tax
revenues from the State starting FY 2017-18, and an additional $1.1 million ongoing starting FY
2018-19.
In addition, several new projects have been added to the Right -of -Way category of the CIP,
among them the Sidewalk Repair Program. While the sidewalk policy has not been finalized at
the time of this report's development, a line item has been added in anticipation of future
action by the City. Showing this in the CIP does not commit the City to action although the
information underscores the importance of this issue and the need to plan for a future capital
outlay.
Proiect Selection
Project selection is based on recommendations by the Department Directors to accommodate high
priority needs, which focused on life/safety, maintenance and repair, public and Council input, and other
factors. Department Directors rated each project within the categories to develop a prioritized list of
projects. Section 5 shows the new projects proposed to be included in FY17/18 CIP. Staff is not
recommending moving forward with several projects that have been noted as significant to the City
Council in the past.
During the May 15, 2017 Study Session, City Council approved of the inclusive selection and decision
making process by which the Capital Improvement Program for Fiscal Year 2017/18 was developed.
91 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
OPTIONS AND RECCOMENDATIONS FOR FY 2017-18 CIP (based on May 15, 2017 Study Session):
Storm Water Fund #205
Council Direction Based on May 15, 2017 Study Session (recommended):
a. Instruct the Finance Director to include a onetime allocation within the FY17/18 budget
of $500,000 to the Storm Water Fund #205 from the General Fund which decreases the
allocation to Building Fund #603. This would decrease funds available for facility
improvements. (Staff Recommendation)
b. Direct staff to evaluate the current Storm Water Activity Fee to determine whether an
increase is appropriate, and determine the course of action required to increase that
fee.
Other options presented at May 15, 2017 Study Session (not recommended):
a. Direct unallocated additional revenues identified at FY16/17 year end to Storm Water
Fund #205 to finance drainage capital projects. At the time, the Finance Director
anticipates that there may be $400,000 in Educational Revenue Augmentation Fund
related distributions of property tax that will be unallocated for FY 17/18. However, it is
important to note that since these revenues are general fund, they can be allocated
towards any onetime expenditure.
Direct staff to other alternatives not identified above.
2. Fundine Shortfalls for Citv Owned Properties Anticipated for FY 2018-19
Council Direction Based on May 15, 2017 Study Session (recommended):
a. City Council may direct the Finance Director to allocate additional onetime funding to
the Building Fund (#603), as funding becomes available, to address projected funding
shortfalls anticipated to begin starting FY 19/20 (or FY18/19 if annual $500,000
allocation from General Fund is redirected to Storm Water Fund #205). (Staff
Recommendation)
Other options presented at May 15, 2017 Study Session (not recommended):
b. City Council may direct staff to continue to defer repairs of drainage and buildings based
on a projected shortfall in funding. In this case, these facilities will continue to
deteriorate over time and will eventually not be able to function as intended.
c. City Council may direct staff to pursue other methods to support these budget centers
such as assessment districts or additional tax measures.
3. 2017/18 CIP
Options for June 5, 2017 Council Meeting
a. Council may accept the final CIP document for Fiscal Year 2017/18.
Council may make changes to the CIP in terms of the process followed with internal
departments and staff and may make changes to the projects recommended to within
the program.
101
Capital Improvement Program
FY 2017-18 to FY 2019-20
Capital Improvement Program (CIP) Process
Develop the LIST of
potential projects for next
FY CIP
V
Department Directors
meet with DPW to review
the CIP list and prioritize
all the CIP projects for
next Fiscal Year. DPW
develops a Prioritized List
of Proiects
Past Years CIP
Projects Scheduled for
Next Year's CIP
Projects not completed
last Fiscal Year
City Department Directors
provide a list of NEW
projects.
Proiect Estimates
DPW examines the list of projects and
provides a rough estimate of the project
cost.
Budget
DPW, working with the Department of
Finance examines the available budget for
each category to determine if enough
funding is available for requested projects.
I
Staffing Allocation
DPW examines the existing work loading to
determine if proposed projects can be
accomplished with current staffing.
Projects rated by 5 categories —
Safety, Required by Law, Will
Cause a Safety Issue if not
addressed, Meets City Goals,
Aesthetics
DPW develops the Draft
CIP Document for review.
> Draft is reviewed by
Department Directors and
the City Manager
V
The Recommended CIP
Document if brought to
the City Council for
Review to be included
into next Fiscal Year's
Budget
111 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Section 1: FY 2016-17 Completed Proiects
City -Owned Properties Projects
Project
City Solar Project — Corporation Yard & Albert J Boro Center
Albert J Boro Community Center Reroof
Terra Linda Recreation Center Pool House
Bay Point HOA Street Light Replacement
MERATower Retrofit
City Wide Security System Upgrade
Parkside Preschool Interior Painting
Parks Projects
Project
Sun Valley Park Basketball Court
Drainage Projects
Project
Department
CIP
All
15/16 CIP
CS
FY15/16
CS
FY14/15
HOA
Not in CIP
DPW
FY15/16
All
Not in CIP
CS
16/17 CIP
Department CIP
CS Not in CIP
Department CIP
Simms and Andersen Drainage Improvements
DPW
Not in CIP
Rossi Pump Station
DPW _
_
13/14 CIP
Bret Hart Road & M'Liss Storm Drain Improvements
DPW
Not in CIP
Marquad/West Storm Drain Improvements
DPW
Not in CIP
Kerner Pump Station Pressure Chamber Cap
DPW
Not in CIP
520 Fairhills Drive Storm Drain Improvements
DPW
Not in CIP
56 Esmeyer Drainage Improvements
DPW
Not in CIP
Right -of -Way Projects
Project
Department
CIP
Brookdale Avenue Retaining Wall
DPW
14/15 CIP
Del Presidio — Pt San Pedro Road Resurfacing
DPW
14/15 CIP
Hetherton Street Resurfacing
DPW
Not in CIP
Hetherton Street Curb Ramp Installation
DPW
Not in CIP
171 Southern Heights Retaining Wall Repair
DPW
Not in CIP
North San Pedro & Los Ranchitos Signal Upgrades
DPW
Not in CIP
2015/16 Resurfacing
DPW
15/16 CIP
2015/16 ADA DOJ Curb Ramps
DPW
15/16 CIP
15 Octavia Curb and Gutter Repair
DPW
Not in CIP
2016/17 ADA DOJ Curb Ramps
DPW
16/17 CIP
Bonnie Banks/Lochinvar Curb Ramp Installation
DPW
Not in CIP
Regional Transportation System Enhancement Project
DPW
13/14 CIP
Tamalpais Avenue Queue Cutter Improvements
DPW
15/16 CIP
Transit Center Relocation Study
ED/DPW
14/15 CIP
Windward Way Security Improvements
DPW
Not in CIP
121
Capital Improvement Program
FY 2017-18 to FY 2019-20
Section 2: Prior Year Incomplete and Active Proiects
City -Owned Property (13)
Project Name Department CIP
Status/Comments
AJB Center and the Corporation Yard
sites are up and running. Panels to be
City Solar Project All FY15/16 CIP
installed on the A Street Parking Garage
in the Spring of 2017. Additional panels
to be considered on City Hall.
This project has not been initiated due
Replace Windows and Sliding Doors
FY15/16 CIP
to lack of staff availability and higher
at Fire Station 54 and 55 F
priority projects. The project includes
replacing windows and doors at Station
54 and 55.
This project has not been initiated due
Security Locks, Lighting and Video
FY15/16 CIP
to lack of staff availability. The p 1ect
y project
System for Fire Stations F
includes installation of a security
system at Station 55.
Mission and E Street Parking Lot
FY16/17 CIP
This project includes resurfacing the
Resurfacing (Menzies) PS
parking lot next to the Falkirk Mansion.
Project to be completed by July 2017.
This project includes replacing the
obsolete electrical switch panels at City
City Hall Switchgear Replacement All FY16/17 CIP
Hall. The project is currently being
designed and should be ready to bid in
the summer of 2017.
This project includes replacing the old
roof at the Terra Linda Community
Terra Linda Recreation Center Roof
FY16/17 CIP
center. This project should be designed
Repair CS
and bid with other roofing projects
such as the City Hall Re -Roof for and
economy of scale.
This project includes improvements to
the Council room dais as well as access
City Hall Accessibility Improvements All FY16/17 CIP
improvements within the chambers.
The project has not been initiated due
to lack of staff availability.
Originally this project included the
replacement of concrete around the
pool area which was deteriorated and
presented a hazard to patrons. In the
Terra Linda Pool Deck
FY16/17 CIP
winter of 2016, concrete filler was
Replacement/Repair CS
utilized as an experimental initial step.
p p•
If this material lasts for a season it will
be applied on other areas of the pool
deck. If its use is not successful, DPW
will pursue removal and replacement of
the concrete
131 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Project Name
Library Painting
Facility Assessment Study
PG&E Energy Upgrades (CEC Loan)
Fifth and C Parking Garage
Improvements
City Hall Lobby Improvements
141
Department CIP
Status/Comments
This project originally included painting
specific areas of the interior of the
library. During the development of this
years CIP, Library staff recommended
pursuing a study of the entire library
L FY16/17 CIP
systems which may reprioritize this
project. Library staff has requested
that this remain on the list pending the
identification of other, and possibly
more important, projects that affect
the library.
This project includes the development
of a working document which details
when existing infrastructure such as
All FY16/17 CIP
HVAC systems, roofing and other key
components of our facilities are needed
for replacement. This project has not
been started due to other priority
projects.
A CEC Loan was originally identified as
a funding mechanism for the City Hall
Switch Gear project. However after
further analysis by PG&E, this loan
would be better applied to energy
upgrades in City buildings and City
Unanticipated
infrastructure such as street lighting.
DPW Project
This project will be completely
managed, including construction
activities, through PG&E. Currently the
CEC loan is being reviewed and
approved and we expect to return the
Council for approval in the summer of
2017.
This project includes structural
improvements to the Fifth and C
Parking Garage identified in a previous
PS FY16/17 CIP
structural study. DPW is pursuing a
contract with a designer for the project
with construction to follow in the
winter of 2017.
Unanticipated
This project includes improvements to
CM Project
the City Hall Lobby.
Capital Improvement Program
FY 2017-18 to FY 2019-20
Parks (7)
Project Name Department CIP
Status/Comments
This project includes improvements to
the play structure adjacent to the B
Street Community Center. Conceptual
designs developed by Abey Arnold
Albert Park Improvements CS FY16/17 CIP
Associates. Design development to
follow. Construction Estimates exceed
the budget for the project at this time
such that further refinements in the
project scope may be required.
This project includes majority upgrades
to the southern termination of the
pathway including signage, landscaping
and renovation of an existing restroom.
All work is complete except for the
Shoreline Parkway - BCDC Violation Unanticipated
restroom renovation which is
Compliance DPW/CS Project
anticipated to be complete summer
2017. While this restroom facility has
been closed for many years and City
Police do not believe that reopening
the facility necessary BCDC has notified
the City that the facility needs to be
reopened.
This project includes improvements to
the upper portion of the park including
Victor Jones Park Improvements CS FY16/17 CIP
playground equipment, landscaping,
and a new restroom. The project is
currently being designed.
Project includes replacing the existing
play structure at Schoen Park located
Schoen Park Playground Equipment CS FY16/17 CIP
just east of the Albert J Boro Center.
This project has not been initiated due
to lack of staff availability.
This project originally included the
installation of a new restroom facility at
Boyd Park. A combined park restroom
Boyd Park Restroom CS FY16/17 CIP
for the Boyd Gate House and Boyd Park
is anticipated at this location. There is
a long lead time for the prefabricated
restroom. Completion anticipated for
late summer 2017.
This project includes the installation of
a new restroom facility at Bret Park. A
Bret Hart Restroom CS FY16/17 CIP
preliminary layout is being developed
with the installation to follow in the fall
of 2017.
151 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Project Name
Albert J Boro Community Center
Synthetic Field
Drainage (5)
Project Name
Cayes Pump Station Control system
7 Beechwood Ct Storm Drain
Improvements
Sea Level Rise Vulnerability
Assessment
Canal Street CMP Replacement
Corrugated Metal Pipe (CMP)
Assessment Study
16
Department CIP
CS FY16/17 CIP
Department CIP
Status/Comments
This project includes the replacement
of the existing turf area with a
synthetic field. The project was
designed many years ago; however,
funding for the project was not
available. The City has been setting
aside some funding as seed funding to
develop funding from outside sources
for the larger replacement.
Status/Comments
This project includes replacing the
Unanticipated
electrical equipment and flap gates to
DPW Project
the pump station and is in pre -design
phase.
Project has been awarded and awaiting
environmental permits to move
forward with construction.
DPW FY17/18 CIP
Construction to occur in the late
summer of 2017. This project if not
addressed will affect private property
improvements.
Originally identified in previous CIP's,
this project was intended to follow the
County's Bay Wave project in order to
identify key issues specific to San
DPW FY16/17 CIP
Rafael. The County's Bay Wave Project
has not been completed yet. It is not
anticipated that additional study will be
necessary until the Bay Wave project is
completed.
This project has not been initiated due
to lack of staff availability. In addition,
due to the storm events this winter
DPW FY16/17 CIP
replacement of this system cannot be
initiated until later in the season. DPW
is recommending dropping this project
pending a full review of all the CMP's in
the City.
FY16/17 CIP
This project has not been initiated due
DPW
to lack of staff availability.
Capital Improvement Program
FY 2017-18 to FY 2019-20
Right -of -Way (33)
Project Name
Department CIP Status/Comments
This project includes the installation of
a pathway from Las Gallinas Avenue to
the Civic Center SMART station. DPW
met with concerned citizens and
Merrydale Pathway - North
FY17/18 CIP developed a plan for a multi -use path
Connector
DPW
along one side of the roadway. SMART
is interested in installing parking on this
section for the rail service. DPW is
working with all parties to develop a
plan for a path and parking.
This project includes the installation of
Biscayne Drive subdrain Project
Unanticipated s
DPW a subdrain system on Biscayne. ne. The
Project project is in construction and should be
completed as of the end of June 2017.
This project includes improvements to
Second & Grand Avenue
the intersection including traffic signal
FY16/17 CIP
Intersection Improvements
DPW modifications and removal of pork
chop islands. This project is anticipated
to go to construction summer 2017.
This project includes repairs to the
First Street at Mahon Creek Wall
FY15/16 CIP retaining wall on the south side of the
Repair
DPW
creek. An investigative analysis is
underway.
Third and Irwin Intersection Paving
Unanticipated This project has been awarded to
Improvements
DPW Project Maggiora and Ghilotti and will be
completed in summer 2017.
This project includes installation of a
pedestrian bridge across the San Rafael
Canal. The City is currently in
negotiations to acquire property to
accommodate the bridge and adjacent
sidewalk. Several funding sources are
being addressed to support this
project. The use of federal funds for
Grand Avenue Pedestrian Bridge
DPW FY16/17 CIP this project will extend the review
period by CalTran's local assistance.
Optimistically, we would like to start
this project as soon as the Right of Way
acquisition is completed however
obtaining federal approval will take
more time. Based on this we anticipate
receiving approval for bidding the
project in 2017.
Unanticipated The "Pavement Condition Index" (PCI)
PTAP Program
ppb/ Project of each road is determined through this
program. The PCI determines which
171 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Project Name Department CIP
Status/Comments
roads are under moratorium and
assists staff in determining which roads
to include in its annual resurfacing
project. This program is fully funded by
MTC.
This study included an analysis of
parking patterns within the Canal
neighborhood and surrounding
Unanticipated
Canal Parking Study DPW
neighborhoods and offer potential
g p
Project
strategies to alleviate the issue. The
study has been completed and the
consultant is preparing the final report
to bring to the City Council.
This project includes improvements to
the intersection such as traffic signal
modifications, bike lane modifications,
Freitas and Las Intersection FY16/17 CIP
lengthening the left turn pockets,
Improvements DPW
removal of pork chop islands, and
widening the bridge across the culvert
to allow for dual left turns. This project
is currently in construction.
This project includes curb ramp
installation and resurfacing of various
2016/17 Resurfacing &Curb Ramps DPW FY16/17 CIP
streets within the City. This project is in
design and is anticipated to go out to
bid in summer 2017.
This site experienced a significant slide
during the January 2017 storm event.
The project includes installing a
retaining wall and roadway repairs due
70 Irwin Street Slide Repair DPW Unanticipated
to a landslide adjacent to the roadway.
Project
Currently DPW is seeking proposal for
the design in compliance with FEMA
requirements in order to obtain state
and federal reimbursement for the
project.
This site experienced a significant slide
during the January 2017 storm event.
The project includes installing a
retaining wall and roadway repairs due
Unanticipated
80 Upper Toyon Slide Repair DPW
to a landslide adjacent to the roadway.
j Y•
Project
Currently DPW is seeking proposal for
the design in compliance with FEMA
requirements in order to obtain state
and federal reimbursement for the
project.
Capital Improvement Program
FY 2017-18 to FY 2019-20
Project Name
Department CIP Status/Comments
This site experienced a significant slide
during the January 2017 storm event.
The project includes installing a
retaining wall and roadway repairs due
21 San Pablo Slide Repair
Unanticipated to a landslide adjacent to the roadway.
DPW j
Project Currently DPW is seeking proposal for
the design in compliance with FEMA
requirements in order to obtain state
and federal reimbursement for the
project.
Includes replacement of a median to
meet current design standards as well
North San Pedro Median
Unanticipated as a signal modification. DPW
Improvement Project
DPW Project anticipates moving forward with this
informal project after the start of rail
service
Third Street Rehabilitation - Grand
This project includes installation of
FY18/19 CIP
to Miracle Mile
DPS/ roadway, traffic signal, civil, and
drainage improvements.
This project includes the installation of
Lincoln Ave Curb Ramps
Unanticipated curb ramps along Lincoln Avenue north
DPW p g
Project of Mission Avenue. This project is
currently in design.
This project will install new roadway
and traffic signal improvements at the
SMART grade crossing. This project
design has been submitted to the CPUC
Andersen Drive At -grade Crossing
FY16/17 CIP for approval. Pending approval by the
Improvements
DPW
CPUC the City anticipates having
SMART's contractor construct the
improvements at this crossing at the
same time they are installing the rail
systems.
This project will install a multi -use
pathway along the SMART corridor
south of Second St. The has hired Alta
Planning and design to develop
Second to Andersen Multi Use
FY17/18 CIP preliminary designs and start the
Pathway Project
DPW
environmental process for the project.
Funding for the construction is still
needed for the project and DPW has
submitted for additional grant funding
to support the work.
The City recently received notification
Francisco Blvd. East Improvement
Unanticipated that federal funding is available for this
Project
DPW Project sidewalk widening project. DPW has a
design developed several years ago for
191 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Project Name
Department CIP Status/Comments
this project. Several steps need to
occur before this project can be bid
such funding authorization, obtaining
utility clearance, working with the
property owners to make sure that
they are aware of the work and its
impact. Public Works anticipates
working on this project in the fall of
2017 when the funds become available.
This is an on-going study to monitor
Fairhills Slide Study/Repair
DPW FY17/18 CIP and repair roadway failure due to
movements in the adjacent hillside.
This project will install a new storm
G Street Drainage and Roadway
drain system, curb ramps, and
CIP
Improvement Project
resurface the street. We anticipate
DPW resurface
construction to occur in the
summer/fall of 2017.
This project is to replace the existing
bridge and currently is in design. This
project is fully funded by the State of
California. The designer is currently
Southern Heights Bridge
FY17/18 CIP proceeding with developing plans for a
Replacement
ppU
one lane, 21 foot wide, bridge in this
location which was requested by
residents adjacent to this project.
Construction is anticipated to occur in
2018.
The Quiet Zone for the IOS is in place.
San Rafael Quiet Zones
DPW FY15/16 CIP Work is on-going on the QZ from
downtown to Larkspur.
City Staff are working with SMART on
Unanticipated the realignment design. Modifications
Francisco Blvd. West Realignment
DPW Project to the initial design are needed provide
as much space as possible for the multi
use path from 2nd to Andersen.
This project will retime all traffic signals
in the City using a grant from MTC.
Unanticipated DPW is working with CalTrans to start
San Rafael Signal Re -Timing (MTC)
DPW Project the project. Examining existing timing,
modeling modification and
implementing changes will take several
at least 6 months to develop.
This project will construct safety
Third and Hetherton Signal
Unanticipated improvements to the intersection for
Modification (HSIP Funded)
DPW Project pedestrians and vehicles. At this time
the City has hired a consultant to
examine safety improvement to the
201 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Project Name
Department CIP Status/Comments
intersection. Improvements such as a
doubled right turn onto 3rd street will
be considered. Implementation of
improvements are supported by the
Highway Safety Improvement Program.
Physical improvements should not be
expected until 2018.
This project was initiated by residents
through the Traffic Coordination
Committee who want the road changed
to a one way roadway. Several
Ridge Avenue Access Study
Unanticipated ro impacted this
DPW properties would be p acted b Y
Project change and are not in favor of the
change. DPW is investigating whether
improvements to these individual
properties can be made to facilitate a
one way street.
Traffic Signal Controller Upgrades
DPW FY17/18 CIP Project includes installation/upgrading
existing traffic signal equipment.
DPW has worked closely with a
consultant to develop criteria for rating
each mid -block crossing to determine
Radar Feedback Signs & Mid -Block
what improvements should be installed
FY16/17 CIP
Crosswalk Flashing Signs
DPW to improve safety. DPW is in the
process of rating all the crossings with
the intent of identifying specific
crossing to receive improvements such
as rapid rectangular flashing beacons.
This project has not been initiated due
Second and Third Street Queue
to lack of staff availability. This project
FY16/17 CIP
Cutters
DPW will study whether queue cutter signals
are needed for SMART's Larkspur
Extension project..
Downtown Station Area Parking
DPW assisting parking services with
FY15/16 CIP
Utilization and Wayfinding Study
DPW/PS developing and installing signage within
the City.
This project includes installation of new
roadway, sidewalk, and drainage
facilities. The City has been setting
aside funding for this project over the
Bungalow Avenue Reconstruction
DPW FY16/17 CIP last few years. In 2016 we estimated
the cost of construction to be more
than $800,000 for this short section of
roadway. In 2016, staff recommended
postponing this construction until the
2020/21 season.
211 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Project Name Department CIP Status/Comments
DPW has been working closely with
neighborhood groups to develop a
City of San Rafael Sidewalk Program DPW FY17/18 CIP policy for sidewalk repair and
anticipates bringing this to the City
Council in the Summer of 2017.
221 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Section 3: Proiect Listing and Priority Rating
CITY OWNED PROPERTY
#
Project Name
Dept
Total
1
Safety System Upgrade at B Street Stage Area
FR
27
2
Downtown Library Assessment Study
LIB
27
3
City Hall 2nd Floor Study - space plan and life Safety
CD
26
4
Terra Linda Pool House Electrical Upgrades
CS
26
5
City Hall Reroof
DPW
26
6
Library Restroom Addition
LIB
24
7
Re -roof Downtown Library
LIB
24
8
Portable Building Replacement (Silveria & Dixie)
CS
24
9
Fifth and Garden Parking Lot Resurfacing
CS
22
10
ALB Roof Repair - Non Solar Related
CS
22
11
B Street Community Center Parking Lot Resurfacing
CS
21
12
Terra Linda Recreation Center Hardscape Repair
CS
20
13
B Street Community Center Re -Roof
CS
20
14
City Hall & Library Lighting and Landscaping Improvements
LIB
20
15
City Hall Fire Upgrades
FR
19
16
3rd and Lootens Parking Structure Repairs
PS
18
17
3rd and A Street Parking Structure Repairs
PS
18
18
3rd and C Street Parking Structure Repairs
PS
18
19
Resurface City Hall Parking Lots, Lower and Upper
PD
17
20
Albert J Boro Electrical Upgrades
LIB
15
21
Parking Lot Resurfacing at 55 & 56
FR
14
22
B Street Concrete Entrance Reconstruction
CS
13
23
Roof Replacement at Station 56
FR
13
24
Court Street Fountain Repair
DPW
12
25
Emtrac System (Preemptions Systems)
FR
12
26
Enclose Library Children's Patio
LIB
10
PARKS
#
Project Name
I Dept I
Total
1
Sun Valley Park Playground Structure
CS
31
2
Gerstle Park Playground Structure
CS
31
3
Peacock Gap Playground Structure
CS
31
4
Santa Margarita Court Replacement
CS
23
5
Starkweather Park Improvements
CS
21
6
TLCC Play Area and Access Improvements
Park
18
7
Bernard Hoffman Drainage and Irrigation Improvements
Park
15
8
Albert J Boro Community Center Synthetic Field
CS
231 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
77e\I►I_�eT
#
Project Name
Dept
Total
1
San Quentin Pump Station Reconstruction
DPW
32
2
Los Gamos and Oleander (Study)
DPW
30
3
#7 Beechwood Culvert Replacement
DPW
29
4
Spinnaker Point Salt Marsh Remediation
DPW
28
5
Miscellaneous CMP Projects
DPW
27
6
Pump Station Communication System Upgrades
DPW
26
7
Las Cassas Drainage Basin Repair & Drainage System
DPW
26
8
Woodland Avenue Drainage Improvements - Bungalow to Siebel
DPW
25
8
2nd between C and E - Drainage system upgrade (Analysis and
DPW
28
9
Construction)
DPW
25
10
San Rafael Shoreline Sea Level Vulnerability Study
DPW
24
11
Freitas Ditch Concrete Channel Repair
DPW
22
12
San Rafael Canal Dredging
DPW
22
13
East Jessup Storm Improvements
DPW
22
14
MCSTOPPP - Catch Basin Trash Capture
DPW
18
15
Happy Lane Storm Drain Abandonment
DPW
9
RIGHT OF WAY
#
Project Name
Dept
Total
1
City of San Rafael Sidewalk Replacement Program
DPW
29
2
East Francisco Resurfacing
29
3
Second and Third Street Queue Cutters (Study)
DPW
29
Smith Ranch Road Resurfacing (East Side to West side South Bound On
4
Ramp)
DPW
29
5
3rd and Hehterton Improvements (HSIP)
DPW
28
6
ADA DOJ Curb Ramps
DPW
28
7
Lincoln Avenue Curb Ramps
DPW
28
8
Street Resurfacing
DPW
28
9
2017 Slides
DPW
27
10
Retiming City Signals (Pass Grant)
DPW
27
11
NTPP-Francisco Blvd. East Sidewalk Widening
DPW
25
12
Fairhills Drive Slide Repair
DPW
24
13
G Street Resrufacing (Mission to 4th)
DPW
23
14
Radar Feedback Signs & Mid -block Crossing Flashing Signs
DPW
23
15
Southern Heights Bridge
DPW
23
16
Merrydale Pathway North - Connector
DPW
22
17
West End/Marquad Bulb Out and Bicycle Improvements
DPW
22
18
Civic Center - Merrydale South Pedestrian Connector
DPW
21
19
Safe Routes to School — Davidson Phase 2
DPW
21
20
Belvedere/Alto/Tiburon Intersection Improvements
DPW
20
21
Third Street Improvements - Grand to Miracle Mile
DPW
20
22
Traffic Signal Control Upgrades
DPW
20
241 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
23
Homeless Miscellaneous Projects
DPW
20
24
Canal CMP Replacement
DPW
18
25
Street Light LED Replacement Project
DPW
18
26
2nd & G Street Intersection Improvements
DPW
17
27
City Hall Parking Lot Resurfacing
DPW
17
28
Third & Grand Intersection Improvements
DPW
17
29
2nd to Andersen Multi -Use Path
DPW
16
30
Bellam Blvd. Sidewalk Widening
DPW
16
31
Bellam/Andersen Intersection Improvements
DPW
16
32
Elm and Grand Avenue Sidewalk
DPW
16
33
Grand Avenue Sidewalk
DPW
16
34
Mission Avenue Sidewalk
DPW
16
35
Bungalow Avenue Reconstruction
DPW
14
36
Aerial Undergrounding
DPW
13
251 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Section 4: CIP Funding Summary
Funding Definitions
Active Projects: Projects identified and approved in prior year CIP's
New Projects: Projects identified as new to the FY 2017-18 CIP
Fund Fund Name Fund Description
205 Storm Water Established to fund Storm Water maintenance, programs, and improvements
throughout the City—including maintenance and repair of the City's 12 storm
water pump stations. Receives annual revenues of approximately $850,000
from the City's Storm Water Activity fee (Municipal Code Chapter 9.40).
Since standard operations and maintenance for pump stations and drainage
systems amounts to $850,000/year, there are insufficient funds in the Storm
Water Fund to finance large capital improvements on pump stations and
drainage projects beyond routine maintenance and replacements. See "Storm
Water (Unfunded)" below.
206 Gas Tax Gas Tax is a percentage tax on each gallon of gas purchased in San Rafael.
Gasoline tax is collected and distributed to jurisdictions by the State on an
annual basis, and may be used for capital projects and maintenance to local
streets, roads, and Right -of -Ways. This fund also collects local dollars for Right -
of -Way improvements including, for example, local Measure A funds
(distributed by Transportation Authority of Marin).
208 Childcare Fund Projects identified in the CIP as utilizing the Childcare Fund are strictly for the
facility improvements as related to the City's childcare centers.
236 Loch Lomond The Loch Lomond (Melo-Roos) Assessment District was established in 1992 to
Assessment District pay for the repair and maintenance of Storm Water system infrastructure in the
district's defined area.
240 Parkland Dedication This fund was established to account for long-term developer deposits used to
enhance and maintain City park infrastructure.
241 Measure A Measure A is a nine year % percent transactions and use tax that was passed in
2012 and is managed by the County of Marin. The purpose of the tax is to care
for existing parks and open spaces, support regional community parks, projects,
and programs and to further farmland restoration. Funding allocations for
Measure A dollars within the City of San Rafael are coordinated by Finance on
an annual basis.
246 Traffic Mitigation San Rafael uses the Traffic Mitigation Fund to collect developer contributions to
be used to defray the cost of public projects necessitated by the development
project. Projects funded through the Traffic Mitigation Fund are identified in
Exhibit 21 of Policy 6A of General Plan 2020. Some of the balance in the fund is
being held in anticipation of major public right-of-way projects identified in the
General Plan 2020.
501 Parking Services Projects identified in the CIP as utilizing the Parking Services Fund are strictly for
the facility improvements as related to the City's parking facilities.
261 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
603 Building Funds are transferred from the General Fund into the Building Maintenance
Maintenance Fund to support capital and maintenance projects associated with the City's
buildings, parks, and other facilities.
For the last several years, the General Fund has contributed $500,000 towards
the Building Fund. On occasion, as additional funding is identified e.g. in the
form of unspent General Fund allocations for other Public Works projects, one-
time monies may be transferred into the Building Fund, allowing the Fund to
accumulate a modest fund balance for larger capital improvement projects.
Nearly all active and new City -Owned Property projects listed in the FY 2017-18
CIP are funded by the Building Fund.
Storm Water In the development of the FY 2017-18 CIP, it was determined that a significant
(General Fund number of necessary Storm Water infrastructure and capital projects were
Transfer) unfunded. Existing resources available in Storm Water Fund #205 are not
adequate to fund these projects as the Storm Water Fund only generates
approximately $850,000 in revenue annually, and this is utilized entirely for
annual operation and maintenance of the 12 storm water pump stations.
Due to the imminent need for funding of these drainage infrastructure projects
in FY 2017-18, City Council approved the recommendation by staff on the May
15, 2017 CIP Study Session to redirect the annual $500,000 General Fund
contribution for the Building Maintenance Fund, to the Storm Water Fund
instead. However, it is important to note that this one-time transfer of General
Fund monies to the Storm Water Fund for FY 2017-18 is a short term solution,
as the Building Fund cannot forgo the $500,000 in revenue from the General
Fund for more than one fiscal year. Therefore, only unfunded Storm Water
projects for FY 2017-18 are identified as funded via the "Storm Water (General
Fund Transfer)"
Storm Water Storm Water projects beyond FY 2017-18 that are separate from the standard
(Unfunded) $850,000 annual maintenance are currently unfunded.
Staff continues to assess the Storm Water Fund to find a long-term funding
solution to ensure our drainage system and facilities are sufficiently funded and
properly maintained, without impacting funding for capital projects at other
City owned properties. On the May 15, 2017 Study Session Council directed staff
to evaluate the current Storm Water Activity Fee to determine whether an
increase is appropriate, and determine the course of action required to increase
thatfee.
271 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Funding and Proposed Expenditure Summary
City Owned Property
Active 501 Parking Services
603 Building Maintenance
Other
New 208 Childcare Fund
501 Parking Services
603 Building Maintenance
City Owned Property Total
Drainage
Active Other
Storm Water (Unfunded)
Storm Water (GF Trnsfr)
New 205 Storm Water
206 Gas Tax
236 Loch Lomond Assessment District
Grants
Storm Water (Unfunded)
Storm Water (GF Trnsfr)
Drainage Total
Parks
Active 240 Parkland Dedication
241 Measure A
603 Building Maintenance
Other
New 240 Parkland Dedication
241 Measure A
603 Building Maintenance
Other
Parks Total
Right -of -Way
Active
New
Right -of -Way Total
Grand Total
281 Page
$251,875
$300,000
$745,000
$360,000
$1,234,500
$626,500
$188,000
$10,000
$100,000
$1,270,000
$917,800
$1,223,000
$3,337,175
$2,853,000
$120,000
$3,570,000
$3,880,200
$310,000
$410,000
$880,000
$140,000
$75,000
$250,000
$481,000
$2,356,000
$300,000
$410,000
$376,500
$10,000
$100,000
$25,000
$880,000
$149,600
$374,670
$515,000
$2,229,270
$340,000
$250,000
$100,000
$25,000
$226,800
$1,221,500 $941,800
$251,875
$1,105,000
$1,234,500
$188,000
$1,270,000
$570,000 $2,710,800
$570,000 $6,760,175
$120,000
$310,000
$410,000
$880,000 $2,640,000
$444,200 $733,800
$75,000
$3,750,000 $4,000,000
$1,953,800 $2,328,470
$2,480,000 $3,476,000
$9,508,000 $14,093,270
206 Gas Tax
$300,000
$750,000
246Traffic Mitigation
$626,500
$1,500,000
$10,000
$100,000
$300,000
$25,000
$75,000
$185,200
$412,000
$3,570,000
$3,570,000
$3,880,200
$6,043,500
206 Gas Tax
$1,248,444
$1,248,444
246Traffic Mitigation
$3,179,108
$1,500,000
$4,679,108
501 Parking Services
$20,000
$20,000
Grants
$4,948,556
$8,000,000
$12,948,556
Unfunded
$1,502,061
$1,502,061
206 Gas Tax
$3,818,345
$3,610,000 $4,402,000
$11,830,345
Grants
$2,427,156
$4,362,500 $6,225,000
$13,014,656
$17,143,670
$17,472,500 $10,627,000
$45,243,170
$24,058,345 $23,496,570 $24,585,200 $72,140,115
Capital Improvement Program
FY 2017-18 to FY 2019-20
Funding and Proposed Expenditure Detail by Project
CITY -OWNED PROPERTY
Active Projects
City Hall Accessibility Improvements
603
Building Maintenance
$50,000
City Hall Concierge Area and Third Floor
Recarpeting
603
Building Maintenance
$60,000
City Hall Lobby Improvements
603
Building Maintenance
$50,000
City Hall Switchgear Replacement
603
Building Maintenance
$400,000
Facility Assessment Study
603
Building Maintenance
$60,000
Fifth Street and C Street Parking Garage
Improvements
501
Parking Services
$251,875
Fire Station 54 and 55: Replace Windows
and Sliding Doors
603
Building Maintenance
$35,000
Library Painting
603
Building Maintenance
$60,000
PG&E Energy Upgrades
Other
$1,234,500
Security Locks, Lighting and Video System
for Fire Stations
603
Building Maintenance
$80,000
Station 55 Parking Lot Improvements
603
Building Maintenance
$60,000
Terra Linda Community Center Roof
Repair
603
Building Maintenance
$70,000
Terra Linda Pool Deck
Replacement/Repair
$180,000
Grand Total
$2,231,375
$360,000
$50,000
$60,000
$50,000
$400,000
$60,000
$251,875
$35,000
$60,000
$1,234,500
$80,000
$60,000
$70,000
$180,000
$2,591,375
291 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
New Projects
Emergency and Misc Facility Repair
B Street Community Center Safety
System Update - Stage Area
Downtown Library Assessment Study
City Hall Second Floor Study
Terra Linda Pool House Electrical
Upgrades
City Hall Reroof
Portable Building Replacement (Silveria &
Dixon)
5th and Garden Parking Lot Resurfacing
Albert J Boro Community Center Roof
Repair
B Street Community Center Parking Lot
Resurfacing
Terra Linda Community Center
Hardscape Repair
B Street Community Center Reroof
City Hall & Library Lighting and
Landscaping Improvements
City Hall Fire Upgrades
3rd and Lootens Parking Structure
3rd and A Street Parking Structure
Repairs
3rd and C Street Parking Structure
Repairs
Resurface City Hall Parking Lots, Lower
and Upper
Albert J Boro Electrical Upgrades
Fire Stations 55 & 56 Parking Lot
Resurfacings
B Street Community Center Concrete
Entrance Reconstruction
Fire Station 56 Roof Replacement
Court Street Fountain Repair
Emtrac System
Library Children's Patio Enclosure
Total
301 Page
603 Building Maintenance $250,000 $250,000 $250,000 $750,000
603 Building Maintenance $105,600 $105,600
603 Building Maintenance $60,000 $60,000
603 Building Maintenance $60,000 $60,000
603 Building Maintenance
603 Building Maintenance $355,000
208 Childcare Fund $188,000
501 Parking Services
603 Building Maintenance $147,200
603 Building Maintenance
603 Building Maintenance
603 Building Maintenance
603 Building Maintenance
603 Building Maintenance
501 Parking Services
501 Parking Services
501 Parking Services
603 Building Maintenance
603 Building Maintenance
603 Building Maintenance
$110,600
$50,000
$206,200
$50,000
$200,000
$90,000
$575,000
$500,000
$145,000
$50,000
$110,600
$355,000
$188,000
$50,000
$147,200
$206,200
$50,000
$200,000
$50,000 $50,000
$90,000
$575,000
$500,000
$145,000
$130,000 $130,000
$50,000
$40,000 $40,000
603
Building
Maintenance
$126,200
$126,200
603
Building
Maintenance
$40,000 $40,000
603
Building
Maintenance
$60,000 $60,000
603
Building
Maintenance
$50,000
$50,000
603
Building
Maintenance
$30,000
$30,000
$1,105,800 $2,493,000
$570,000 $4,168,800
PARKS
Active Projects
Albert Park Improvements
Boyd Park Restroom
Bret Hart Restroom
Schoen Park Playground Equipment
Shoreline Parkway - BCDC Violation
Compliance
Victor Jones Park Path of Travel
Improvements
Grand Total
New Projects
Miscellaneous Parks Repair
Sun Valley Park Playground Structure
Gerstle Park Playground Structure
Peacock Gap Park Playground Structure
Santa Margarita Court Replacement
Starkwater Park Improvements
Terra Linda Community Center Play Area
and Access Improvements
Albert J Boro Community Center
Synthetic Field
Total
Capital Improvement Program
FY 2017-18 to FY 2019-20
240
Parkland Dedication
$300,000
$300,000
241
Measure A
$310,000
$310,000
603
Building Maintenance
$250,000
$250,000
241
Measure A
$250,000
$250,000
241
Measure A
$90,000
$90,000
603
Building Maintenance
$70,000
$70,000
241
Measure A
$100,000
$100,000
603
Building Maintenance
$306,500
$306,500
Other
$10,000
$10,000
$1,096,500
$590,000
$1,686,500
FY •
•:2019-
ind
Funding Source
18
-
20
Total
240
Parkland Dedication
$100,000
$100,000
$100,000
$300,000
603
Building Maintenance
$75,600
$75,600
603
Building Maintenance
$75,600
$75,600
603
Building Maintenance
$75,600
$75,600
603
Building Maintenance
$77,200
$77,200
603
Building Maintenance
$50,000
$50,000
603
Building Maintenance
$58,000
$58,000
241
Measure A
$25,000
$25,000
$25,000
$75,000
Other
$3,570,000
$3,570,000
$125,000 $351,800 $3,880,200 $4,357,000
311 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
DRAINAGE
Active Projects
7 Beachwood Culvert Replacement
Canal Street Corrugated Metal Pipe
Replacement
Cayes Pump Station Control Systerq
Corrugated Metal Pipe (CMP)
Assessment Study
Sea Level Rise Vulnerability Study
Grand Total
New Projects
Annual Emergency Misc. Drainage Slide
Repair Projects
East Jessup Storm Improvements
Freitas Ditch Concrete Channel Repair
Las Casas Drainage Basin Repair
Los Gamos and Oleander (Study)
MCSTOPP - Catch Basin Trash Capture
Miscellaneous CMP Projects
Pump Station Communication System
Upgrades
San Quentin Pump Station
Reconstruction
San Rafael Canal Dredging
Second Street Drainage Improvements -
Between C and E Streets
Spinnaker Point Salt Marsh Remediation
Storm Water Operations & Misc.
Materials and Equipment
Woodland Ave Drainage Improvements
Grand Total
321 Page
Storm Water (GF Trnsfr)
Storm Water (Unfund
Other
$350,000
$120,000
$250,000
$350,000
$250,000
$120,000
Storm Water (Unfunded) $60,000 $60,000
Storm Water (GF Trnsfr) $60,000 $60,000
$530,000 $310,000 $840,000
Storm Water (GF Trnsfr) $250,000 $250,000 $250,000 $750,000
Storm Water (Unfunded) $218,400 $218,400
Storm Water (GF Trnsfr) $56,000 $56,000
Loch Lomond
236 Assessment District $75,000 $75,000
Storm Water (GF Trnsfr) $50,000 $95,000 $1,110,000 $1,255,000
Storm Water (Unfunded) $1,271,200 $1,271,200
206 Gas Tax $140,000 $140,000 $140,000 $420,000
Storm Water (GF Trnsfr) $75,000 $75,000
Storm Water (GF Trnsfr) $50,000 $170,000 $1,120,000 $1,340,000
Storm Water (Unfunded) $40,000 $40,000
Storm Water (Unfunded)
Grants
205 Storm Water
$250,000
$106,670 $378,400 $485,070
$3,750,000 $4,000,000
$880,000 $880,000 $880,000 $2,640,000
206 Gas Tax $9,600 $304,200 $313,800
Storm Water (Unfunded) $9,600 $304,200 $313,800
$1,826,000 $1,919,270 $9,508,000 $13,253,270
Capital Improvement Program
FY 2017-18 to FY 2019-20
RIGHT-OF-WAY
Active Projects
Andersen Drive At -Grade Crossing
Improvements
Undetermined
$1,502,061
$1,502,061
Downtown Station Area Parking Utilization
and Wayfinding Study
501
Parking Services
$20,000
$20,000
First Street at Mahon Creek Wall Repair
206
Gas Tax
$50,000
$50,000
Freitas and Las Gallinas Intersection
Improvements
246
Traffic Mitigation
$3,059,108
$3,059,108
G Street Drainage and Roadway
Improvement Project
206
Gas Tax
$500,000
$500,000
Grand Avenue Pedestrian Bridge
206
Gas Tax
$90,000
$90,000
Grants
$1,591,000
$1,591,000
Linden Lane & Lincoln Conduit Repair
206
Gas Tax
$50,000
$50,000
North San Pedro Median Improvement
Project
206
Gas Tax
$100,000
$100,000
Ridge Avenue Access Study
206
Gas Tax
$50,000
$50,000
Second and Third Street Queue Cutters
246
Traffic Mitigation
$120,000 $1,500,000
$1,620,000
Second Street and Grand Avenue
206
Gas Tax
$308,444
$308,444
Intersection Improvements
Grants
$485,556
$485,556
Southern Heights Bridge Replacement
Grants
$1,372,000
$1,372,000
Third and Irwin Street Intersection Paving
Improvements
206
Gas Tax
$100,000
$100,000
Third Street Improvements - Grand to
Miracle Mile
Grants
$1,500,000 $8,000,000
$9,500,000
Grand Total
$10,898,169 $9,500,000
$20,398,169
331 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
New Projects
ADA Curb Ramps
Bellam/Andersen Intersection
Improvements
Bungalow Avenue Reconstruction
Fairhills Drive Slide Repair
Fourth Street Seatwall Removal and
Replacement
Francisco Blvd East Resurfacing
Francisco Blvd East Sidewalk Widening
206 Gas Tax $160,000 $160,000 $160,000 $480,000
Grants $100,000 $100,000 $100,000 $300,000
206 Gas Tax $50,000 $350,000
206 Gas Tax $100,000 $100,000 $100,000
206 Gas Tax $200,000
206 Gas Tax $150,000
206 Gas Tax
206 Gas Tax
$625,000
$707,000
Grants $6,125,000
Lincoln Avenue Curb Ramps 206 Gas Tax $455,000
Merrydale Pathway - North Connector 206 Gas Tax $400,000 $1,040,000
Grants $300,000
Miscellaneous Right of Way 206 Gas Tax $250,000 $250,000 $250,000
Radar Feedback Signs and Mid -block
$400,000
$200,000
$150,000
$707,000
$6,125,000
$455,000
$1,440,000
$300,000
Crossing Flashing signs 206 Gas Tax $60,000 $60,000 $60,000 $180,000
Second and Third Street Queue Cutters
(Study) 41
206 Gas Tax
$22,000
Second Street to Andersen Multi -Use Path
Grants
$350,000 $4,000,000
Sidewalk Repair Program
206 Gas Tax
$350,000 $350,000 $350,000
Slide Repair (2017 Slides)
206 Gas Tax
$71,875
Grants
$1,078,125
Smith Ranch Road Resurfacing
Street Resurfacing
Third Street and Grand Intersection
Improvements
Third Street and Netherton Signal
Improvements
Traffic Signal Controller Upgrades
Grand Total
341 Page
206 Gas Tax $
206 Gas Tax $1,500,000 $1,500,000 $1,500,000
$22,000
$4,350,000
$1,050,000
$71,875
$1,078,125
$126,000
$4,500,000
Grants $37,500 $262,500 $300,000
206 Gas Tax $73,470 $73,470
Grants $561,531 $561,531
206 Gas Tax $100,000 $100,000 $100,000 $300,000
$6,245,501 $7,972,500 $10,627,000 $24,845,001
Capital Improvement Program
FY 2017-18 to FY 2019-20
Project Descriptions and Budget Detail - New Projects
CITY -OWNED PROPERTY
Total Cost Estimate $250,000/yr
Project Description and Background
This annual project addresses emergency repairs of existing
City Owned Properties which can include but is not limited
to plumbing, roofing, and other significant repairs.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Example of emergency roofing work at Fire Station 57
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $105,600
Project Description and Background
This project includes reviewing, designing and constructing
electrical upgrades to the electrical system at the B Street
Community Center.
Project Costs and Timeline
Planning
Design
Construction
B Street Community Center stage area
FY 2017-18 FY 2018-19 FY 2019-20
351 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Total Cost Estimate $60,000
Project Description and
Background
This assessment study includes a full review of the
downtown library to determine what improvements
are necessary to sustain the facility in its present
operating routine. The assessment study will include
the examination of the roof, electrical, plumbing,
accessibility and internal systems to determine what
improvements are required. A summary of these Downtown San Rafael Library from E Street
improvements should include an estimate of the cost as well as their priority for implementation.
Project Costs and Timeline
FY 2017-18 FY 2018-19 FY 2019-20
Planning
Design
Construction
Total Cost Estimate $60,000
Project Description and Background
This project includes the review of the existing and the
development of a new space plan for the 2nd floor offices
at the City Hall. The plan would include a central lobby
entrance desk area with a more efficient work space area
for departments. The project also includes examination of
existing life safety systems such as sprinklers and as well as
access improvements.
Project Costs and Timeline
Planning
Design
361 Page
Second Floor of City Hall
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $110,600
Project Description and Background
This project includes the review, design and replacement
of the electrical panel systems within the Terra Linda
Pool House. These systems are corroded and
deteriorated due to other chemicals being stored within
the same area along with a moist environment. The
project will evaluate whether the existing panel can be
placed in the same area and upgraded or relocated to
another area that is less corrosive.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Capital Improvement Program
FY 2017-18 to FY 2019-20
Side of the recently renovated TL Pool House
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $355,000
Project Description and Background
This project includes the design and construction of
repairing the City Hall Roof. The project will examine all
areas of the City Hall Roof including the Council
Chambers Roof area and include the development of
bid documents, and construction.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
City Hall roof from above
FY 2017-18 FY 2018-19 FY 2019-20
371 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Total Cost Estimate $188,000
Project Description and Background
This project includes replacing portable buildings at the Dixie
School Campus and the Mary Silvera Campus which are utilized
for after school care programs.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Portable building to be replaced at Dixie
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $50,000
Project Description and Background
This project includes resurfacing the small parking area
located behind Mike's Bikes at Fifth and Garden.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
381 Page
5th and Garden parking lot from 5th Street
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $147,200
Project Description and Background
This project includes repairing a section of the Albert J
Boro Community Center roof that has been leaking.
Repairs are not related to the solar panels recently
installed on the community center roof.
Project Costs and Timeline
FY 2017-18
Planning
Design
Construction
Other + Contingency
Total Cost Estimate $206,200
Capital Improvement Program
FY 2017-18 to FY 2019-20
Solar panels recently installed on the Al Boro
Community Center roof
FY 2018-19 FY 2019-20
Project Description and Background
This project includes resurfacing the parking area at the B
Street Community Center. The project will include full 2" grind
and overlay with signs and striping.
Project Costs and Timeline
FY 2017-18
Planning
Design
Construction
Other + Contingency
J
Pavement in the B Street Parking lot
FY 2018-19 FY 2019-20
391 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Total Cost Estimate $50,000
Project Description and Background
This project includes the replacement and repair of the concrete
basketball area behind the Terra Linda Community Center. It is
anticipated that asphalt will be utilized for the new surface.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Basketball court at TL Community
Center
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $200,000
Project Description and Background
This project includes re -roofing the work areas and meeting
rooms at the B Street Community Center. The Auditorium has
recently been re -roofed.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
401 Page
B Street Community Center Roof
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $50,000
Project Description and Background
This project includes design and improvements to the
landscaping and lighting around the City all and the downtown
library facility.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Capital Improvement Program
FY 2017-18 to FY 2019-20
Landscaping outside of City Hall entrance
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $90,000
Project Description and Background
This project includes improvements to the fire safety features
of at the City Hall. The building which was built more than 40
years ago does not meet current code compliance and
sprinklers need to be installed.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Fire extinguisher in the City Hall Council
Chambers
FY 2017-18 FY 2018-19 FY 2019-20
411 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Total Cost Estimate $575,000
Project Description and Background
This project is recommended based on a report
prepared in 2014 which recommended structural
improvements to this garage. Improvements include
but are not limited to installing expansion joints, repair
of spalled deck areas, repair of the wearing surface and
other improvements.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
3rd and Lootens parking structure
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $500,000
Project Description and Background
The project include the removal and replacement of
joint seal material and epoxy injection of existing
cracked section as well as resealing the slabs on all
levels.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
421 Page
3rd and A parking structure
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $145,000
Project Description and Background
This project includes epoxy injection of existing cracked
concrete as well improvements to the exterior Insulation
Finishing System as well as civil improvements are
needed to improve access to the facility.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Capital Improvement Program
FY 2017-18 to FY 2019-20
3rd and C parking structure
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $130,000
Project Description and Background
This project includes resurfacing the parking lot at City
Hall.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Upper City Hall parking lot
FY 2017-18 FY 2018-19 FY 2019-20
431 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Total Cost Estimate $50,000
Project Description and Background
This project includes examining and modifying the current
electrical system at the Albert J Boro Community Center to
accommodate both the operational aspects of the facility such as
HVAC systems but to also accommodate new demands on the
system such as computer class systems and uses of the building.
Project Costs and Timeline
FY 2017-18
Planning
Design
Construction
Other + Contingency
Total Cost Estimate
Project Description and
Background
$40,000
This project includes resurfacing applying
treatments to the existing parking areas at Fire
Station 55 and 56.
Project Costs and Timeline
FY 2017-18
Planning
Design
Construction
Other + Contingency
441 Page
I
Conference room and lighting at A1B
Community Center
FY 2018-19 FY 2019-20
Driveway and parking lot at
Fire Station 55
FY 2018-19 FY 2019-20
Total Cost Estimate $126,200
Project Description and Background
This project includes design and reconstruction of the entrance
area to the B Street Community Center. Project will include the
design and replacement of concrete to the entrance and possibly
the incorporation of a drop off area. It would be good to couple
this work with the completion of the Albert Park Improvements.
Project Costs and Timeline
FY 2017-18
Planning
Design
Construction
Other + Contingency
Total Cost Estimate $40,000
Project Description and
Background
This project includes re -roofing Fire Station 56.
Project Costs and Timeline
FY 2017-18
Planning
Design
Construction
Other + Contingency
Capital Improvement Program
FY 2017-18 to FY 2019-20
Concrete patio, facing front entrance
FY 2018-19 FY 2019-20
Fire Station 56 on Del Ganado Road
FY 2018-19 FY 2019-20
451 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Total Cost Estimate $60,000
Project Description and Background
The front concrete on the existing fountain structure in
the Court Street Plaza is separating from the support
structure. This project includes the repair of the
concrete or the installation of another type of system in
the Plaza.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Pipe system and concrete at Court Street Fountain
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $50,000
Project Description and
Background
City Fire has requested the installation of a pre-
emption system be installed on key intersection
signals in order to improve response times. This
project includes studying the impacts of the
installation of this system as well as implementation of a this system at key intersections.
Example of an Emtrac System installed at an intersection
Project Costs and Timeline
FY 2017-18 FY 2018-19 FY 2019-20
Planning
Design
Construction
Other + Contingency
461 Page
Total Cost Estimate $30,000
Project Description and Background
This project includes improvements to the Children's
Patio area at the downtown library.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Capital Improvement Program
FY 2017-18 to FY 2019-20
Children's patio area (currently outdoors)
FY 2017-18 FY 2018-19 FY 2019-20
471 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
DRAINAGE
Total Cost Estimate $880,000/yr
Project Description and Background
This annual project includes maintenance of our 12
pump stations. This includes replacement of motors
and equipment in order to control flooding in low area
of the City.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Total Cost Estimate
FY 2017-18
$250,000/yr
Drainage pipe blocked by debris
FY 2018-19
Project Description and Background
This is for emergency Storm Water facility repairs and
emergency slide repairs that may occur throughout the
year.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
481 Page
FY 2019-20
Emergency work performed for slide repair
FY 2017-18 FY 2018-19
FY 2019-20
Total Cost Estimate $1,340,000
Project Description and Background
This project includes a preliminary study of relocating
the existing San Quentin Pump Station to a location
that is closer to the Bay in order to avoid pumping
pressure issues that currently exist at the station. This
study will examine the cost of relocation versus
replacement of the existing station and provide
estimates for both.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Capital Improvement Program
FY 2017-18 to FY 2019-20
San Quentin pump station
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $1,255,000
Project Description and Background
This project includes a preliminary feasibility study to
determine what drainage improvements are needed to
prevent flooding from occurring on the east side of
Oleander. This study will examine the cost of different
alternatives including a pump station or drainage
system improvements.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Los Gamos and Oleander Dr. intersection
FY 2017-18 FY 2018-19 FY 2019-20
491 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Total Cost Estimate $4,060,000
Project Description and Background
This project includes providing additional water circulation
to the Spinnaker Point Salt Marsh which develops algae
decay during hot weather which smells. Three options
were developed in the preliminary study prepared in
2014.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Spinnaker Point Salt Marsh from the Shoreline pathway
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $140,000/yr
Project Description and Background
This project includes the repair and replacement of
failed corrugated metal pipe (CMP) systems that are
apparent throughout the year.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
501 Page
Corrugated metal pipe underneath Larkspur Street
FY 2017-18 FY 2018-19 FY 2019-20
Capital Improvement Program
FY 2017-18 to FY 2019-20
Total Cost Estimate $75,000
Project Description and Background
This project includes improving the 12 pump station communication systems in order to operate the
stations remotely. The work includes installation of electronic float systems and electronic systems that
can adjust the pump output from Public Works without dedicating personnel to each specific pump
station.
Project Costs and Timeline
FY 2017-18 FY 2018-19
Planning
Design
Construction
Other + Contingency
Total Cost Estimate $75,000
Project Description and Background
This project includes cleaning the existing Las Casas
Drainage Basin, installation of a gabion system to catch
debris and modification to the existing stand pipe system
to minimize sedimentation from clogging the system.
Project Costs and Timeline
FY 2017-18
Planning
Design
Construction
Other + Contingency
FY 2019-20
Las Casas drainage basin
FY 2018-19
FY 2019-20
511 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Total Cost Estimate $627,600
Project Description and Background
This project includes the installation of a new drainage system on Woodland Avenue between Bungalow
and Siebel. The work includes catch basins, a new drainage pipe, and the procurement of an easement
through private property to deliver Storm Water to creek.
Project Costs and Timeline
FY 2017-18
Planning
Design
Construction
Other + Contingency
Total Cost Estimate $485,070
FY 2018-19 FY 2019-20
iii$19,200
$538,400
$70,000
Project Description and Background
This project includes removing and replacing Storm Water
systems between C and E to minimize flooding on the
roadway. The work will include the installation of culverts
and drainage inlets.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
521 Page
Curb and drainage on 2"d Street
FY 2017-18 FY 2018-19 FY 2019-20
$106,670
$318,400
$60,000
Total Cost Estimate $56,000
Project Description and Background
This project includes the repair of several panels of the
concrete ditch across from Del Ganado.
Project Costs and Timeline
FY 2017-18
Planning
Design
Construction
Other + Contingency
Total Cost Estimate
Project Description and
Background
$56,000
This project includes working with the Corp of
Engineers to dredge the San Rafael Canal. The Corp
may not consider dredging shallow draft channels.
San Rafael is working with other jurisdictions to
develop a strategy for sharing the cost of the
dredging with the Corp. The project budget may
change based on discussions with regulatory
agencies.
Project Costs and Timeline
FY 2017-18
Planning
Design
Construction
Other + Contingency
Capital Improvement Program
FY 2017-18 to FY 2019-20
Concrete panels in need of repair
FY 2018-19 FY 2019-20
Boats docked in the San Rafael Canal
FY 2018-19 FY 2019-20
531 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Total Cost Estimate $218,400
Project Description and Background
This project includes the installation of a Storm Water drain on East and
Jessup Streets.
Project Costs and Timeline
FY 2017-18
Planning
Design
Construction
Other + Contingency
Total Cost Estimate
Project Description and
Background
$1,271,200
Curb and gutter at East and Jessup
FY 2018-19 FY 2019-20
This project includes implementation of an unfunded
mandate from the state requiring local jurisdictions to
install trash capture devices. The City will be required
to install devices over a 10 year period without
funding from the state. The amount noted is an
estimate of an annual amount needed to implement
these systems.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
541 Page
Example of a trash capture device
FY 2017-18 FY 2018-19 FY 2019-20
RIGHT-OF-WAY
Total Cost Estimate $250,000/yr
Project Description and Background
This project includes miscellaneous projects in the road
Right -of -Way that are minor in nature.
Project Costs and Timeline
FY 2017-18
Planning
Design
Construction
Other + Contingency
Total Cost Estimate $1,500,000/yr
Capital Improvement Program
FY 2017-18 to FY 2019-20
Public Works streets staff operating the road striper
FY 2018-19 FY 2019-20
Project Description and Background
This project includes resurfacing a portion of the City's
175 miles of roadways.
Project Costs and Timeline
FY 2017-18
Planning
Design
Construction
Other + Contingency
Street resurfacing work
FY 2018-19 FY 2019-20
551 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Total Cost Estimate 5260,000/yr
Project Description and
Background
This project includes the installation of curb ramps in
compliance with a Department of Justice judgement
with the City.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
An ADA -accessible sidewalk curb ramp
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $
Project Description and
Background
Widening of the sidewalk area on Francisco Boulevard
East from Vivian to the Grand Avenue Bridge. The
corridor experiences high volumes of vehicular,
bicycle, and pedestrian traffic. During peak commute
times the sidewalk is filled with commuter and school
bicycle and pedestrian traffic. These users are forced
to share the narrow sidewalk which is further
narrowed by fire hydrants, utility poles and other
elements located along the sidewalk.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
561 Page
A bicyclist and pedestrian pass each other by along the
narrow sidewalk. The pedestrian is pushed very close to
the landscaping located within private property right-of-
way.
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $300,000
Project Description and Background
This project includes improving the signal systems by adding
mast arms at key locations.
Project Costs and Timeline
Capital Improvement Program
FY 2017-18 to FY 2019-20
3rd and Grand Intersection
FY 2017-18 FY 2018-19 FY 2019-20
Planning
Design
Construction
Other + Contingency
Total Cost Estimate $635,000
Project Description and Background
This project includes the installation of traffic signal
improvements at the intersection of Third and
Netherton.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
3rd Street and Netherton intersection, from 3rd Street
westbound
FY 2017-18 FY 2018-19 FY 2019-20
571 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Total Cost Estimate $22,000
Project Description and
Background
This project is an initial study by a traffic engineering
firm to determine if a new signal is needed at the rail
crossing on 2nd and 3rd streets.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Queue Cutters recently installed at a SMART rail crossing
on 4th Street
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $350,000/yr
Project Description and Background
This project is a place holder for the City repairing
sidewalks. The City's actual policy has not yet been
finalized.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
581 Page
Displaced sidewalks in San Rafael
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $126,000
Project Description and
Background
This project includes grinding and resurfacing a
portion of Smith Ranch Road under the freeway.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Capital Improvement Program
FY 2017-18 to FY 2019-20
Smith Ranch Road under Highway 101
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $625,000
Project Description and
Background
This project includes resurfacing Francisco Blvd. East
from Vivian to Grand Ave. Bridge. This work to occur
after sidewalk is in place.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Francisco Blvd East from Medway Rd. Intersection
FY 2017-18 FY 2018-19 FY 2019-20
591 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Total Cost Estimate $455,000
Project Description and
Background
This project includes the installation of Curb Ramps
on Lincoln Avenue in preparation of a Microseal
operation that needs to be performed by SRSD.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Lincoln Avenue from Highway 101 southbound off -ramp
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $1,150,000
Project Description and Background
There are three major slides which occurred in January
2017. The City has submitted for FEMA assistance for
these slides located on Irwin, Upper Toyon, and D
Street.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
601 Page
K -rail installed temporarily at a slide on Los Ranchitos
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $200,000
Project Description and Background
This project includes monitoring an existing slide area on
Fairhills Drive. Over the last few years the slide has not
progressed. Nevertheless, DPW has elected to keep this on the
CIP list in case repairs are necessary.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Total Cost Estimate
FY 2017-18
$1,740,000
Capital Improvement Program
FY 2017-18 to FY 2019-20
Fairhills Drive
FY 2018-19 FY 2019-20
Project Description and Background
Pathway would provide safe pedestrian and bicycle access to the
SMART Civic Center station from Las Gallinas Avenue and the
Northgate Shopping Center area via north Merrydale Road. The
pathway would be an extension of the existing North San Rafael
"Promenade" multi -use pathway and would be constructed along one
side or the other of existing Merrydale Road.
Project Costs and Timeline
Design plans for Merrydale Pathway
FY 2017-18 FY 2018-19 FY 2019-20
Planning
Design
Construction $300,000 $840,000
Other + Contingency
611 Page
r
Design plans for Merrydale Pathway
FY 2017-18 FY 2018-19 FY 2019-20
Planning
Design
Construction $300,000 $840,000
Other + Contingency
611 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Total Cost Estimate $100,000/yr
Project Description and Background
This annual project includes upgrades to the City's signal
controllers. Many of the controllers are obsolete such that
replacement is necessary when specific parts of the
controllers fail over time. In these cases full replacement is
necessary.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Total Cost Estimate
FY 2017-18
$400,000
Traffic Signal controller box at an
intersection
FY 2018-19
Project Description and Background
This project includes sidewalk improvements under the
101 overpass as well as improvements to the signal
system at this intersection.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
621 Page
FY 2019-20
Bellam Blvd under the Highway 101 overpass
FY 2017-18 FY 2018-19
FY 2019-20
ik$50,000
$300,000
$50,000
Total Cost Estimate $4,350,000
Project Description and Background
This project includes the installation of a Multi -Use
pathway from Second Street to Andersen Drive that
parallels the SMART rail tracks.
Project Costs and Timeline
Capital Improvement Program
FY 2017-18 to FY 2019-20
Proposed area for multi -use path
FY 2017-18 FY 2018-19 FY 2019-20
Planning
Design 9471TITI Me
Construction
Other + Contingency
Total Cost Estimate $100,000/yr
Project Description and Background
This project includes the removing obsolete curb and
gutter, lowering the roadway surface, installing a new
roadway surface as well as replacing an existing drainage
pipe. Sidewalk and curb ramps as well as driveway
approaches are included in this project. Previous CIP's
have set aside 100,000 annually for this project with
construction occurring in FY20/21 at an estimated cost of 800,000.
Bungalow Ave.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
FY 2017-18 FY 2018-19 FY 2019-20
631 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Total Cost Estimate $60,000/yr
Project Description and Background
This annual project addresses improvements to mid block
crossings and provides for additional traffic devices such as
radar feedback signs to improve public safety.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Mid block crossing with flashing signs
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $150,000
Project Description and Background
This project is to remove the seatwalls at 4t" and A Street,
and replace them with additional planting and irrigation.
The plan includes curb cuts and additional road paving
upgrades.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
641 Page
Seatwall benches at 4'h and A Street
FY 2017-18 FY 2018-19 FY 2019-20
PARKS
Total Cost Estimate $100,000/yr
Project Description and
Background
This item in the CIP includes miscellaneous
improvement to the city parks that are needed
throughout the year.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Capital Improvement Program
FY 2017-18 to FY 2019-20
Tree maintenance
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $75,600
Project Description and
Background
This project includes the replacement of the existing
playground structure at Sun Valley Park.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Current playground structure at Sun Valley Park
FY 2017-18 FY 2018-19 FY 2019-20
651 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Total Cost Estimate $75,600
Project Description and
Background
This project includes the replacement of the existing
playground structure at Gerstle Park.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Play structure at Gerstle Park
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $75,600
Project Description and
Background
This project includes the replacement of the existing
playground structure at Peacock Gap Park.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
661 Page
Peacock Park
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $77,200
Project Description and Background
This project includes repairing the court surface and
miscellaneous equipment in the court area at Santa
Margarita Park. Access improvements may be
necessary for this project.
Project Costs and Timeline
FY 2017-18
Planning
Design
Construction
Other + Contingency
Total Cost Estimate
Project Description and
Background
$50,000
This project includes improvements to the shoreline
pathway with informational signage and updated
exercise equipment.
Project Costs and Timeline
FY 2017-18
Planning
Design
Construction
Other + Contingency
Capital Improvement Program
FY 2017-18 to FY 2019-20
Santa Margarita Tennis Court
FY 2018-19
FY 2019-20
Shoreline trail from Starkweather Park
FY 2018-19
FY 2019-20
671 Page
Capital Improvement Program
FY 2017-18 to FY 2019-20
Total Cost Estimate $58,000
Project Description and Background
This project includes improvements to the Terra Linda
Community Center Play area and providing a compliant path
travel to that play area.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
Pathway to side of TL Community Center
FY 2017-18 FY 2018-19 FY 2019-20
Total Cost Estimate $3,645,000
Project Description and
Background
This project includes replacing the existing turf area at
Albert J Boro Community Center (Pickleweed Park)
with a synthetic field. Allocation of $25k annually is
needed to further identify funding and harbor
support for this project.
Project Costs and Timeline
Planning
Design
Construction
Other + Contingency
681 Page
of
Current field at AUB Community Center
FY 2017-18 FY 2018-19 FY 2019-20
Capital Improvement Program
FY 2017-18 to FY 2019-20
Section 5: Prioritv Ranking of New Proiects
The following projects are shown as being initiated in FY17/18. However some of these projects are
dependent upon other factors such as weather and grants. Based on these factor the following table
shows which new projects need to be addressed as soon as possible.
Highest Priority New Projects
#
I Category
Name
Comment
1
COP
City Hall Reroof
2
COP
ALB Roof Repair - Non Solar Related
3
COP
Portable Building Replacement (Silveria &
4
D
Dixie)
4
D
Storm Water Operations & Misc. Materials
These projects while shown on the
5
D
and Equipment
CIP as being initiated in FY17/18 will
5
D
San Quentin Pump Station Reconstruction
These new projects are the highest
6
D
Las Cassas Drainage Basin Repair & Drainage
priority projects and will be
8
RW
System
addressed as a high priority with
7
RW
Street Resurfacing
staff.
8
RW
ADA DOJ Curb Ramps
9
RW
NTPP-Francisco Blvd. East Sidewalk Widening
10
RW
3rd and Netherton Improvements (HSIP)
11
RW
City of San Rafael Sidewalk Replacement
Program
12
RW
Smith Ranch Road Resurfacing (East Side to
West side South Bound On Ramp)
New Projects may follow as staff time permits
Unanticipated projects may also supersede the new projects noted above.
691 Page
Category
I Name
Comment
1
COP
Emergency Facility Repair & Misc. Repair
2
COP
Safety System Upgrade at B Street Stage Area
3
COP
Downtown Library Assessment Study
4
D
Pump Station Communication System
Upgrades
These projects while shown on the
5
D
Freitas Ditch Concrete Channel Repair
CIP as being initiated in FY17/18 will
6
RW
Third & Grand Intersection Improvements
be addressed as staff becomes
7
RW
Lincoln Avenue Curb Ramps
available.
8
RW
Radar Feedback Signs & Mid -block Crossing
Flashing Signs
9
RW
Street Light LED Replacement Project
10
RW
Retiming City Signals (Pass Grant)
Unanticipated projects may also supersede the new projects noted above.
691 Page
ROUTING SLIP / APPROVAL FORM
INSTRUCTIONS: Use this cover sheet with each submittal of a staff report before approval
by the City Council. Save staff report (including this cover sheet) along
with all related attachments in the Team Drive (T:) --> CITY COUNCIL
AGENDA ITEMS 4 AGENDA ITEM APPROVAL PROCESS 4 [DEPT -
AGENDA TOPIC]
Agenda Item #
Date of Meeting: 6/5/2017
From: Mark Moses
Department: Finance / DPW
Date: 5/23/2017
Topic: FINAL CITY-WIDE PROPOSED BUDGET FOR FISCAL YEAR 2017-2018
Subject: RESOLUTION ADOPTING THE CITY OF SAN RAFAEL OPERATING BUDGET
AND CAPITAL IMPROVEMENT PROGRAM FOR FISCAL YEAR 2017-2018
Type: ® Resolution ❑ Ordinance
❑ Professional Services Agreement ❑ Other:
APPROVALS
® Finance Director
Remarks: ready for City Attorney review but we still need to add CIP attachment to staff report.
® City Attorney
Remarks: LG -Approved 5/24/17
® Author, review and accept City Attorney / Finance changes
Remarks: Van Bach
® City Manager
Remarks: