HomeMy WebLinkAbout2020-06-09 e-packet@4:00Tuesday, June 9, 2020
4:00 PM
City of South San Francisco
P.O. Box 711 (City Hall, 400 Grand Avenue)
South San Francisco, CA
Municipal Services Building, Council Chambers
33 Arroyo Drive, South San Francisco, CA
Special City Council
Special Meeting Agenda
June 9, 2020Special City Council Special Meeting Agenda
CORONAVIRUS DISEASE (COVID-19) NOTICE
THIS MEETING WILL BE CONDUCTED PURSUANT TO THE ORDER OF THE HEALTH OFFICER
OF SAN MATEO COUNTY DATED MARCH 31, 2020 AS THIS MEETING IS NECESSARY SO
THAT THE CITY CAN CONDUCT NECESSARY BUSINESS AND IS PERMITTED UNDER THE
ORDER AS AN ESSENTIAL GOVERNMENTAL FUNCTION.
The meeting location will be set up to comply with Social Distancing requirements maintaining at least 6 feet
between individuals. People at high risk of severe illness from COVID -19 and people who are sick are urged to
stay in their residence.
If you choose to attend the meeting in person, you will be required to maintain appropriate social distancing, i .e.,
maintain a 6-foot distance between yourself and other individuals. Public attendance at the meeting location will
be limited to comply with the Social Distancing requirement.
MEMBERS OF THE PUBLIC MAY VIEW A VIDEO BROADCAST OF THE MEETING BY:
Internet: https://www.ssf.net/government/city-council/video-streaming-city-and-council-meetings/city-council
Local cable channel: Astound, Channel 26 or Comcast, Channel 27
Page 2 City of South San Francisco Printed on 11/16/2020
June 9, 2020Special City Council Special Meeting Agenda
NOTICE IS HEREBY GIVEN, pursuant to Section 54956 of the Government Code of the State of
California, the City Council of the City of South San Francisco will hold a Special Meeting on Tuesday, June 9,
2020 at 4:00 p.m., at Municipal Services Building, Council Chambers, 33 Arroyo Drive, South San Francisco,
California.
Purpose of the meeting:
Call to Order.
Roll Call.
Agenda Review.
Public Comments - comments are limited to items on the Special Meeting Agenda.
Remote Public Comments
To assist in complying with the Social Distancing protocols established by the Health Officer’s Order,
members of the public wishing to participate are encouraged to submit public comments in writing in
advance of the meeting by 3:00 p.m. on Tuesday, June 9th. The comments will be read into the
record, with a maximum allowance of 3 minutes per individual comment. Your entire electronic
comment will become part of the record and will be available for public inspection.
Email: all-cc@ssf.net
ADMINISTRATIVE BUSINESS
Council Study Session on Fiscal Year 2020-2021 Operating Budget (Janet Salisbury,
Finance Director)
1.
Report regarding proposed Capital Improvement Program for Fiscal Year 2020-21.
(Eunejune Kim, Director of Public Works/City Engineer and Matt Ruble, Principal
Engineer)
2.
Adjournment.
Page 3 City of South San Francisco Printed on 11/16/2020
City of South San Francisco
Legislation Text
P.O. Box 711 (City Hall, 400
Grand Avenue)
South San Francisco, CA
File #:20-323 Agenda Date:6/9/2020
Version:1 Item #:1.
Council Study Session on Fiscal Year 2020-2021 Operating Budget (Janet Salisbury, Finance Director)
City of South San Francisco Printed on 6/5/2020Page 1 of 1
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City of South San Francisco Page 1 of 48
File#: Agenda Date: 6/09/2020
Version: 1 Item #: 1
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RECOMMENDATION
It is recommended that the City Council provide feedback to staff on the proposed Fiscal
Year 2020-2021 Operating Budget.
TABLE OF CONTENTS
BACKGROUND/DISCUSSION .................................................................................................... 2
CITYWIDE OVERVIEW – EXECUTIVE SUMMARY .............................................................. 2
CURRENT FY2019-2020 BUDGET ............................................................................................. 3
PROPOSED FY 2020-21 GENERAL FUND BUDGET ............................................................... 4
1. FY 20-21 GENERAL FUND REVENUE PROJECTIONS ................................................ 5
2. PROPOSED FY 2020-2021 GENERAL FUND EXPENDITURES .................................. 7
CITY COUNCIL .................................................................................................................. 8
CITY CLERK ....................................................................................................................... 9
CITY TREASURER .......................................................................................................... 10
CITY ATTORNEY ............................................................................................................ 11
CITY MANAGER’S DEPARTMENT .............................................................................. 12
FINANCE DEPARTMENT ............................................................................................... 14
NON-DEPARTMENTAL .................................................................................................. 16
HUMAN RESOURCES DEPARTMENT ......................................................................... 17
ECONOMIC & COMMUNITY DEVELOPMENT DEPARTMENT .............................. 18
FIRE DEPARTMENT ....................................................................................................... 21
POLICE DEPARTMENT .................................................................................................. 24
PUBLIC WORKS DEPARTMENT .................................................................................. 26
LIBRARY DEPARTMENT ............................................................................................... 31
INFORMATION TECHNOLOGY DEPARTMENT ........................................................ 34
PARKS & RECREATION DEPARTMENT ..................................................................... 36
REVIEW OF PART-TIME AND HOURLY POSITIONS .......................................................... 45
City of South San Francisco
Legislation Text
P.O. Box 711
(City Hall, 400 Grand Avenue)
South San Francisco, CA
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OVERVIEW OF EXPENDITURES BY DEPARTMENT .......................................................... 45
PROPOSED FY 2020-2021 GENERAL FUND BUDGET SUMMARY ................................... 46
OTHER FUNDS ........................................................................................................................... 47
FISCAL IMPACT ......................................................................................................................... 47
RELATIONSHIP TO STRATEGIC PLAN ................................................................................. 47
CONCLUSION ............................................................................................................................. 47
BACKGROUND/DISCUSSION
In 2017, the City made the strategic shift away from a one-year operating budget cycle to a biennial
operating budget cycle. Fiscal Year (FY) 2020-21 represents the second year of the biennial
operating budget which was adopted on June 26, 2019. The biennial budget provides a two-year
outlook with the first year (FY 2019-20) presented to City Council for budget approval and the
second year (FY 2020-21) presented as a business plan, subject to adjustment.
South San Francisco is a financially strong, economically diverse, AAA credit rated city—better
positioned than most to weather the financial downturn associated with COVID-19. Nevertheless,
it is obvious the global economy has contracted. More than 40 million people have applied for
unemployment benefits during this pandemic, and according to the Washington Post, roughly 21.5
million are currently receiving them. These figures, previously unfathomable, wiped out a job
market that saw unemployment at historic lows as recently as February. The unemployment rate
for May is expected to be close to levels last seen in the 1930s at 20 percent nationally. The
extraordinary economic downturn stemming from the COVID-19 global pandemic has therefore
required significant adjustments to the FY 2019-20 budget and the proposed FY 2020-21 budget.
The revised projections for FY 2019-20 actuals and the proposed FY 2020-21 budget were
presented to the Council Budget Subcommittee on May 18, 2020.
CITYWIDE OVERVIEW – EXECUTIVE SUMMARY
The General Fund is the City’s largest and core operational fund. For the current fiscal year, FY
2019-20, rapid financial actions to reduce spending, combined with higher than anticipated actual
revenues, have yielded a surplus of $4,634,181 (operating revenues of $126,247,355 less
expenditures of $121,613,174). It is being recommended that this surplus be appropriated for
capital improvement projects and other ongoing projects anticipated in FY 2020-21, and thereby
offset some of the FY2020-21 expenditure requirements.
For the upcoming fiscal year, FY 2020-21, the City is anticipated to have revenues of $105,116,513
(not including carryover purchase orders) and operating expenditures of $112,174,974 (net of
departmental reductions and includes CIP, additional UAL & healthcare costs, and transfer out),
yielding an operating shortfall of $7,084,145. Staff recommends using a combination of the
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FY2019-20 surplus of $4,634,181, plus $2,449,964 from the City’s reserve fund, to balance the
FY 2020-21 budget.
CURRENT FY2019-2020 BUDGET
Prior to the COVID-19 outbreak, South San Francisco’s FY 2019-20 budget reflected total general
fund revenues of $128,012,023 and commensurate expenditures of $128,120,540. This balanced
budget incorporated the $2,174,663 surplus that was reported during the mid-year budget review,
which was presented to Council on February 26, 2020.
Currently, the City’s financial reserve funds total $52,346,000, broken down as follows:
General Reserves $24,400,000
Infrastructure Reserves $22,400,000
CalPERS Stabilization Reserve $ 5,546,000
TOTAL $52,346,000
The General Reserve, which represents 20 percent of the City’s annual operating budget (General
Fund), follows the best practices guidelines from the Government Finance Officers’ Association
(GFOA). The Infrastructure Reserves are largely comprised of General Fund surpluses that were
set aside over the last couple of years in anticipation of the City’s future infrastructure projects.
The CalPERS Stabilization Reserve was established through two separate Council actions ($4.5
million in FY 2015-16 and $1.046 million in FY 2017-18). Although placed in different categories,
the City Council by majority vote is empowered to use the above reserve funds as necessary.
Below is city staff’s current estimate of revenues and expenditures for FY 2019-20, set side-by-
side with the pre-COVID-19 revenue and expenditure estimates.
GENERAL FUND REVENUES (FY19‐20)
Revenues
2019‐20
Adjusted Revenue
Budget
4/22 Council
2019‐20 COVID‐19
Revenue
Projections
REVISED
2019‐20 COVID‐19
Revenue
Projections
2019‐20 Net
Loss/Add'l
Revenues
vs. Budget
Property Taxes $ 36,659,133 $ 39,907,062 $ 41,183,812 $ 4,524,679
Sales Tax (w/o Meas. W) 18,763,000 17,972,113 18,603,776 ‐$ 159,224
Transient Occ. Tax 16,855,297 12,807,873 12,994,337 ‐$ 3,860,960
Commercial Parking Tax 3,979,573 1,735,724 1,805,434 ‐$ 2,174,139
Other Taxes 2,078,559 2,339,594 2,379,210 $ 300,651
Franchise Fees 4,000,000 4,262,052 4,626,476 $ 626,476
Licenses and Permits 12,131,018 14,498,693 14,847,026 $ 2,716,008
Fines and Forfeitures 618,500 782,178 876,944 $ 258,444
Inter. Governmental 2,717,468 2,087,768 1,512,612 ‐$ 1,204,856
Charges for Services 10,417,837 8,267,610 8,429,360 ‐$ 1,988,477
Revenues
2019‐20
Adjusted Revenue
Budget
4/22 Council
2019‐20 COVID‐19
REVISED
2019‐20 COVID‐19
2019‐20 Net
Loss/Add'l
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Revenue
Projections
Revenue
Projections
Revenues
vs. Budget
Interest and Rent 5,309,459 4,727,398 4,722,794 ‐$ 586,665
Other Revenues 181,994 162,927 175,341 ‐$ 6,653
Transfers In 1,524,868 1,439,915 1,314,915 ‐$ 209,953
Carryover P.O.s 12,775,317 12,775,317 12,775,317 ‐
TOTAL REVENUES $ 128,012,023 $ 123,766,223 $ 126,247,355 ‐$ 1,764,668
Property tax revenue is adjusted to match actual property tax receipts, a significant increase from
projections due to the robust development occurring in the city. Licenses and permit revenue is
adjusted to track actual receipts in the current fiscal year, also showing significant increase due to
ongoing development. Despite these positive revenue items, city staff expects a net reduction in
general fund revenue of $1,764,668 due to COVID-19.
Below is a high-level summary of FY 2019-20 budgeted expenditures, along with the impact of
spending reductions implemented due to COVID-19:
GENERAL FUND EXPENDITURES (FY19‐20)
Expenditures
2019‐20
Adjusted
Expenditure
Budget
4/22 Council
2019‐20
COVID‐19
Expenditure
Projections
REVISED 2019‐20
COVID‐19
Expenditure
Projections
2019‐20 Net
Expenditure
Savings/Loss
vs. Budget
Payroll
$ 87,062,733 $ 85,848,589 $ 86,480,599 $ 582,135
Supplies and Services
27,644,575 25,720,694 24,587,067 $ 3,057,508
PO Elimination (Estimated)
‐ ‐ ‐1,800,000 $ 1,800,000
Interdepartmental
Charges
7,110,914 7,110,914 7,110,914 ‐
Transfer to CIP
5,245,712 4,136,052 4,136,052 $ 1,109,660
Transfer to Storm Water
553,154 553,154 553,136 ‐
Transfer to Other Funds
503,453 503,453 545,407 ‐$ 41,954
TOTAL EXPENDITURES
$ 128,120,540 $ 123,872,856 $ 121,613,174 $ 6,507,348
Quick action in response to the COVID-19 crisis is expected to result in expenditure reductions of
$6,507,348. Considering the anticipated revenues detailed above, staff anticipates that the FY
2019-20 budget will have a surplus of $4,634,181, which will be available to offset expected
revenue shortfalls in FY 2020-21.
Staff recommends that the $4,634,181 million surplus be appropriated in this fiscal year for the
anticipated FY20-21 capital improvement projects ($4,409,171) with the remaining $225,010 to
return to fund balance such that it can be used to cover the anticipated shortfall for the FY20-21.
PROPOSED FY 2020-21 GENERAL FUND BUDGET
South San Francisco is well positioned to recover economically from COVID-19, with a large
industrial base anchored by the world’s largest biotechnology research center. It is expected that
the negative economic impact of COVID-19 will be felt throughout FY 2020-21, gradually
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lessening in calendar year 2021 as businesses recover, restaurants reopen, travel resumes and hotel
occupancy increases.
1. FY 20-21 GENERAL FUND REVENUE PROJECTIONS
The revenue forecast for FY 2020-21 is shown below, set against revenues from FY 2019-20:
Property Tax revenue has, for the past six years, increased at an annual rate of 6% per year,
reflective of a booming economy. Some slowdown in property transfers and development is
anticipated and a conservative growth rate of 1% is used in this forecast. Note that even during the
housing crisis of 2007-2008, the City did not observe a decline in property taxes. Currently, there
is proposed legislation related to calculation of excess ERAF that may negatively affect the City’s
property tax collections in the future. If approved by the State, the City may lose up to $3.5 million
in property taxes for FY20-21. Finance has spoken with the County and is monitoring this situation
closely and will update the Council on the revised the property tax projections as necessary.
Sales Tax revenue is expected to decline by $1,703,766, or about 10%, compared with the actual
sales tax revenue expected in FY 2019-20. The sales tax forecast is provided by the City’s sales
tax consultant as the best estimate available at this time.
Transient Occupancy Tax (TOT) revenue, prior to COVID-19, was on track to be at record
levels, with an average increase of 22% versus the same month the prior year from July through
March. However, TOT was hardest hit revenue source due to COVID-19. TOT collections for
FY2020-21 is projected to be $8,288,206 – an estimated decline by $4,706,131, or about 36%,
compared with the actual TOT revenue expected in FY 2019-20 ($12,994,337). This is a staggering
decline from the $17,019,222 actuals collected in FY 2018-19.
GENERAL FUND REVENUES (FY20‐21 PROJECTION)
Revenues
19‐20 Adopted
Revenue Budget
REVISED 2019‐20
COVID‐19 Revenue
Projections
2020‐21
Planned Budget
4/22 Council
FY20‐21
Revenue
Projection
REVISED FY20‐
21 Revenue
Projection
2020‐21 Net
Loss/Add'l vs.
2019‐20 COVID
Projection
Property Taxes $ 36,659,133 $ 41,183,812 $ 37,866,116 $ 39,108,920 $ 41,595,651 $ 411,838
Sales Tax (w/o Measure W)18,763,000 18,603,776 19,553,400 15,276,296 16,900,000 ‐$ 1,703,776
Transient Occupancy Tax 16,855,297 12,994,337 17,023,850 7,684,724 8,288,206 ‐$ 4,706,131
Commercial Parking Tax 3,979,573 1,805,434 4,129,573 1,041,434 1,039,647 ‐$ 765,787
Other Taxes 2,078,559 2,379,210 1,595,015 2,078,559 2,078,559 ‐$ 300,651
Franchise Fees 4,000,000 4,626,476 4,000,000 4,250,000 4,600,000 ‐$ 26,476
Licenses and Permits 12,131,018 14,847,026 11,756,018 13,048,823 14,995,496 148,470
Fines and Forfeitures 618,500 876,944 618,500 703,960 789,249 ‐$ 87,694
Revenue from Other Agencies 2,485,622 1,512,612 2,485,604 2,500,000 1,500,000 ‐$ 12,612
Charges for Services 10,417,837 8,429,360 9,872,717 6,766,415 8,011,656 ‐$ 417,704
Interest and Rent 5,309,459 4,722,794 5,493,713 4,727,398 3,827,794 ‐$ 895,000
Other Revenues 181,994 175,341 ‐ 162,927 175,341 ‐
Transfers In 1,524,868 1,314,915 1,373,855 1,439,915 1,314,915 ‐
TOTAL REVENUES $ 115,004,860 $ 113,472,038 $ 115,768,361 $ 98,789,372 $ 105,116,513 ‐$ 8,355,525
Carryover Purchase Orders 12,775,317 12,775,317 TBD TBD TBD
REVENUES + PRIOR YEAR ENCUMBRANCE $ 127,780,177 $ 126,247,355 $ 115,768,361 $ 98,789,372 $ 105,116,513
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This TOT projection was formed by a blend of average room rate and occupancy, shown month
by month below, reflecting a slow recovery of the hotel industry in South San Francisco:
July Aug Sep Oct Nov Dec Jan 21 Feb Mar Apr May June
Room Rate 50% 50% 60% 60% 60% 70% 70% 70% 80% 80% 80% 80%
Occupancy 50% 50% 50% 60% 60% 60% 70% 70% 70% 75% 75% 75%
Commercial Parking Tax revenue is expected to decline by $765,787, or about 42%, compared
with the actual commercial parking tax revenue expected in FY 2019-20. This reflects a COVID-
19 decline due to a decline in airline passengers and a continued decline in business driven by the
popularity of ride-share companies such as Uber and Lyft.
Licenses and Permit revenue has increased year-over-year since 2015. In FY 2020-21, it is
predicted to increase slightly to $14,995,496. Below is a chart showing the number of applied-for
permits January through June 2019, as compared with January through May 2020. There is a
distinguishable drop in permits from March 21, 2020, through May 2, 2020. However, the number
of permits recovered to pre-COVID-19 levels by May 11, 2020. Discussions with developers and
the biotechnology community do not indicate a significant slowdown of development in the South
San Francisco market.
Charges for Services revenue is expected to decline by $417,704, or about 5%, compared with
the actual charges for services revenue expected in FY 2019-20, due to a delay in restarting for-
fee city services such as recreational classes and a contraction of the summer camp program due
to COVID-19.
0
10
20
30
40
50
60
70
Total issued permits 2019
0
10
20
30
40
50
60
70
Total Permits Issues 2020
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2. PROPOSED FY 2020-2021 GENERAL FUND EXPENDITURES
There is a revenue shortfall projected for FY 2020-21; hence, there must be expenditure reductions.
The table below is a summary by department of proposed spending reductions, in addition to what
that means on a percentage basis with the planned FY2020-21 general fund budgets that were
determined as part of the FY19-21 biennial budget cycle. Please note that the numbers below do
not take into account the additional $2.164 million in the General Fund that is necessary to cover
expected UAL payment increases and additional healthcare costs in FY2020-21. Once department
budgets are set, the $2.164 million additional expenditure will be added to the various departments
on a pro-rated basis to cover this obligation.
Department FY2019‐20
Adjusted
Budget*
FY2020‐21
Planned Budget
FY2020‐21
Proposed Budget
Changes
FY2020‐21
Proposed
Budget
%age
Reduction
City Council $ 290,291.22 $ 300,644.57 $ (16,600.00) $ 284,044.57 ‐5.52%
City Clerk 1,091,060.88 1,083,974.11 (3,500.00) 1,080,474.11 ‐0.32%
City Treasurer 143,136.84 144,833.74 ‐ 144,833.74 0.00%
City Attorney 1,115,935.47 1,067,549.38 (157,500.00) 910,049.38 ‐14.75%
City Manager 5,988,689.32 2,540,584.05 (641,365.00) 1,899,219.05 ‐25.24%
Finance Department 3,851,735.60 3,160,480.78 20,484.00 3,180,964.78 0.65%
Non‐Departmental 1,422,844.43 1,071,877.43 (27,625.00) 1,044,252.43 ‐2.58%
Human Resources 2,019,064.68 1,723,847.46 (21,000.00) 1,702,847.46 ‐1.22%
Econ. & Comm. Develop. 13,936,637.15 9,593,179.20 (2,527,844.30) 7,065,334.90 ‐26.35%
Fire Department 30,983,929.58 29,964,391.38 (660,489.92) 29,303,901.46 ‐2.20%
Police Department 31,071,929.71 31,935,228.18 (807,183.25) 31,128,044.93 ‐2.53%
Public Works 5,755,271.29 6,260,592.70 (551,562.83) 5,709,029.87 ‐8.81%
Library Department 6,528,045.84 6,273,096.59 (462,028.16) 5,811,068.43 ‐7.37%
Information Techology* 4,496,112.52 3,3696,731.02 (312,500.00) 3,834,231.02 ‐8.45%
Parks & Recreation Dept. 17,679,689.99 17,141,981.51 (2,107,446.00) 15,034,535.51 ‐12.29%
Total Reduction $(7,963,660.46)
* Funded by Internal Service Fund; secondary savings impact on General Fund.
A department by department review of expenditure reductions is presented in the following
pages:
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CITY COUNCIL
A. BUDGET SUMMARY
The table below shows the City Council’s budget for the last two fiscal years (FY2018‐19 and
FY2019‐20) along with what was planned for FY2020‐21 as part of the FY2019‐21 biennial
budget cycle. The second to last column to the right (“FY2020‐21 Proposed Budget Changes”)
shows what is being proposed in terms of total expenditure reductions between the Payroll and
Supplies & Services categories. A detailed discussion of those proposed reductions follows in
Sections B and C of this report. The right most column (“FY2020‐21 Proposed Budget”) is the
proposed budget for the department contingent upon Council approval.
The total proposed budget changes represent a 5.5% reduction from the department’s FY2020‐
21 Baseline (Planned) budget.
Expenditure FY2018‐19
Adopted
Budget
FY2019‐20
Adopted
Budget
FY2019‐20
Adjusted
Budget*
FY2020‐21
Planned
Budget
FY2020‐21
Proposed
Budget
Changes
FY2020‐21
PROPOSED
BUDGET
Payroll $ 195,619 $ 199,332 $ 199,332.32 $ 205,454 $ ‐ $ 205,454
Supplies &
Services 51,419 51,419 51,419 51,419 (16,600) 34,819
Interdept.
Charges 33,656 39,540 39,540 43,772 ‐ 43,772
TOTAL $ 280,694 $ 290,291 $ 290,291 $ 300,645 $ (16,600) $ 284,045
* Includes carryforwards of prior year purchase orders.
B. CITY COUNCIL POSITION SUMMARY
The City Council has 5 elected positions, all of which are filled. There are no proposed General
Fund payroll reductions.
C. PROPOSED BUDGET REDUCTIONS
The following are the proposed budget reductions for City Council:
Description Amount Remaining Amount
‐ Reduce Dues/Meeting Expenditures (5031) $ 12,000 $ 12,000
‐ Reduce Travel/Conferences (5032) $ 4,600 $ 4,608
Proposed Budget Reductions $ 16,600
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CITY CLERK
A. BUDGET SUMMARY
The table below shows the City Clerk’s budget for the last two fiscal years (FY2018‐19 and
FY2019‐20) along with what was planned for FY2020‐21 as part of the FY2019‐21 biennial
budget cycle. The second to last column to the right (“FY2020‐21 Proposed Budget Changes”)
shows what is being proposed in terms of total expenditure reductions between the Payroll and
Supplies & Services categories. A detailed discussion of those proposed reductions follows in
Sections B and C of this report. The right most column (“FY2020‐21 Proposed Budget”) is the
proposed budget for the department contingent upon Council approval.
The total proposed budget changes represent a 0.3% reduction from the department’s FY2020‐
21 Baseline (Planned) budget.
Expenditure FY2018‐19
Adopted
Budget
FY2019‐20
Adopted
Budget
FY2019‐20
Adjusted
Budget*
FY2020‐21
Planned
Budget
FY2020‐21
Proposed
Budget
Changes
FY2020‐21
PROPOSED
BUDGET
Payroll $579,133 $811,300 $812,675 $833,458 $ ‐ $833,458
Supplies &
Services 202,003 202,003 234,927 202,003 (3,500) 198,503
Interdept.
Charges 36,430 43,459 43,459 48,513 48,513
TOTAL $817,567 $1,056,761 $1,091,061 $1,083,974 $ (3,500) $1,080,474
* Includes carryforwards of prior year purchase orders.
B. CITY CLERK POSITION SUMMARY
The City Clerk has 1 elected position, and 4 full‐time positions. There are no proposed General
Fund payroll reductions.
Position Description Positions Vacant Positions Other Action / GF
Budget
Total Filled Hiring P/T
Filled
Frozen Notes Savings
Full‐Time
Elected City Clerk 1.0 1.0 ‐ ‐ ‐
Assistant City Clerk 1.0 1.0 ‐ ‐ ‐
Deputy City Clerk 1.0 1.0 ‐ ‐ ‐
City Clerk Records
Technician
2.0 2.0 ‐ ‐ ‐
TOTAL 5.0 5.0 ‐ ‐ ‐
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C. PROPOSED BUDGET REDUCTIONS
The following are the proposed budget reductions for the City Clerk’s Office:
Description Amount Remaining Amount
‐ Eliminate Promotional Budget (5030) $ 400 $ ‐
‐ Reduce Dues/Meeting Expenditures (5031) $ 1,500 $ 4,050
‐ Reduce Elections Budget (5062) $ 1,600 $ 136,400
Proposed Budget Reductions $ 3,500
The elections budget reduction is possible because the 2020 City Council elections are district
elections, not city‐wide elections; thus, the cost of the election is slightly lower.
CITY TREASURER
A. BUDGET SUMMARY
The table below shows the City Treasurer’s budget for the last two fiscal years (FY2018‐19 and
FY2019‐20) along with what was planned for FY2020‐21 as part of the FY2019‐21 biennial
budget cycle. The second to last column to the right (“FY2020‐21 Proposed Budget Changes”)
shows what is being proposed in terms of total expenditure reductions between the Payroll and
Supplies & Services categories. A detailed discussion of those proposed reductions follows in
Sections B and C of this report. The right most column (“FY2020‐21 Proposed Budget”) is the
proposed budget for the department contingent upon Council approval.
There are no proposed budget changes for the City Treasurer’s Office.
Expenditure FY2018‐19
Adopted
Budget
FY2019‐20
Adopted
Budget
FY2019‐20
Adjusted
Budget*
FY2020‐21
Planned
Budget
FY2020‐21
Proposed
Budget
Changes
FY2020‐21
PROPOSED
BUDGET
Payroll $ 48,539 $ 58,533 $ 58,533 $ 59,745 $ ‐ $ 59,745
Supplies &
Services 82,200 82,200 82,200 82,200 ‐ 82,200
Interdept.
Charges 2,160 2,584 2,584 2,889 ‐ 2,889
TOTAL $ 132,900 $ 143,137 $ 143,137 $ 144,834 $ ‐ $ 144,834
* Includes carryforwards of prior year purchase orders.
B. CITY TREASURER’S POSITION SUMMARY
The City Treasurer has 1 elected position. There are no proposed General Fund payroll
reductions.
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C. PROPOSED BUDGET REDUCTIONS
There are no proposed reductions for the City Treasurer’s Office.
CITY ATTORNEY
A. BUDGET SUMMARY
The table below shows the City Attorney’s budget for the last two fiscal years (FY2018‐19 and
FY2019‐20) along with what was planned for FY2020‐21 as part of the FY2019‐21 biennial
budget cycle. The second to last column to the right (“FY2020‐21 Proposed Budget Changes”)
shows what is being proposed in terms of total expenditure reductions between the Payroll and
Supplies & Services categories. A detailed discussion of those proposed reductions follows in
Sections B and C of this report. The right most column (“FY2020‐21 Proposed Budget”) is the
proposed budget for the department contingent upon Council approval.
The total proposed budget changes represent a 14.8% reduction from the department’s
FY2020‐21 Baseline (Planned) budget.
Expenditure FY2018‐19
Adopted
Budget
FY2019‐20
Adopted
Budget
FY2019‐20
Adjusted
Budget*
FY2020‐21
Planned
Budget
FY2020‐21
Proposed
Budget
Changes
FY2020‐21
PROPOSED
BUDGET
Supplies &
Services $ 1,050,650 $ 1,100,650 $ 1,100,650 $ 1,050,650 $ (157,500) $ 893,150
Interdept.
Charges 13,041 15,285 15,285 16,899 ‐ 16,899
TOTAL $ 1,063,691 $ 1,115,935 $ 1,115,935 $ 1,067,549 $ (157,500) $ 910,049
* Includes carryforwards of prior year purchase orders.
B. CITY ATTORNEY POSITION SUMMARY
The City outsources its City Attorney services. There are no positions in the department.
C. PROPOSED BUDGET REDUCTIONS
The following are the proposed budget reductions for the City Attorney’s Office:
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Description Amount Remaining Amount
‐ Reduce Legal Services budget by 15% (5030) $ 138,750 $ 786,250
‐ Reduce Legal Settlements by 15% (5080) $ 18,750 $ 106,250
Proposed Budget Reductions $ 157,500
CITY MANAGER’S DEPARTMENT
A. BUDGET SUMMARY
The table below shows the City Manager’s Office (CMO) historical budget for the last two fiscal
years (FY2018‐19 and FY2019‐20) along with what was planned for FY2020‐21 as part of the
FY2019‐21 biennial budget cycle. The second to last column to the right (“FY2020‐21 Proposed
Budget Changes”) shows what is being proposed in terms of total expenditure reductions
between the Payroll and Supplies & Services categories. A detailed discussion of those
proposed reductions follows in Sections B and C of this report. The right most column (“FY2020‐
21 Proposed Budget”) is the proposed budget for the department contingent upon Council
approval.
The total proposed budget changes represent a 25.2% reduction from the department’s
FY2020‐21 Baseline (Planned) budget.
Expenditure FY2018‐19
Adopted
Budget
FY2019‐20
Adopted
Budget
FY2019‐20
Adjusted
Budget*
FY2020‐21
Planned
Budget
FY2020‐21
Proposed
Budget
Changes
FY2020‐21
PROPOSED
BUDGET
Payroll $ 1,557,500 $ 2,061,712 $2,395,765 $ 2,131,050 $ (441,140) $ 1,689,910
Supplies &
Services 1,365,390 440,390 3,552,447 365,390 (200,225) 165,165
Interdept.
Charges 35,925 40,477 40,477 44,144 ‐ 44,144
TOTAL $ 2,958,815 $ 2,542,579 $ 5,988,689 $ 2,540.584 $ (641,365) $ 1,899,219
* Includes carryforwards of prior year purchase orders.
B. CITY MANAGER’S OFFICE POSITION SUMMARY
The City Manager’s Office has 10 positions: 9 are filled and 1 position (Management Analyst II)
is proposed frozen. Salary savings from the frozen position are reduced by $50,000, which will
allow the department to backfill the position with part‐time temporary staff. Further salary
savings has been achieved through funding the CIP Director position with Measure W funds
rather than the General Fund. Note: The filled Management Analyst II position is on loan to
Finance through December 2020.
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Total salary savings for the City Manager’s Office is $441,140.
Position Description Positions Vacant Positions Other Action / GF Budget
Total Filled Hiring P/T
Filled
Frozen Notes Savings
Full‐Time
City Manager 1.0 1.0 ‐
Ass’t City Manager 1.0 1.0 ‐
Comms Director 1.0 1.0 ‐
CIP Director 1.0 1.0
Move salary to
Fund 101 $315,151
Deputy CIP Director 1.0 1.0 ‐
Ass’t to the City Mgr 1.0 1.0 ‐
Management
Analyst II 2.0 1.0 1.0
1.0 on loan to
Finance
1.0 Frozen less
$50K
$125,989
Exec. Asst. to CM 1.0 1.0 ‐
Admin Assistant I 1.0 1.0 ‐
TOTAL 10.0 9.0 ‐ ‐ 1.0 $ 441,140
C. PROPOSED BUDGET REDUCTIONS
The following are the proposed budget adjustments for the City Manager’s Office:
Description Amount Remaining Amount
Reduce Professional Services (5005)
‐ CMO portion of BIO Conference
‐ Eliminate Council Re‐Org Budget
‐ Reduce Postcards/Mailers Budget
$ 50,000
$ 6,225
$ 17,000
$43,875
Reduce newsletters to 3 a year (5025) $43,000 $29,925
Reduce postage to 3 newsletters (5027) $21,000 $15,800
Reduce Promotional Budget (5030)
‐ Eliminate city swag budget
‐ Fewer banner designs per year
$9,000
$4,000
$13,000
Reduce Travel/Conferences (5032)
‐ BIO Conference Budget Elimination
$50,000
$17,140
Dues and memberships ‐ transfer $(21,972.00)
Proposed CMO Budget Reductions $ 200,225.00
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FINANCE DEPARTMENT
A. BUDGET SUMMARY
The table below shows the Finance Department historical budget for the last two fiscal years
(FY2018‐19 and FY2019‐20) along with what was planned for FY2020‐21 as part of the FY2019‐
21 biennial budget cycle. The second to last column to the right (“FY2020‐21 Proposed Budget
Changes”) shows what is being proposed in terms of total expenditure reductions between the
Payroll and Supplies & Services categories. A detailed discussion of those proposed reductions
follows in Sections B and C of this report. The right most column (“FY2020‐21 Proposed
Budget”) is the proposed budget for the department contingent upon Council approval.
Without the $300,000 ERP upgrade budget, the total proposed budget changes represent an
8.8% reduction from the department’s FY2020‐21 Baseline (Planned) budget. With the ERP, the
total FY2020‐21 Baseline budget would increase by 0.7%.
Expenditure FY2018‐19
Adopted
Budget
FY2019‐20
Adopted
Budget
FY2019‐20
Adjusted
Budget*
FY2020‐21
Planned
Budget
FY2020‐21
Proposed
Budget
Changes
FY2020‐21
PROPOSED
BUDGET
Payroll $ 2,283,361 $ 2,312,981 $ 2,485,691 $ 2,330,538 $ (238,916) $ 2,091,622
Supplies &
Services 483,398 671,168 1,055,954 483,398
O/M: $(40,600)
ERP: 300,000 742,798
Interdept.
Charges 255,358 310,091 310,091 346,545 ‐ 346,545
TOTAL $ 3,022,116 $ 3,294,240 $ 3,851,736 $ 3,160,481 $ 20,484 $ 3,180,965
* Includes carryforwards of prior year purchase orders.
B. FINANCE DEPARTMENT POSITION SUMMARY
The Finance Department has 13.6 positions: 11.6 positions are filled; 1 position is being filled
through recruitments; and 1 position is proposed frozen. The 13.6 positions and corresponding
budget do not take into account the Management Analyst II (City Manager’s Office) who is on
loan to Finance through December 2020. The following are the additional proposed position
changes:
1. Finance Director: 0.15 FTE of the Finance Director’s cost is charged to the upcoming
Series 2020B Bonds as cost of issuance; and
2. Mail Courier: 0.3 FTE hours reduction (24 P/T hourly work per week reduced to 12
hours per week).
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Total proposed General Fund payroll reductions in the Finance Department equal $238,916.00.
Position Description Positions Vacant Positions Other Action / GF Budget
Total Filled Hiring P/T
Filled
Frozen Notes Savings
Full‐Time
Finance Director 1.0 1.0 ‐ ‐ ‐ 0.15 FTE funding
w/ Series 2020B
Bonds
$57,000
Dept. Finance Dir 1.0 ‐ 1.0 ‐ ‐ ‐
Financial Services
Manager
1.0 1.0 ‐ ‐ ‐ ‐
Financial Analyst II 2.0 1.0 ‐ ‐ 1.0 $169,436
Senior Accountant 1.0 1.0 ‐ ‐ ‐ ‐
Accountant II 1.0 1.0 ‐ ‐ ‐ ‐
Payroll Administrator 1.0 1.0 ‐ ‐ ‐ ‐
Accounting Asst II 4.0 4.0 ‐ ‐ ‐ ‐
Admin Asst II 1.0 1.0 ‐ ‐ ‐ ‐
Part‐Time (Hourly)
Mail Courier 0.6 0.6 ‐ ‐ ‐ 12 hour/wk
reduction
(0.6 FTE 0.3 FTE)
$12,480
TOTAL 13.6 11.6 1 0 1 $238,916
C. PROPOSED BUDGET REDUCTIONS
1. Budget Reductions
The following are the proposed budget adjustments for Finance:
Description Amount Remaining Amount
‐ Reduce Professional & Specialized Services (5005) $ 35,600 $320,000
‐ Reduce Travel/Conferences (5032) $ 5,000 $ 3,000
Proposed Budget Reductions $ 40,600
2. ERP Upgrade Assessment ‐ $300,000
An Enterprise Resource Planning (ERP) system is the software that allows an organization to run
its business – centralizing multiple functions like accounting, budgeting, fee collections, human
resources, customer management, etc. It synchronizes the data across an organization and
generates reports that are often critical in enhancing business efficiencies. The City’s legacy ERP
system, EDEN, was implemented over a decade ago and is coming to its end‐of‐life. It will soon
by unsupported. The $300,000 set‐aside is recommended as Phase I of the necessary ERP
upgrade.
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NON‐DEPARTMENTAL
A. BUDGET SUMMARY
The table below shows the Non‐Departmental historical budget for the last two fiscal years
(FY2018‐19 and FY2019‐20) along with what was planned for FY2020‐21 as part of the FY2019‐
21 biennial budget cycle. The second to last column to the right (“FY2020‐21 Proposed Budget
Changes”) shows what is being proposed in terms of total expenditure reductions between the
Payroll and Supplies & Services categories. A detailed discussion of those proposed reductions
follows in Sections B and C of this report. The right most column (“FY2020‐21 Proposed
Budget”) is the proposed budget for the department contingent upon Council approval.
The total proposed budget changes represent a 2.6% reduction from the FY2020‐21 Baseline
(Planned) budget.
Expenditure FY2018‐19
Adopted
Budget
FY2019‐20
Adopted
Budget
FY2019‐20
Adjusted
Budget*
FY2020‐21
Planned
Budget
FY2020‐21
Proposed
Budget
Changes
FY2020‐21
PROPOSED
BUDGET
Payroll $ 6,970 $ 6,760 $ 6,760 $ 6,760 $ ‐ $ 6,760
Supplies &
Services 1,065,117 991,084
1,416,084
1,065,117
(27,625)
1,037,492
Interdept.
Charges ‐ ‐ ‐ ‐ ‐ ‐
TOTAL $ 1,072,087 $ 997,844 $1,422,844 $ 1,071,877 $ (27,625) $ 1,044,252
* Includes carryforwards of prior year purchase orders.
B. POSITION SUMMARY
The Non‐Departmental department does not have any FTE positions. The Housing Authority is
paid per meeting out of the department and has 5 commissioners who meet monthly.
C. PROPOSED BUDGET REDUCTIONS/INCREASES
1. Budget Reductions/Increases
The following are the proposed budget adjustments for Non‐Departmental:
Description Amount Notes
‐ Animal Control Services (5001) $ 300,000
‐ Reduction in Dues/Memberships (5031) $ 23,032
Proposed Budget Reductions $ 77,625
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2. City‐Wide Safety Program ‐ $50,000
The City uses a third‐party vendor to train, analyze and recommend best practices safety
reporting and training throughout all City departments. The current year’s funding is not to
exceed $125,000. However, the requested funding request for FY2020‐21 is $50,000.
HUMAN RESOURCES DEPARTMENT
A. BUDGET SUMMARY
The table below shows the Human Resources Department (HR) historical budget for the last
two fiscal years (FY2018‐19 and FY2019‐20) along with what was planned for FY2020‐21 as part
of the FY2019‐21 biennial budget cycle. The second to last column to the right (“FY2020‐21
Proposed Budget Changes”) shows what is being proposed in terms of total expenditure
reductions between the Payroll and Supplies & Services categories. A detailed discussion of
those proposed reductions follows in Sections B and C of this report. The right most column
(“FY2020‐21 Proposed Budget”) is the proposed budget for the department.
The total proposed budget changes represent a 1.2% reduction from the department’s FY2020‐
21 Baseline (Planned) budget.
Expenditure FY2018‐19
Adopted
Budget
FY2019‐20
Adopted
Budget
FY2019‐20
Adjusted
Budget*
FY2020‐21
Planned
Budget
FY2020‐21
Proposed
Budget
Changes
FY2020‐21
PROPOSED
BUDGET
Payroll $ 1,276,705 $ 1,389,927 $ 1,389,927 $ 1,437,922 $ ‐ $ 1,437,922
Supplies &
Services 177,461 307,961 532,164 177,461
(21,000) 156,461
Interdept.
Charges 80,997 96,974 96,974 108,465 ‐ 108,465
TOTAL $ 1,535,163 $ 1,794,862 $2,019,065 $ 1,723,847 $ (21,000) $ 1,702,847
* Includes carryforwards of prior year purchase orders.
B. HUMAN RESOURCES POSITION SUMMARY
The Human Resources Department has 7 positions, all of which are filled.
Position Description Positions Vacant Positions Other Action / GF
Total Filled Hiring P/T
Filled
Frozen Notes Budget
Savings
Full‐Time
Director of Human
Resources 1.0 1.0 ‐
Human Resources Mgr 1.0 1.0 ‐
Human Resources
Analyst II 3.0 3.0
‐
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Position Description Positions Vacant Positions Other Action / GF
Total Filled Hiring P/T
Filled
Frozen Notes Budget
Savings
Human Resources
Technician 2.0 2.0
‐
TOTAL 7.0 7.0 ‐ ‐ ‐ $ ‐
C. PROPOSED BUDGET REDUCTIONS
The following are the proposed budget adjustments for Human Resources:
Description Amount Remaining Amount
‐ Reduce Other Contractual Service
(5005)
$ 2,000 $50,000
‐ Reduce Recruitment and Hiring (5036) $ 19,000 $ 19,000
Proposed Budget Reductions $ 21,000
ECONOMIC & COMMUNITY DEVELOPMENT DEPARTMENT
A. BUDGET SUMMARY
The table below shows the Economic & Community Development Department (ECD) historical
budget for the last two fiscal years (FY2018‐19 and FY2019‐20) along with what was planned for
FY2020‐21 as part of the FY2019‐21 biennial budget cycle. The second to last column to the
right (“FY2020‐21 Proposed Budget Changes”) shows what is being proposed in terms of total
expenditure reductions between the Payroll and Supplies & Services categories. A detailed
discussion of those proposed reductions follows in Sections B and C of this report. The right
most column (“FY2020‐21 Proposed Budget”) is the proposed budget for the department,
representing a 26.3% reduction from the department’s FY2020‐21 Baseline (Planned) budget.
Expenditure FY2018‐19
Adopted
Budget
FY2019‐20
Adopted
Budget
FY2019‐20
Adjusted
Budget*
FY2020‐21
Planned
Budget
FY2020‐21
Proposed
Budget
Changes
FY2020‐21
PROPOSED
BUDGET
Payroll $ 5,054,657 $ 5,483,581 $ 5,483,581 $ 5,562,055 $ (1,124,644) $ 4,437,410
Supplies &
Services 3,703,608 4,145,608 8,096,294 3,703,608 (1,403,200) 2,299,608
Capital
Outlay ‐ ‐ 60,000 ‐ ‐ ‐
Interdept.
Charges 251,102 296,763 296,763 327,516 ‐ 327,516
TOTAL $ 9,009,367 $ 9,925,951 $ 13,936,637 $ 9,593,179 $ (2,527,844) $ 7,065,335
* Includes carryforwards of prior year purchase orders.
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B. ECONOMIC & COMMUNITY DEVELOPMENT POSITION SUMMARY
The Economic & Community Development Department has 30.4 positions: 29 are filled; 1.4
positions are frozen. In addition, the following are additional proposed changes:
1. Cost Allocation to Fund 205 – Affordable Housing Fund ($138,797.14)
a. 0.01 FTE of Director of ECD
b. 0.18 FTE of Deputy Director of ECD
c. 0.35 FTE of Management Analyst II
d. 0.08 FTE of Community Development Coordinator
e. 0.03 FTE of Administrative Analyst II
2. Cost Allocation to Fund 241 – City Housing Fund ($173,303.90)
a. 0.50 FTE of Management Analyst II
b. 0.15 FTE of Management Analyst I
c. 0.35 FTE of Administrative Analyst I
3. Cost Allocation to Fund 823 – Commercial Linkage Impact Fee ($70,529.99)
a. 0.01 FTE of Director of ECD
b. 0.18 FTE of Deputy Director of ECD
c. 0.08 FTE of Community Development Coordinator
d. 0.03 FTE of Administrative Analyst II
4. Cost Allocation to General Plan Set‐Aside ($529,000.27)
a. 0.02 FTE of Director of ECD
b. 0.05 FTE of Deputy Director of ECD
c. 0.30 FTE of City Planner
d. 0.30 FTE of Principal Planner
e. 1.40 FTE of Senior Planner
f. 0.10 FTE of Associate Planner
g. 0.10 FTE of Administrative Analyst II
Total proposed General Fund payroll reductions equal $1,124,644.30.
Position Description Positions Vacant Positions Other Action / GF Budget
Total Filled Hiring P/T
Filled
Frozen Notes Savings
Full‐Time
Director of ECD 1.0 1.0 ‐ ‐ ‐ 0.04 FTE funded
with other funds
$14,965
Deputy Dir of ECD 1.0 1.0 ‐ ‐ ‐ 0.40 FTE funded
with other funds
$114,056
Associate Planner 2.0 2.0 ‐ ‐ ‐ 0.10 FTE funded
with other funds
$16,664
Chief Building Officer 1.0 1.0 ‐ ‐ ‐ ‐
Chief Planner 1.0 1.0 ‐ ‐ ‐ 0.30 FTE funded
with other funds
$78,598
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Position Description Positions Vacant Positions Other Action / GF Budget
Total Filled Hiring P/T
Filled
Frozen Notes Savings
Econ. Dev.
Coordinator
3.0 3.0 ‐ ‐ ‐ ‐
Comm. Dev.
Coordinator
1.0 1.0 ‐ ‐ ‐ 0.15 FTE funded
with other funds
$26,523
Assistant Building
Official
1.0 1.0 ‐ ‐ ‐ ‐
Principal Planner 1.0 1.0 0.30 FTE funded
with other funds
$69,077
Senior Planner 3.0 3.0 1.40 FTE funded
with other funds
$328,412
Management Analyst
I
1.0 1.0 ‐ ‐ ‐ 0.15 FTE funded
with other funds
$27,021
Management Analyst
II
2.0 1.0 ‐ ‐ 1.0 1.0 FTE vacant
0.85 FTE funded
with other funds
$179,733
$165,792
Planning Technician 1.0 1.0 ‐ ‐ ‐ ‐
Senior Permit
Technician
1.0 1.0 ‐ ‐ ‐ ‐
Permit Technician 1.0 1.0 ‐ ‐ ‐ ‐
Senior Building
Inspector
2.0 2.0 ‐ ‐ ‐ ‐
Building Inspector 3.0 3.0 ‐ ‐ ‐ ‐
Administrative Asst I 2.0 2.0 ‐ ‐ ‐ 0.35 FTE funded
with other funds
$48,759
Administrative Asst II 2.0 2.0 ‐ ‐ ‐ 0.15 FTE funded
with other funds
$21,766
‐
Part‐Time (Hourly) ‐
Research Asst 0.2 ‐ ‐ ‐ 0.2 $16,640
Rehab Specialist 0.2 ‐ ‐ ‐ 0.2 $16,640
TOTAL 30.4 29.0 ‐ ‐ 1.4 $1,124,644
C. PROPOSED BUDGET REDUCTIONS
ECD has 5 different programs within the department: Administration, Economic Development,
Planning Services, Planning Commission and Building Inspection. The following are the
proposed additional budget reductions for ECD organized by programs:
Description Amount Notes
ECD Administration (10110)
‐ Reduce Other Contractual Services (5001) by 50% $ 20,000
‐ Reduce Promotional Budget (5030) by 50% $ 30,000 Bio‐Conference Elimination
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Description Amount Notes
Economic Development (10115)
‐ Reduce Advertising (5024) & Promotional Budget
(5030) by 85%
$ 27,200
‐ Reduce Prof & Specialized Services (5005) by 5% $ 10,000
Planning Services (10410)
‐ Halt TDM Monitoring/Nexus Study (5005) $ 110,000
‐ Halt Planning Comm Minutes Transcription (5005) $ 6,000
Building Inspection (10520)
‐ Reduce Professional & Specialized Services (5005) by
48%
$ 1,200,000 Reduction offset by $1.6
million PO carryforward in
FY20‐21 for WC3 & CSG
contracts
Proposed Budget Reductions $ 1,403,200
FIRE DEPARTMENT
A. BUDGET SUMMARY
The table below shows the Fire Department historical budget for the last two fiscal years
(FY2018‐19 and FY2019‐20) along with what was planned for FY2020‐21 as part of the FY2019‐
21 biennial budget cycle. The second to last column to the right (“FY2020‐21 Proposed Budget
Changes”) shows what is being proposed in terms of total expenditure reductions between the
Payroll and Supplies & Services categories. A detailed discussion of those proposed reductions
follows in Sections B and C of this report. The right most column (“FY2020‐21 Proposed
Budget”) is the proposed budget for the department, representing a 2.2% reduction from the
department’s FY2020‐21 Baseline (Planned) budget.
Expenditure FY2018‐19
Adopted
Budget
FY2019‐20
Adopted
Budget
FY2019‐20
Adjusted
Budget*
FY2020‐21
Planned
Budget
FY2020‐21
Proposed
Budget
Changes
FY2020‐21
PROPOSED
BUDGET
Payroll $ 23,998,668 $ 25,393,091 $ 25,707,346 $ 26,172,672 $ (440,294) $ 25,732,377
Supplies &
Services
1,896,443 2,366,051 3,426,758 1,926,143 O/M ‐ (355,500)
GEMT – 135,304
1,705,947
Interdept.
Charges 1,816,475 1,849,825 1,849,825 1,865,577 ‐ 1,865,577
TOTAL $ 27,711,586 $ 29,608,967 $ 30,983,930 $ 29,964,391 $ (660,490) $ 29,303,901
* Includes carryforwards of prior year purchase orders.
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B. FIRE DEPARTMENT POSITION SUMMARY
The Fire Department has 91.68 positions: 87.68 positions are filled; 3 FTE budgeted positions
are proposed to be frozen; and 2 unbudgeted cost neutral positions are being filled through
recruitments. The following are the additional proposed position changes:
1. Administrative Assistant, Senior: 1 FTE position will be frozen and instead 1 FTE
position Office Specialist will be reclassified to 1 FTE Administrative Assistant I; and
2. Fire Courier: 0.48 P/T hourly reduction to 0.3 P/T hourly (5 P/T days per week
reduced to 3 P/T days per week).
Total proposed General Fund payroll reductions equal $450,319.
Position Description Positions Vacant Positions Other Action / GF Budget
Total Filled Hiring P/T
Filled
Frozen Notes Savings
Full‐Time ‐
Fire Chief 1.0 1.0 ‐ ‐ ‐ ‐
Deputy Fire Chief 1.0 1.0 ‐ ‐ ‐ ‐
Emergency and Safety
Manager
1.0 1.0 ‐ ‐ ‐ ‐
Management Analyst II 1.0 1.0 ‐ ‐ ‐ ‐
Fire Marshal 1.0 1.0 ‐ ‐ ‐ ‐
Deputy Fire Marshal 1.0 ‐ ‐ ‐ 1.0 $274,733
Fire Battalion Chief
(56 Hours)
3.0 3.0 ‐ ‐ ‐ ‐
Fire Battalion Chief
(40 Hours)
2.0 2.0 ‐ ‐ ‐ ‐
Fire Apparatus Engineer 15.0 15.0 ‐ ‐ ‐ ‐
Fire Captain 15.0 15.0 ‐ ‐ ‐ ‐
Paramedic/Firefighter 39.0 37.0 ‐ ‐ 2.0 1 vacancy and
another vacancy
expected in July
$35,858
Safety Inspector I 1.0 1.0 ‐ ‐ ‐ ‐
Safety Inspector II 2.0 2.0 ‐ ‐ ‐ ‐
Administrative Assistant I 1.0 1.0 ‐ ‐ 1.0 ‐
Administrative Assistant,
Senior
1.0 ‐ ‐ ‐ ‐ Use savings from
vacancy to
upgrade Office
Specialist to
Admin I
$131,728
Accounting Assistant II 1.0 1.0 ‐ ‐ ‐ ‐
Office Specialist 1.0 1.0 ‐ ‐ ‐ Upgrade Office
Specialist to
Admin I
$(10,025)
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Position Description Positions Vacant Positions Other Action / GF Budget
Total Filled Hiring P/T
Filled
Frozen Notes Savings
Part‐Time (Hourly)
Safety Inspector 2.0 2.0 2.0 Re‐evaluate in 6
months to ensure
cost recovery
exceeds cost
‐
Emergency Medical
Technician
4.20 4.20 ‐
Fire Courier 0.48 0.48 ‐ ‐ ‐ 5 Day wk
reduction to 3 day
wk reduction
(0.48 PT 0.29
PT)
$8,000
TOTAL 93.68 89.68 2.0 ‐ 4.0 $440,294
C. PROPOSED BUDGET REDUCTIONS
1. Budget Reductions
The following are the proposed budget adjustments for Fire:
Description Amount Remaining Amount
‐ Decrease training overtime by 15% (4101) $36,000
‐ Decrease professional plan check services (5005) $ 300,000 $ 430,500
‐ Decrease travel and conferences (5032) $ 4,500 $ 5,000
‐ Decrease career development (5033) $15,000 $92,230
Proposed Budget Reductions $ 355,500
2. County and Health Services Contracts ‐ $135,304
On May 8, 2019, Council approved a three‐year contract with County Public Safety
Communications for fire service dispatch. This contract had rate increases for each of the three
years. Additionally, the City has a contract with the County to pay for a portion of the Office of
Emergency Services and Hazardous Material Response team costs. The $135,304 increase in
budget is necessary to cover the expected increase in these contracts.
In accordance with Senate Bill 523 (Chapter 773, Statutes of 2017), Ground Emergency Medical
Transportation (GEMT) providers are required to pay a quality assurance fee (QAF) that is
assessed on each qualified emergency medical transport, regardless of payer type. The QAF
rate amount for state fiscal year 2019 – 20 is $26.07 per transport. SSF transported just over
4,000 patients in calendar year 2019. This money is pooled and then redistributed to agencies
to supplement each MediCal and MedicAid patient transport costs by approximately $220 in
additional funding.
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POLICE DEPARTMENT
A. BUDGET SUMMARY
The table below shows the Police Department historical budget for the last two fiscal years
(FY2018‐19 and FY2019‐20) along with what is planned for FY2020‐21 as part of the FY2019‐21
biennial budget cycle. The second to last column to the right (“FY2020‐21 Proposed Budget
Changes”) shows what is being proposed in terms of total expenditure reductions between the
Payroll and Supplies & Services categories. A detailed discussion of those proposed reductions
follows in Sections B and C of this report. The right most column (“FY2020‐21 Proposed
Budget”) is the proposed budget for the department contingent upon Council approval.
The total proposed budget changes represent a 2.5% reduction from the department’s FY2020‐
21 Baseline (Planned) budget.
Expenditure FY2018‐19
Adopted
Budget
FY2019‐20
Adopted
Budget
FY2019‐20
Adjusted
Budget*
FY2020‐21
Planned
Budget
FY2020‐21
Proposed
Budget
Changes
FY2020‐21
PROPOSED
BUDGET
Payroll $ 25,806,216 $ 27,515,501 $ 27,584,701 $ 28,397,418 Freeze $(379,040)
Retire (297,693)
$ 27,720,684
Supplies &
Services
1,460,157 1,520,157 1,595,967 1,567,157 (130,450) 1,436,707
Capital
Outlay
50,000.00 ‐ ‐ ‐ ‐ ‐
Intdept.
Charges
1,858,102 1,891,262 1,891,262 1,970,653 ‐ 1,970,653
TOTAL $ 29,174,475 $ 30,926,919 $ 31,071,930 $ 31,935,228 $ (807,183) $ 31,128,045
* Includes carryforwards of prior year purchase orders.
B. POLICE DEPARTMENT POSITION SUMMARY
The Police Department has 123.4 positions: 117.92 positions are filled; 3 positions are being
filled through recruitments; and 2.48 positions are vacant and temporarily frozen. Vacant and
frozen positions are: Crime Analyst, Communications Dispatcher, and 0.48 of an hourly Police
Service Technician. Total proposed General Fund payroll reductions equal $379,039.50.
Position Description Positions Vacant Positions Other Action / GF Budget
Total Filled Hiring P/T
Filled
Frozen Notes Savings
Full‐Time
Police Chief 1 1 ‐ ‐ ‐ ‐
Police Captain 3 3 ‐ ‐ ‐ ‐
Police Lieutenant 4 4 ‐ ‐ ‐ ‐
Police Sergeant 13 13 ‐ ‐ ‐ ‐
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Position Description Positions Vacant Positions Other Action / GF Budget
Total Filled Hiring P/T
Filled
Frozen Notes Savings
Police Corporal1 16 16 ‐ ‐ ‐ ‐
Management Analyst I 1 1 ‐ ‐ ‐ ‐
Senior Administrative
Assistant 1 1
‐ ‐ ‐ ‐
Administrative
Assistant I 1 1
‐ ‐ ‐ ‐
Police Records &
Comm. Manager 1 1
‐ ‐ ‐ ‐
Police Records
Specialist 4 4
‐ ‐ ‐ ‐
Police Property/
Evidence Specialist 1 1
‐ ‐ ‐ ‐
Supervising Police
Records Specialist 1 1
‐ ‐ ‐ ‐
Police Media
Technician 1 1
‐ ‐ ‐ ‐
Communications
Dispatcher2 14 13
‐ 1 $146,611
Supervising
Dispatcher 2 2
‐ ‐ ‐ ‐
Police Officer 46 45 1 ‐ ‐
Police Service
Technician 4 4
‐ ‐ ‐ ‐
Parking Enforcement
Officer 3 1
2 ‐ ‐ ‐
Crime Analyst 1 0 ‐ ‐ 1 $170,908
SUBTOTAL 118 113 3 2 $317,519
Part‐Time (Hourly)
Police Property
Evidence Assistant
0.48 0.96 ‐ ‐ ‐ Only 0.48 is
budgeted
‐
Police Court Liaison 0.48 0.48 ‐ ‐ ‐ ‐
Misc Hrly‐PD COPPS 0.13 0.13 ‐ ‐ ‐ Unbudgeted ‐
Police Service Tech 2.00 1.44 ‐ ‐ 0.48 $ 61,521
Police Reserve
Officer
1.31 1.31 ‐ ‐ ‐ ‐
Comms Dispatcher 0.60 0.60 ‐ ‐ ‐ ‐
TOTAL 5.4 4.92 ‐ ‐ 0.48 $ 61,521
1 The FY 19‐21 Budget is different than the FY 20‐21 budget cycle for the following positions: Police Corporal (14 versus 16 positions), Police
Officer (48 versus 46 positions). The positions are net‐neutral and attempt to capture a true‐up of department promotions.
2 The FY 19-21 Budget Book erroneously stated that there were 13.60 Communications Dispatcher positions. Note: 14.60 have been approved
by City Council.
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Position Description Positions Vacant Positions Other Action / GF Budget
Total Filled Hiring P/T
Filled
Frozen Notes Savings
TOTAL 123.4 117.92 3.0 ‐ 2.48 $379,040
C. PROPOSED BUDGET REDUCTIONS
1. Material and Supply Reductions
The following are the proposed operating, material, and supply budget adjustments for the
Police Department:
Description Amount Remaining Amount
Reduce Dues and Meetings/Contractual Services (5001) $ 85,600.00 $349,392.75
Reduce Training Budget by 50% (5033) $ 44,850.00 $44,850.00
Proposed Budget Reductions $ 130,450.00
2. Position Savings
Additional departmental savings will be achieved by temporarily keeping positions vacant that
are associated with anticipated retirements occurring in FY 2020‐21.
Description Amount Notes
Records/Comm Manager $ 142,503.00 Not filled after retirement;
Nov '20‐ June '21
3 officers retiring end of 2020 $ 155,190.75 Positions vacant from Jan
'21 ‐ March '21 (3 months)
Proposed Budget Reductions $ 297,693.00
Additional material, supply, and position reductions equal $428,143.00, making the total
budget reduction for the department $807,182.50.
PUBLIC WORKS DEPARTMENT
A. BUDGET SUMMARY
The table below shows the Public Works historical budget for the last two fiscal years (FY2018‐
19 and FY2019‐20) along with what was planned for FY2020‐21 as part of the FY2019‐21
biennial budget cycle. The second to last column to the right (“FY2020‐21 Proposed Budget
Changes”) shows what is being proposed in terms of total expenditure reductions between the
Payroll and Supplies & Services categories. A detailed discussion of those proposed reductions
follows in Sections B and C of this report. The right most column (“FY2020‐21 Proposed
Budget”) is the proposed budget for the department contingent upon Council approval.
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The total proposed budget changes represent an 8.8% reduction from the department’s
FY2020‐21 Baseline (Planned) budget. It is important to note that the following expenditure
summary is limited to the Public Works’ General Fund budget.
Expenditure FY2018‐19
Adopted
Budget
FY2019‐20
Adopted
Budget
FY2019‐20
Adjusted
Budget*
FY2020‐21
Planned
Budget
FY2020‐21
Proposed
Budget
Changes
FY2020‐21
PROPOSED
BUDGET
Payroll $ 3,106,932 $ 2,894,216 $ 3,001,853 $ 2,974,243 $ (213,623) $ 2,760,620
Supplies &
Services 2,196,666 1,104,366 1,733,914 2,226,366 (337,940) 1,888,426
Interdept.
Charges 981,177 1,019,505 1,019,505 1,059,984 ‐ 1,059,984
TOTAL $ 6,284,775 $ 5,018,087 $ 5,755,271 $ 6,260,593 $ (551,563) $ 5,709,030
* Includes carryforwards of prior year purchase orders.
B. PUBLIC WORKS POSITION SUMMARY
The Public Works Department has a total of 93.5 positions comprised of 92 full‐time and 1.5
part‐time hourly positions. Of that total, 25.25 FTE positions are funded by General Fund while
the remaining 68.25 FTE positions are funded by other funds such as Sewer Enterprise, Parking
District, City Service, and Storm Water Fund. In addition, there are 4 Engineering Interns
receiving stipends depending on support staff needs.
Out of the 92 full‐time positions: 79 positions are filled, 7 positions are vacant but will be filled,
1 vacant position is back‐filled by a part‐time hourly employee, and the remaining 5 vacant
positions are frozen. All of the frozen vacant positions are funded by the General Fund: 2.0 FTE
are PW Maintenance Worker, 1.0 Maintenance Supervisor, 1.0 Equipment Operator and 0.40
FTE Management Analyst II (0.60 FTE is funded by Sewer Enterprise). Total proposed General
Fund payroll reductions equal to $213,623.
Positions Description
Positions Vacant Positions Other Actions/
Notes
GF Budget
Savings Total Filled Hiring P/T
Filled Frozen
Public Works Director 1.0 1.0 ‐
Public Works Deputy
Director 1.0 1.0 ‐
Principal Engineer 1.0 1.0
0.40 FTE‐ Move
partial funding from
CIP to GF
$ (96,492)
Senior Engineer 3.0 3.0
0.90 FTE‐ Move
partial funding from
CIP to GF;
$
(202,266)
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Positions Description
Positions Vacant Positions Other Actions/
Notes
GF Budget
Savings Total Filled Hiring P/T
Filled Frozen
Add 1 FTE from
Associate to Senior
Engineer
Associate Engineer 1.0 1.0
Reduce 1 FTE ‐
Upgraded 1 FTE to
Senior Engineer
‐
Senior Engineering
Technician 1.0 1.0
0.40 FTE‐ Move
partial funding from
CIP to GF
$ (55,649)
PW Program Manager 1.0 1.0
.10 FTE‐ Move partial
funding to fund 781
and 720; 1 FTE
vacant position is
funded by .20 (GF)
and .80 (Sewer).
$ 18,936
Management Analyst II 1.0 1.0
1 Vacant position‐
Hiring Freeze
(.60 by GF with
budget savings and
.40 funded by other
funds)
$ 102,707
Senior Electrical
Technician 1.0 1.0 Vacant position
(Hiring freeze) $ 185,017
Sweeper Operator 2.0 2.0 ‐
Lead Public Works
Maintenance Worker 4.0 4.0 ‐
Senior Public Works
Maintenance Worker 3.0 3.0 ‐
Public Works
Maintenance Worker 11.0 7.0 2.0 2.0
4 Vacant position‐
Hiring freeze
(2 from GF with
budget savings and 2
from Sewer)
$ 256,529
Lead Equipment
Mechanic 1.0 1.0 ‐
Lead Electrical Technician 1.0 1.0 ‐
Assistant Electrical
Technician
Remove 1 FTE‐
Upgraded to
Electrical Technician
‐
Electrical Technician 2.0 2.0
Increase 1 FTE‐
upgraded from
Assistant Electrical
Technician
‐
Electrical Maintenance
Supervisor 1.0 1.0 Upgraded from Lead
Electrical Technician ‐
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Positions Description
Positions Vacant Positions Other Actions/
Notes
GF Budget
Savings Total Filled Hiring P/T
Filled Frozen
Maintenance Supervisor 2.0 1.0 1.0 Vacant (Fleet) not
funded by GF ‐
Public Works Inspector 1.0 1.0 Vacant but filled by
P/T employee ‐
Equipment Operator 1.0 1.0 Vacant position
(Hiring freeze) $ 138,563
Equipment Mechanic 3.0 3.0 ‐
Plant Superintendent 1.0 1.0 ‐
Ass’t Plant Super 1.0 1.0 ‐
WQCP Maint Supervisor 1.0 1.0 ‐
Environ Compl Super 1.0 1.0 ‐
Laboratory Supervisor 1.0 1.0 ‐
Lead Plant Mechanic 1.0 1.0 ‐
Sr Laboratory Chemist 1.0 1.0 ‐
Sr Envir. Compl Inspector 1.0 1.0 ‐
Environmental
Compliance Inspector II 2.0 2.0 ‐
Environmental
Compliance Inspector I 1.0 1.0 ‐
Plant Operator II/III 8.0 8.0 ‐
Plant Operator I 2.0 2.0 ‐
Plant Electrician II 2.0 2.0 ‐
Plant Mechanic II 4.0 4.0 ‐
Plant Utility Worker 2.0 1.0 1.0 Funded by Sewer
Enterprise fund ‐
Laboratory Chemist 2.0 2.0 ‐
Plant Electrician I 1.0 1.0 ‐
Plant Mechanic I 2.0 1.0 1.0 ‐
Plant Mech Apprentice 1.0 1.0 ‐
Administrative Assistant
II 2.0 2.0
0.40 FTE‐ Move
partial funding from
CIP to GF
$ (54,875)
Administrative Assistant I 4.0 4.0
0.70 FTE‐ Move
partial funding from
CIP to GF
$ (78,847)
Code Enforcement
Officer 3.0 3.0
1 FTE ‐ conditional
offer made.
Considered filled.
‐
Parking System Tech 1.0 1.0 ‐
Part‐Time (Hourly)
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Positions Description
Positions Vacant Positions Other Actions/
Notes
GF Budget
Savings Total Filled Hiring P/T
Filled Frozen
Administrative Assistant I 1.0 1.0 0.50 FTE ‐ Fund 710
0.50 FTE‐ Fund Parks ‐
Laboratory Chemist 0.5 0.5 ‐
PUBLIC WORKS TOTAL 93.5 80.5 7.00 1.00 5.00 $ 213,623
C. PROPOSED BUDGET REDUCTIONS
Aside from the $213,623 General fund savings resulting from hiring freeze or cost transfers to
other funds as detailed in the prior section, an additional $337,940 of budget reductions are
being proposed for Public Works, making the total reductions for the department $551,563.
The following are the additional proposed budget adjustments for Public Works:
Description Amount
Remaining Amount /
Notes
Gen. Engineering – Eliminate Travel, Conf. $ 2,000 $ ‐
Sewer‐ Reduce Sewer Low Income Program $ 245,000 $ 5,000
Street Maint & Traffic Safety‐ Eliminate Travel, Conf. $ 2,000 $ ‐
Street Maint ‐ Supplies. Reduce GF by 25% and
increase Sewer by 25%
$ 15,500 Transfer to Sewer Fund
Street Maint – Reduce Maint & Operation Equipment $ 5,000 $ 2,000
Street Maint‐Special Program Expenditure $ 1,400 ‐
Sidewalk & Curbs‐Other Contract Services $ 20,000 $ 10,000
Sidewalk & Curbs‐ Supplies. Reduce 25% and increase
sewer 25%
$ 10,000 Transfer to Sewer Fund
Street Cleaning‐ Operating Supplies $ 2,500 $ 7,500
Signals‐Operating supplies reduction $ 25,000 $ 100,000
Lighting‐ Operating Supplies $ 5,000 $ 25,000
Reduction of PW Memberships/Dues $ 4,540 $ 260
Proposed Budget Reductions $ 337,940
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LIBRARY DEPARTMENT
A. BUDGET SUMMARY
The table below shows the Library Department’s historical budget for the last two fiscal years
(FY2018‐19 and FY2019‐20) along with what was planned for FY2020‐21 as part of the FY2019‐
21 biennial budget cycle. The second to last column to the right (“FY2020‐21 Proposed Budget
Changes”) shows what is being proposed in terms of total expenditure reductions between the
Payroll and Supplies & Services categories. A detailed discussion of those proposed reductions
follows in Sections B and C of this report. The right most column (“FY2020‐21 Proposed
Budget”) is the proposed budget for the department contingent upon Council approval.
The total proposed budget changes represent an 7.4% reduction from the department’s
FY2020‐21 Baseline (Planned) budget.
Expenditure FY2018‐19
Adopted
Budget
FY2019‐20
Adopted
Budget
FY2019‐20
Adjusted
Budget*
FY2020‐21
Planned
Budget
FY2020‐21
Proposed
Budget
Changes
FY2020‐21
PROPOSED
BUDGET
Payroll $ 4,458,759 $ 4,613,782 $ 4,944,458 $ 4,737,282 $ (293,920) $ 4,443,362
Supplies &
Services 867,500 944,375 1,009,608 897,500 (168,108) 729,392
Interdept.
Charges 480,034 573,980 573,980 638,314 ‐ 638,314
TOTAL $ 5,806,294 $ 6,132,137 $ 6,528,045 $ 6,273,097 $ (462,028) $ 5,811,069
* Includes carryforwards of prior year purchase orders.
B. LIBRARY POSITION SUMMARY
The Library Department has 41.49 positions comprised of 22 full‐time positions, 2.40 part‐time
regular positions and 17.09 part‐time hourly positions.
There are 22 full‐time Library positions: 21 positions are filled; 1 position is vacant and frozen.
There are 2.4 part‐time regular (FTE) positions; all of those positions are filled.
The remaining 17.09 hourly employees in the Library Department are part‐time hourly
positions. Based upon records kept by Human Resources, there are currently 59 employees that
fill those 17.09 part‐time hourly positions. The proposed operational reductions within the
Library Department will result in a reduction and/or elimination of hours for some of these 59
employees. Please refer to Section B below for further details related to these proposed
reductions.
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The following table shows the breakdown of all Library positions:
Position Description Positions Vacant Positions Other Action / GF Budget
Total Filled Hiring P/T
Filled
Frozen Notes Savings
Full‐Time
Library Director 1 1 ‐ ‐ ‐ ‐
Assistant Library
Director
1 1 ‐ ‐ ‐
‐
Management Analyst II 1 1 ‐ ‐ ‐ ‐
Library Program
Manager
4 4 ‐ ‐ ‐
‐
Literacy Services
Coordinator
3 3 ‐ ‐ ‐
‐
Supervising Library
Specialist
2 2 ‐ ‐ ‐
‐
Librarian II 5 4 ‐ ‐ 1 $ 136,265
Library Assistant II 1 1 ‐ ‐ ‐ ‐
Librarian I 1 1 ‐ ‐ ‐ ‐
Admin. Assistant II 2 2 ‐ ‐ ‐ ‐
SUBTOTAL Full‐Time 21.0 20.0 ‐ ‐ 1 $ 136,265
Part‐Time (Regular)
Library Assistant II 2.40 2.40 ‐ ‐ ‐
SUBTOTAL P/T
(Regular)
2.40 2.40 ‐ ‐ ‐ ‐
Part‐Time (Hourly)
Librarian I 1.26 1.26 ‐ ‐ 0.08 Furloughed $ 5,674
Library Assistant I 3.21 3.21 ‐ ‐ 1.09 Furloughed $ 67,064
Library Clerk 2.20 2.20 ‐ ‐ 1.35 Furloughed $ 54,531
Library Page 4.97 4.97 ‐ ‐ ‐ ‐
Office Specialist 0.5 0.5 ‐ ‐ 0.5 Furloughed $ 30,386
Office Assistant 0.05 0.05 ‐ ‐ ‐ ‐
Literacy Services Assist.
Coordinator 0.38 0.38 ‐ ‐ ‐ ‐
Literacy Services Asst. I 0.38 0.38 ‐ ‐ ‐ ‐
Librarian II 0.8 0.8 ‐ ‐ ‐ ‐
SUBTOTAL P/T (Hourly) 13.74 13.74 ‐ ‐ 3.02 $ 157,655
Grant‐Funded Positions
Library Page 1.34 1.34 ‐ ‐ ‐ ‐
Office Assistant 0.38 0.38 ‐ ‐ ‐ ‐
Library Services Asst I 1.57 1.57 ‐ ‐ ‐ ‐
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Position Description Positions Vacant Positions Other Action / GF Budget
Total Filled Hiring P/T
Filled
Frozen Notes Savings
Literacy Services Assist.
Coordinator 0.06 0.06 ‐ ‐ ‐ ‐
SUBTOTAL Grant
Funded Positions
3.35 3.35 ‐ ‐ ‐ ‐
TOTAL 40.49 40.49 ‐ ‐ 4.02 $ 293,920
C. PROPOSED BUDGET REDUCTIONS
1. Position Budget Reductions
Aside from the $157,655 General Fund savings resulting from hiring freezes, an additional
$157,655 of furloughs related to part‐time hourly staff reductions are being proposed for the
Library Department, making the total payroll related reductions for the department $293,920.
Operating reductions proposed would reduce Grand Avenue Library hours, close the technology
learning centers, or Makerspaces, at both libraries, and reduce administrative and fundraising
support staffing in Literacy Services by eliminating and Office Specialist position in the Project
Read program. Also impacted would be a Library Assistant I, Library Clerk, and a Librarian I,
resulting in a total of $293,920.16 in salary savings for the department. The Grand Ave. library
would be closed on Saturdays and Sundays, prioritizing a Monday through Friday schedule to
support daily afterschool student usage.
2. Supplies and Services Budget Reductions
While all City departments have been impacted by the worldwide pandemic, the Library has
ensured that services provided to the community are minimally impacted. The following budget
reductions are expected savings from the program reductions and/or closures.
Description Amount Remaining
Amount
Reduce DVD, CD, and books on CD (5004) $31,208 $ 152,821
Cancel online research subscriptions not tied to library
network purchases (5019)
$ 20,000 $ 10,000
Reduce supply purchases; cancel outside debt collection
(5020)
$ 8,000 $ 7,900
Reduce Books, Publications, Library Material (5022)
‒ Eliminate some materials processing supplies
‒ Reduce Children’s DVD, CD & book on CD budget
‒ Reduce cataloging and processing steps/services
$ 10,000
$ 5,000
$ 25,000
$ 133,057
Lower use of postage (5027) $ 2,000 $ 1,700
Reduce library programs (5030) $ 6,000 $ 13,665
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Limit conference attendees to presenters and necessary staff
(5032)
$ 3,000 $ 3,000
Reduce number of interns and volunteers/fingerprinting
(5037)
$ 4,000 $ 1,500
Reduce book budget (5043) $ 20,000 $ 109,750
Reduce Children’s Book Budget (5043) $ 10,000 $ 129,750
Reduce basic technology equipment (5045) $ 6,000 $ 5,700
Reduce basic maintenance funds (5051) $ 9,900 $ 31,700
Reduce programs & grant participation (5061) $ 8,000 $ 7,000
Supplies and Services Reductions $ 168,108
INFORMATION TECHNOLOGY DEPARTMENT
A. BUDGET SUMMARY
The table below shows the Information Technology (IT) Department historical budget for the
last two fiscal years (FY2018‐19 and FY2019‐20) along with what was planned for FY2020‐21 as
part of the FY2019‐21 biennial budget cycle. The second to last column to the right (“FY2020‐21
Proposed Budget Changes”) shows what is being proposed in terms of total expenditure
reductions between the Payroll and Supplies & Services categories. A detailed discussion of
those proposed reductions follows in Sections B and C of this report. The right most column
(“FY2020‐21 Proposed Budget”) is the proposed budget for the department contingent upon
Council approval.
It is important to note that IT is funded through an Internal Service Fund (ISF), in which a
contribution is made into the IT ISF by many funds, including the enterprise funds. Therefore,
the proposed savings shown herein will have a secondary (as opposed to direct) budgetary
impact to the General Fund.
The total proposed budget changes represent a 8.5% reduction from FY2020‐21 Baseline
(Planned) budget.
Expenditure FY2018‐19
Adopted
Budget
FY2019‐20
Adopted
Budget
FY2019‐20
Adjusted
Budget*
FY2020‐21
Planned
Budget
FY2020‐21
Proposed
Budget
Changes
FY2020‐21
PROPOSED
BUDGET
Payroll $ 1,313,513 $ 1,555,490 $ 1,555,490 $ 1,591,945 $ ‐ $ 1,591,945
Supplies &
Services 1,739,317
2,096,467
2,930,178 2,094,317 (312,500)
1,781,817
Interdept.
Charges 11,845.33 10,444 10,444 10,469 ‐ 1,865,577
TOTAL $ 3,064,676 $ 3,662,402 $4,496,113 $ 3,696,731 $ (312,500) $ 3,384,231
* Includes carryforwards of prior year purchase orders.
B. IT DEPARTMENT POSITION SUMMARY
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The Information Technology Department has a total of 7.0 FTE positions: All 7 positions are
currently filled and therefore no salary savings.
Position Description Positions Vacant Positions Other Action / GF
Total Filled Hiring P/T
Filled
Frozen Notes Budget
Savings
Full‐Time ‐
Information Technology
Director
1.0 1.0 ‐ ‐ ‐ ‐
Senior Information Systems
Administrator
1.0 1.0 ‐ ‐ ‐ ‐
Information Systems
Administrator
2.0 2.0 ‐ ‐ ‐ ‐
Administrative Assistant 1.0 1.0 ‐ ‐ ‐ ‐
Senior Computer Services
Technician
1.0 1.0 ‐ ‐ ‐ ‐
Computer Services
Technician
1.0 1.0 ‐ ‐ ‐ ‐
TOTAL 7.0 7.0 ‐ ‐ ‐ ‐
C. PROPOSED BUDGET REDUCTIONS
The following are the proposed budget adjustments for IT:
Description Amount Notes
‐ Reduce special projects GIS consultant (5005) $ 50,000
‐ Reduce books/publications/library material (5022) $2,500
‐ Reduce meetings and Mileage (5031) $2,500 Can absorb necessary costs
in existing budget.
‐ Discontinue travel for trainings and conferences,
staff development (5033)
$22,500 Can absorb necessary costs
in existing budget.
‐ Reduce PenTV videography services 15,000 This is Communication
Director featured video
productions.
‐ Postpone Upgrade to Office 365 $220,000
Proposed Budget Reductions $ 312,500
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PARKS & RECREATION DEPARTMENT
A. BUDGET SUMMARY
1. Expenditure Budget
The table below shows the Park and Recreation Department (P&R) historical budget for the last
two fiscal years (FY2018‐19 and FY2019‐20) along with what was planned for FY2020‐21 as part
of the FY2019‐21 biennial budget cycle. The second to last column to the right (“FY2020‐21
Proposed Budget Changes”) shows what is being proposed in terms of total expenditure
reductions between the Payroll and Supplies & Services categories. A detailed discussion of
those proposed reductions follows in Sections B and C of this report. The right most column
(“FY2020‐21 Proposed Budget”) is the proposed budget for the department contingent upon
Council approval.
Expenditure FY2018‐19
Adopted
Budget
FY2019‐20
Adopted
Budget
FY2019‐20
Adjusted
Budget*
FY2020‐21
Planned
Budget
FY2020‐21
Proposed Budget
Changes
FY2020‐21
PROPOSED
BUDGET
Payroll $ 12,171,612 $ 13,356,745 $ 12,992,331 $ 12,859,592
F/T: $(1,100,553)
P/T: $(441,680) $ 11,317,359
Supplies &
Services 3,300,083
3,474,587 3,756,188
3,300,083
O&M: (665,213)
Innv. Fd: 100,000 2,734,870
Interdept.
Charges 822,814
931,170
931,170 982,306 ‐ 982,306
TOTAL $ 16,294,509 $ 17,762,501 $ 17,679,690 $ 17,141,981 $ (2,107,446) $ 15,034,536
* Includes carryforwards of prior year purchase orders.
2. Parks & Recreation Revenue Discussion
Parks & Recreation has 19 different programs ranging from general administration to various
recreation programs to parks and building maintenance. Of Park & Recreation’s 19 programs,
eight programs have a dedicated revenue stream; the remaining eleven programs do not have
any notable revenue streams. The following table shows a three‐year history of each revenue
generating P&R program against total expenditures. FY2019‐20 is not shown as the fiscal year
has not yet closed and complete data is not available.
Program FY2016‐17 FY2017‐18 FY2018‐19
Aquatics (17230)
Revenue
319,815.16
422,548.83
387,759.01
Expenditures 737,622.73 848,154.04 869,315.02
Aquatics Cost Recovery 43.36% 49.82% 44.61%
Sports & Athletics (17240)
Revenue
59,346.64
53,210.06
58,308.19
Expenditures 329,037.02 309,795.30 319,503.44
Sports & Athletics Cost Recovery 18.04% 17.18% 18.25%
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Program FY2016‐17 FY2017‐18 FY2018‐19
Rentals/Picnics (17250)
Revenue
514,711.32
553,461.85
593,071.10
Expenditures 482,780.72 498,099.24 513,193.36
Rentals/Picnics Cost Recovery 106.61% 111.11% 115.56%
Classes/Events (17260)
Revenue
563,223.90
628,443.17
530,123.10
Expenditures 561,752.26 573,913.96 612,544.14
Classes/Events Cost Recovery 100.26% 109.50% 86.54%
REAL Program (17270)
Revenue
136,015.00
168,495.00
127,089.90
Expenditures 181,804.25 203,831.31 196,248.64
REAL Cost Recovery 74.81% 82.66% 64.76%
Childcare (17275)
Revenue
2,112,634.16
2,656,219.64
2,558,207.99
Expenditures 2,702,389.17 2,972,819.31 3,004,702.80
Childcare Cost Recovery 78.18% 89.35% 85.14%
Senior Centers (17276)
Revenue
200,074.50
178,912.50
196,897.50
Expenditures 629,299.34 605,041.22 637,524.15
Senior Centers Cost Recovery 31.79% 29.57% 30.88%
Grants (17999) (Big Lift; Sign Hill Restoration
Program; Kaiser Get Moving Grant)
Revenue
196,647.35
249,614.39
393,323.65
Expenditures 222,582.43 225,925.15 253,854.11
Grants Cost Recovery 88.35% 110.49% 154.94%
Recreation Division Totals
Revenue 4,102,468.03 4,910,905.44 4,844,780.44
Expenditures 5,847,267.92 6,237,579.53 6,406,885.66
Cost Recovery 70% 79% 76%
B. PARKS & RECREATION POSITION SUMMARY
P&R has 150.75 positions comprised of 79 full‐time positions, 2.87 part‐time regular positions
and 68.88 part‐time hourly positions.
There are 79 full‐time P&R positions: 70 positions are filled, 1 position is vacant but will be
filled, 4 positions are back‐filled with part‐time hourly employees and 4 positions are frozen.
Total proposed General Fund payroll reductions related to full‐time employee freeze or
transfers to other funds equal $1,100,553.
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In terms of part‐time regular positions, there are 2.87 full‐time equivalent (FTE) positions. The
2.87 FTE represents 5 unique positions for 5 different employees: 1.30 FTE positions are filled
by 3 employees; the remaining 1.57 FTE positions (2 employee slots) are currently back‐filled
with part‐time hourly employees.
The remaining 68.88 FTEs in P&R are part‐time hourly positions. Based upon records kept by
Human Resources, there are currently 390 employees that fill those 68.88 FTEs and any full‐
time and part‐time regular vacancies that are backfilled with hourly employees. The proposed
operational reductions within P&R will result in a reduction and/or elimination of hours for
some of these 390 employees. Please refer to Section B below for further details related to
these proposed reductions.
The following table shows the breakdown of all P&R positions:
Position Description Positions Vacant Positions Other Action / GF Budget
Total Filled Hiring P/T
Filled
Frozen Notes Savings
Full‐Time
Deputy Director of
P&R 1.0 1.0 ‐ ‐ ‐
Program Mgr ‐ Parks 1.0 1.0 ‐ ‐ ‐
Program Mgr ‐ Rec 1.0 1.0 ‐ ‐ ‐
Program Mgr ‐
Facilities 1.0 1.0 ‐ ‐ ‐
Asst. Rec. Supvr ‐
Childcare 1.0 1.0 ‐ ‐ ‐
Business Services
Mgr 1.0 ‐ ‐ ‐ 1.0 $206,009
P&R Supervisor ‐
Parks 2.0 1.0 1.0 ‐ ‐
Vacancy in
Common Greens
Fund
P&R Supervisor ‐
Facilities 1.0 1.0 ‐ ‐ ‐
Rec & Comm Services
Coor. 15.0 13.0 ‐ 2.0 ‐
12.0 Positions
Filled;
1.0 Position
underfilled with
0.75 FTE Comm.
Serv. Site
Coordinator;
2.0 Vacancies
back‐filled w/ 1.5
Rec Leader IV
$149,325*
Rec & Comm Svcs
Supervisor 5.0 5.0 ‐ ‐ ‐
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Position Description Positions Vacant Positions Other Action / GF Budget
Total Filled Hiring P/T
Filled
Frozen Notes Savings
Preschool Teacher
I/II 8.0 6.0 ‐ 2.0 ‐
2.0 Vacancies
back‐filled with:
1.0 Hrly PS
Teacher I & 1.0
Hrly Rec Leader III
$67,069*
Tree Trimmer 2.0 2.0 ‐ ‐ ‐
1.0 FTE funded
with Common
Greens Fund
$145,024
Maint. Craft Worker 2.0 2.0 ‐ ‐ ‐
Lead Parks Maint.
Worker 2.0 2.0 ‐ ‐ ‐
Sr. Parks Maint.
Worker 4.0 4.0 ‐ ‐ ‐
Parks Maint. Worker 12.0 12.0 ‐ ‐ ‐
Arborist Technician 1.0 ‐ ‐ ‐ 1.0 $150,437
Groundsperson 2.0 2.0 ‐ ‐ ‐
1.0 FTE funded w/
Common Greens
Fund
$137,783
Bldg Maint.
Craftsworker 2.0 2.0 ‐ ‐ ‐
Lead Bldg Maint.
Custodian 2.0 2.0 ‐ ‐ ‐
Sr. Bldg Maint.
Custodian 4.0 4.0 ‐ ‐ ‐
Bldg Maintenance
Custodian 5.0 4.0 ‐ ‐ 1.0 $109,729
Administrative Asst I 1.0 1.0 ‐ ‐ ‐
Administrative Asst II 3.0 2.0 ‐ ‐ 1.0 $135,177
SUBTOTAL Full‐Time 79.0 70.0 1.0 4.0 4.0 $1,100,553
* Numbers represent F/T vacancy cost less P/T backfill
Part‐Time (Regular)
Community Srvs. Site
Coor. 0.05 0.05 ‐ ‐ ‐
Cultural Arts
Specialist 0.50 0.50 ‐ ‐ ‐
Rec Leader II 1.06 ‐ ‐ 1.06 ‐
1.06 Vacancy filled
w/ 1.0 Rec Leader
III
‐
Rec Leader III 0.51 ‐ ‐ 0.51 ‐
0.51 Vacancy filled
w/ 1.0 Rec Leader
III
‐
Rec Leader IV 0.75 0.75 ‐ ‐ ‐
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Position Description Positions Vacant Positions Other Action / GF Budget
Total Filled Hiring P/T
Filled
Frozen Notes Savings
SUBTOTAL P/T
(Regular) 2.87 1.30 ‐ 1.57 ‐ ‐
Part‐Time (Hourly)
Van Driver 1.00 1.00
Building Maint.
Custodian 2.46 2.46
Office Assistant 0.50 0 0.5 Furloughed
Park Maint. Worker 1.36 1.36
Recreation Instructor 6.63 5.45 1.18 Furloughed
Rec Leader I 1.75 1.4 0.35 Furloughed
Rec Leader II 12.54 11.27 1.27 Furloughed
Rec Leader III 37.91 32.32 5.59 Furloughed
Rec Leader IV 4.73 4.41 0.32 Furloughed
SUBTOTAL P/T
(Hourly) 68.88 59.67 ‐ ‐ 9.21
TOTAL 150.75 130.97 1.0 5.57 13.21
C. PROPOSED BUDGET REDUCTIONS
Aside from the $1,100,553 General Fund savings resulting from hiring freezes or cost transfers
to other funds as detailed in the prior section, an additional $1,106,893 of budget reductions
are being proposed for P&R, making the total reductions for the department $2,107,446
(including the $100,000 innovation fund). The additional budget reductions are organized into
two categories: (1) COVID‐related and (2) non‐COVID related. The table below is a summary of
the additional proposed budget reductions:
Description P/T Hourly
Reduction
Supp. &
Services
Reduction
TOTAL
REDUCTION
COVID Budget Reductions $ 316,192 $ 70,803 $ 386,995
Non‐COVID Budget Reductions $ 125,488 $ 594,410 $ 719,898
Total Proposed Budget Reductions $ 441,680 $ 665,213 $ 1,106,893
1. COVID‐Related Budget Reductions
While all City departments have been impacted by the worldwide pandemic, P&R has had
unique challenges as many programs within the department have been forced to shutter to
ensure the health of the community. The following budget reductions are expected savings
from the program reductions and/or closures that are necessary to comply with the various
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County Health Orders that have been issued. These budget reductions will be revisited in
October 2020 as restrictions are lifted and as circumstances change.
Description P/T Hourly
Reduction
Supplies &
Services Reduction
Aquatics Modified Programs for July – Sep
Note: Remaining budget would allow for limited use
by summer camp, limited lap swim program, and pool
maintenance.
$ 50,869 ‐
Sports Modified Programs for July – Sep $ 30,000 ‐
Rentals Modified Programs for July – Sep $ 38,000 ‐
Classes Modified Programs for July – Sep
‒ Westborough Building Attendant
‒ Magnolia Building Attendant
$ 50,030
$ 2,860
$ 3,470
‐
Seniors Modified Programs for July – Sep $ 89,700 ‐
Front Desk Modified Support for July – Sep $ 12,300 ‐
Cancel Annual Nutcracker Production in December $ 19,080 ‐
Cancel Senior Holiday Boutique (November) $ 3,522 $ 950
Cancel Concert in the Park ‐ $60,000
Cancel Halloween Extravaganza $ 12,113 $ 7,155
Cancel Summer 2020 Movie Night in the Park
Note: The Department typically hosts two events per
summer. 2020 events were scheduled for June and
August. June costs would have been absorbed into the FY
2019‐2020 budget. This reduction represents the cost for
the August event.
$ 748 $ 2,698
Eliminate karate tournament & promotions $ 3,500
COVID Reductions $ 316,192 $70,803
2. Non‐COVID Budget Reductions
The following are the other proposed reductions for P&R organized by program:
Description P/T Hourly
Reduction
Sup. &
Serv.
Reduction
Potential
Revenue
Offset
Recreation & Comm Services Administration (17110)
Reduce Office/Operating Supplies by 25% (5020/5021) ‐ $ 4,039 ‐
Reduce Facilities/Special Projects by 30% (5050) ‐ $5,550 ‐
Eliminate Books/Travel/Staff Devel. (5022/5032/5033) ‐ $1,300 ‐
Eliminate Public Art Fund (5061 Budget – $ 125,430) ‐ $ 50,000 ‐
Parks & Recreation Commission (17110)
Monthly to Quarterly Cultural Arts Comm. Meetings $ 3,300 ‐ ‐
Furlough Beautification Comm. & Awards for 1 year $ 1,000 ‐ ‐
Reduce Supplies & Services by 50% (5xxx) ‐ $ 3,850 ‐
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Description P/T Hourly
Reduction
Sup. &
Serv.
Reduction
Potential
Revenue
Offset
Recreation Administration (17210)
Reduced Hours for Front Office Help at the MSB $ 24,600 ‐ ‐
Reduce Office/Operating Supplies by 25% (5020/5021) ‐ $ 1,750 ‐
Reduce Facilities Special Projects by 30% (5050) ‐ $ 3,323 ‐
Eliminate Books, Publication, Library Materials (5022) ‐ $ 377 ‐
Sports & Athletics (17240)
Cancel Futsal Open Gym on Fri. Nights at Terrabay
4 to 8 participants each night
$ 3,588 ‐ $ (563)
Close Open Gym Saturday at Terrabay (Basketball)
10 to 20 participants each Saturday
$ 6,664 ‐ $ (1,875)
Close Open Gym on Sunday at Terrabay (Badminton &
Basketball)
20 to 40 participants each Saturday
$ 5,432 ‐ $ (3,750)
Postpone/modify RAPP Sports Program for elementary
kids
150 participants, largely in basketball programs
$ 9,000 ‐ $ (6,975)
Postpone/modify Middle School Age Sports Program
(5001)
200 participants through the school year;
anticipates some savings to offer modified sports
program in the spring if allowed by public health
orders. Typical spring sports include track & field,
badminton, and golf.
$ 25,500 $ 5,500 $ (14,625)
Cancel one Middle School Dance (5021)
180 to 200 students per dance. The Department
typically hosts two dances per year. Budget
remains to potentially offer a dance in the spring.
$ 1,510 $ 325 $ (1,600)
Rentals/Picnics (17250)
Eliminate Art Show support from P&R Staff $ 2,563 ‐ ‐
Classes/Events (17260) Oct 2020 – June 2021
Cancel Sunday recreation classes $ 14,760 ‐ $ (9,000)
Childcare (17275)
Eliminate Summer Camp Field Trips for Summer 2021
200 campers enjoy field trips over each week of
the 10‐week summer camp program.
‐ $ 80,000 ‐
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Description P/T Hourly
Reduction
Sup. &
Serv.
Reduction
Potential
Revenue
Offset
Senior Centers (17276) Oct 2020 – June 2021
Close Magnolia Center on Weekends (5061)
About 100 participants visit each weekend for
bingo, yoga, gym, billiards, movie programs, and
the computer lab. This number increases during
weekends with special programs/classes and AARP
meetings.
$ 15,066 $ 400 ‐
Parks Administration (17310)
Freeze CPRS/Maint. Management School Training (5033) ‐ $ 12,500 ‐
Park Maintenance (17320)
Reallocate Brightview Landscape Maintenance Contract
to Common Greens Funds (5001)
‐
$ 200,000
‐
Reduce Contingency Professional Services by 75% to
$10,000 (5005)
$ 30,000
Eliminate Parks Overtime for Citywide Cleanup Event $ 8,000 ‐ ‐
Facilities Maintenance (17420)
Eliminate Bldg Maint. Overtime of Citywide Cleanup
Event
$ 6,000 ‐ ‐
Minor Parks Improvements (17970)
Reduce Contingency Maintenance Fund by 40% to
$150,0000 (5061)
‐ $ 100,000 ‐
Minor Facilities Repairs/Improvements (17971)
Reduce Contingency Bldg Maintenance Fund by 40% to
$150,000 (5061)
‐ $ 100,000 ‐
ADD: Drive‐In Movie Night Event $ (1,496) $ (4,504) TBD
Proposed Budget Reductions $ 125,488 $ 594,410 $ 38,388
In addition to the above, while not part of P&R’s budget, P&R would defer vehicle purchases,
and thereby reduce the General Fund budget within Public Works by $70,000.
Closure of the pool on Sunday’s was initially proposed, with an expected savings of $44,000;
however, closure on Sunday also resulted in a revenue decrease of approximately $33,000,
meaning closure netted only $11,000 in savings. Given the small amount of savings compared
with the expected negative impact on the community, staff is not recommending closing the
pool.
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Certain program closures and their subsequent budget reductions noted above are addressed
by both the COVID and non‐COVID budget reductions. For this reason, staff called out program
closures that are for October 2020 – June 2021 so that these expenditures are not double
counted.
The reductions in Parks and Facilities Minor Maintenance Program funds will result in deferral
of certain maintenance tasks and improvement projects. However, enough funding exists to
tend to high‐priority work needing immediate attention. Staff believes this work can be
deferred in the short term; however, long term deferral of this would negatively harm park and
facility infrastructure. The Parks and Building Maintenance Divisions each will still have
$150,000 in Minor Maintenance Funding, plus additional general funds available for repairs,
preventative maintenance, contractual support, supplies, and equipment of parks, grounds and
buildings. Totals for these funds include an additional $147,000 for Parks and $157,000 for
Building Maintenance activities.
Note that Parks and Facilities Divisions’ budgets include citywide water ($610,000) and PG&E
($430,000) expenditures, which are included in the proposed General Fund budget. These funds
pay for Calwater and PG&E expenses for all departments.
3. Creation of Innovation Fund ‐ $100,000
This fund recognizes that while COVID‐19 poses limitations on traditional in‐person recreation
programs, P&R and City staff are working to innovate and find alternative ways to continue the
Department's mission to provide opportunities for physical, cultural, and social well‐being. As a
result, a creation of a $100,000 set‐aside is proposed to cover expenses (both part‐time hourly
staffing and/or supplies and services expenditures) related to future, alternative programs and
services.
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REVIEW OF PART-TIME AND HOURLY POSITIONS
The proposed FY 20-21 budget does not layoff, or reduce pay or benefits, for any full-time city
employee. The above noted reductions, however, do impact part-time and hourly positions. The
majority of impacted positions result from program suspensions due to the COVID-19 Shelter in
Place Order, particularly in Parks & Recreation. Below is staff’s best estimate of
Department Total P/T‐
Hourly
P/T‐Hourly
No Impact
P/T‐Hourly
with Hours
Reduced
P/T‐Hourly with No
Hours Budgeted
Parks & Recreation 390 212 76 102
Library 60 43 13 4
Police 16 16 0 0
Fire 14 13 1 0
City Manager
(census workers) 3 3 0 0
Economic & Comm.
Dev. 0 0 0 0
Finance 1 0 0 1
Public Works 10 10 0 0
City Clerk 0 0 0 0
Information
Technology 0 0 0 0
Human Resources
0 0 0 0
City Total 494 297 90 107
Part-time staff with no hours budgeted will be furloughed, allowing for more efficient rehiring of
those staff members once the Shelter in Place Order is lifted, and the economy and the city’s tax
revenues begin to improve.
OVERVIEW OF EXPENDITURES BY DEPARTMENT
City staff are confident that despite these reductions, a high level of service will be provided to
city residents, businesses and visitors. With the above spending reductions, the proposed FY 2020-
2021 General Fund operating budget expenditures total $112,174,974 as detailed in Attachment 1.
The General Fund percentage breakdown by department is shown visually below:
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* Does not include P.O. carryforwards
PROPOSED FY 2020-2021 GENERAL FUND BUDGET SUMMARY
The summary of the proposed FY 2020-2021 General Fund Budget is as follows:
CITY ATTORNEY
1%NON‐DEPARTMENTAL
1%
ECON. & COMM.
DEVELOPMENT
6%
FIRE
27%
CITY MANAGER
2%
FINANCE
3%HR
2%
POLICE
28%
PUBLIC WORKS
5%
LIBRARY
5%
PARKS & REC
14%
CIP
4%
OTHER (COUNCIL, CLERK, ETC)
2%
FY20‐21 Proposed Expenditures by Department*
FY2020-2021 Projections
Revenue $ 105,116,513.00
Expenditures $ 112,174,974.24
Subtotal Shortfall $ 7,058,490.86
Add FY19-20 Surplus $ 4,634,181.00
Needed from Reserves
(or Additional Budget
Reductions)
$ 2,424,279.86
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City reserves total $52,346,000, of which $24,400,000 are in General Reserves. The General
Reserve represents 20 percent of the City’s annual operating budget (General Fund) of the prior
year (FY2018-19).
Because the FY2019-2020 operating budget is lower than FY2018-19 due to the impacts of
COVID-19, the General Reserves would naturally be lowered. In order to maintain the 20%
threshold, approximately $1.7 million would have been released based on the FY2019-20
projected revenue.
The $2,424,280 release from the General Reserve would result in lowering that threshold to 19%.
That would still be within the recommended best practices range recommended by the Government
Finance Officers’ Association (GFOA).
OTHER FUNDS
There are another 50 funds that the City Finance Department manages outside of the General Fund.
The notable fund budgets (governmental, major proprietary and internal service fund) for FY2020-
21 are represented in Attachment 2.
FISCAL IMPACT
In Fiscal Year 2020-21 the City’s General Fund, with revenues of $105,116,513.00, net of any
carryover purchase orders, and $112,174,974.24 in expenditures, requires an additional
$6,255,325 to achieve a balanced budget. Staff recommends applying $4,634,181.00 from the FY
2019-20 budget surplus, plus $2,424,279 from city reserves, to balance the FY 2020-21 General
Fund operating budget.
RELATIONSHIP TO STRATEGIC PLAN
The budget is the City’s spending plan that supports Priority Area 3, Financial Stability.
CONCLUSION
While South San Francisco remains financially strong, the breadth and depth of the economic
downturn associated with COVID-19 is still unknown. A sharp economic recovery is hoped for,
but staff recommend a conservative budget approach at this time with minimal reliance on city
reserves to preserve the City’s ability to respond over time if the economic downturn deepens
further.
The presented budget for FY 2020-2021 provides city departments sufficient resources to maintain
an excellent level of service for the coming fiscal year. Staff intends to revisit the FY 2020-2021
budget with City Council, likely in October 2020, to adjust the budget as necessary based upon tax
receipts and other economic data indicators available at that time.
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Attachments:
1. Proposed FY2020-21 General Fund Expenditure Budget
2. Fund Summaries of Other Funds and Impact Fees
3. PowerPoint Presentation
ATTACHMENT 1
PROPOSED FY2020‐21 EXPENDITURE BUDGET
FY 2018‐19
Adopted
Budget*
FY 2019‐20
Adopted
Budget*
FY2019‐20
Adjusted
Budget
FY 2020‐21
Planned Budget*
FY2021
Changes
FY 2020‐21
PROPOSED
BUDGET*
Department 00000 ‐‐ NON EXPENSE ACCT
Supplies & Services ‐ ‐ ‐ ‐
Transfers 500,000.00 753,453.09 11,653,453.09 500,000.00 ‐ 500,000.00
Total NON EXPENSE ACCT 500,000.00 753,453.09 11,653,453.09 500,000.00 ‐ 500,000.00
Department 01000 ‐‐ CITY COUNCIL
Payroll 195,618.69 199,332.32 199,332.32 205,453.99 ‐ 205,453.99
Supplies & Services 51,419.00 51,419.00 51,419.00 51,419.00 (16,600.00) 34,819.00
Interdepartmental Charges 33,656.03 39,539.90 39,539.90 43,771.58 ‐ 43,771.58
Total CITY COUNCIL 280,693.72 290,291.22 290,291.22 300,644.57 (16,600.00) 284,044.57
Department 02000 ‐‐ CITY CLERK
Payroll 579,133.26 811,299.71 812,675.11 833,457.70 ‐ 833,457.70
Supplies & Services 202,003.00 202,003.00 234,927.02 202,003.00 (3,500.00) 198,503.00
Interdepartmental Charges 36,430.44 43,458.75 43,458.75 48,513.41 ‐ 48,513.41
Total CITY CLERK 817,566.70 1,056,761.46 1,091,060.88 1,083,974.11 (3,500.00) 1,080,474.11
Department 03000 ‐‐ CITY TREASURER
Payroll 48,539.21 58,352.67 58,352.67 59,744.63 ‐ 59,744.63
Supplies & Services 82,200.00 82,200.00 82,200.00 82,200.00 ‐ 82,200.00
Interdepartmental Charges 2,160.39 2,584.17 2,584.17 2,889.11 ‐ 2,889.11
Total CITY TREASURER 132,899.60 143,136.84 143,136.84 144,833.74 ‐ 144,833.74
Department 04000 ‐‐ CITY ATTORNEY
Supplies & Services 1,050,650.00 1,100,650.00 1,100,650.00 1,050,650.00 (157,500.00) 893,150.00
Interdepartmental Charges 13,041.28 15,285.47 15,285.47 16,899.38 ‐ 16,899.38
Total CITY ATTORNEY 1,063,691.28 1,115,935.47 1,115,935.47 1,067,549.38 (157,500.00) 910,049.38
Department 05000 ‐‐ CITY MANAGER
Payroll 1,557,499.77 2,061,711.80 2,395,764.58 2,131,050.41 (441,140.00) 1,689,910.41
Supplies & Services 1,365,390.00 440,390.00 3,552,447.70 365,390.00 (200,225.00) 165,165.00
Interdepartmental Charges 35,925.00 40,477.04 40,477.04 44,143.64 ‐ 44,143.64
Total CITY MANAGER 2,958,814.77 2,542,578.84 5,988,689.32 2,540,584.05 (641,365.00) 1,899,219.05
Department 06000 ‐‐ FINANCE DEPARTMENT
Payroll 2,283,360.50 2,312,981.29 2,485,691.29 2,330,537.83 (238,916.00) 2,091,621.83
Supplies & Services 483,397.65 671,167.65 1,055,953.63 483,397.65 259,400.00 742,797.65
Interdepartmental Charges 255,358.27 310,090.68 310,090.68 346,545.30 ‐ 346,545.30
Total FINANCE DEPARTMENT 3,022,116.42 3,294,239.62 3,851,735.60 3,160,480.78 20,484.00 3,180,964.78
Department 07000 ‐‐ NON‐DEPARTMENTAL
Payroll 6,969.52 6,760.43 6,760.43 6,760.43 ‐ 6,760.43
Supplies & Services 1,065,117.00 991,084.00 1,416,084.00 1,065,117.00 (27,625.00) 1,037,492.00
Total NON‐DEPARTMENTAL 1,072,086.52 997,844.43 1,422,844.43 1,071,877.43 (27,625.00) 1,044,252.43
Department 09000 ‐‐ HUMAN RESOURCES
Payroll 1,276,704.94 1,389,926.58 1,389,926.58 1,437,921.67 ‐ 1,437,921.67
Supplies & Services 177,461.00 307,961.00 532,164.09 177,461.00 (21,000.00) 156,461.00
Interdepartmental Charges 80,996.83 96,974.01 96,974.01 108,464.79 ‐ 108,464.79
Total HUMAN RESOURCES 1,535,162.77 1,794,861.59 2,019,064.68 1,723,847.46 (21,000.00) 1,702,847.46
Department 10000 ‐‐ ECONOMIC & COMMUNITY DEVELOPMENT DEPT
Payroll 5,054,656.79 5,483,580.65 5,483,580.65 5,562,054.77 (1,124,644.30) 4,437,410.47
Supplies & Services 3,703,608.00 4,145,608.00 8,096,293.90 3,703,608.00 (1,403,200.00) 2,300,408.00
Capital Outlay ‐ ‐ 60,000.00 ‐ ‐ ‐
Interdepartmental Charges 251,101.96 296,762.60 296,762.60 327,516.43 ‐ 327,516.43
Total ECD DEPT 9,009,366.75 9,925,951.25 13,936,637.15 9,593,179.20 (2,527,844.30) 7,065,334.90
Department 11000 ‐‐ FIRE DEPARTMENT
Payroll 23,998,668.42 25,393,090.95 25,707,346.48 26,172,671.50 (440,294.10) 25,732,377.40
Supplies & Services 1,896,443.00 2,366,050.78 3,426,758.15 1,926,143.00 (220,195.82) 1,705,947.18
Interdepartmental Charges 1,816,474.74 1,849,824.95 1,849,824.95 1,865,576.88 ‐ 1,865,576.88
Total FIRE DEPARTMENT 27,711,586.16 29,608,966.68 30,983,929.58 29,964,391.38 (660,489.92) 29,303,901.46
Department 12000 ‐‐ POLICE DEPARTMENT
Payroll 25,806,216.30 27,515,501.00 27,584,701.00 28,397,417.67 (676,733.25) 27,720,684.42
Supplies & Services 1,460,157.07 1,520,157.07 1,595,967.07 1,567,157.07 (130,450.00) 1,436,707.07
Capital Outlay 50,000.00 ‐ ‐ ‐ ‐ ‐
Interdepartmental Charges 1,858,101.81 1,891,261.64 1,891,261.64 1,970,653.44 ‐ 1,970,653.44
Total POLICE DEPARTMENT 29,174,475.18 30,926,919.71 31,071,929.71 31,935,228.18 (807,183.25) 31,128,044.93
Department 13000 ‐‐ PUBLIC WORKS
Payroll 3,106,932.08 2,894,216.32 3,001,852.92 2,974,242.77 (213,622.83) 2,760,619.94
Supplies & Services 2,196,666.00 1,104,366.00 1,733,913.69 2,226,366.00 (337,940.00) 1,888,426.00
Interdepartmental Charges 981,176.53 1,019,504.68 1,019,504.68 1,059,983.93 ‐ 1,059,983.93
Expenditure
Page 1 of 2
FY 2018‐19
Adopted
Budget*
FY 2019‐20
Adopted
Budget*
FY2019‐20
Adjusted
Budget
FY 2020‐21
Planned Budget*
FY2021
Changes
FY 2020‐21
PROPOSED
BUDGET* Expenditure
Total PUBLIC WORKS 6,284,774.61 5,018,087.00 5,755,271.29 6,260,592.70 (551,562.83) 5,709,029.87
Department 15000 ‐‐ LIBRARY DEPARTMENT
Payroll 4,458,758.99 4,613,781.68 4,944,457.68 4,737,282.27 (293,920.16) 4,443,362.11
Supplies & Services 867,500.37 944,375.37 1,009,607.97 897,500.37 (168,108.00) 729,392.37
Interdepartmental Charges 480,034.48 573,980.19 573,980.19 638,313.95 ‐ 638,313.95
Total LIBRARY DEPARTMENT 5,806,293.84 6,132,137.24 6,528,045.84 6,273,096.59 (462,028.16) 5,811,068.43
Department 17000 ‐‐ PARKS & RECREATION DEPARTMENT
Payroll 12,171,612.06 13,356,745.06 12,992,331.77 12,859,592.40 (1,542,233.00) 11,317,359.40
Supplies & Services 3,300,083.32 3,474,586.50 3,756,188.35 3,300,083.32 (565,213.00) 2,734,870.32
Capital Outlay ‐ ‐ ‐ ‐ ‐ ‐
Interdepartmental Charges 822,813.78 931,169.87 931,169.87 982,305.79 ‐ 982,305.79
Total P&R DEPARTMENT 16,294,509.16 17,762,501.43 17,679,689.99 17,141,981.51 (2,107,446.00) 15,034,535.51
Department 99000 ‐‐ CIP
Transfer 2,383,001.00 200,000.57 5,548,865.49 ‐ 4,409,171.00 4,409,171.00
Total PROPOSED CIP 2,383,001.00 200,000.57 5,548,865.49 ‐ 4,409,171.00 4,409,171.00
Total 108,047,038.48 111,563,666.44 139,080,580.58 112,762,261.08 (3,554,489.46) 109,207,771.62
Expenditure Projections 109,207,771.62$
Add'l UAL & Healthcare Increase 2,164,066.24$
Transfer out to Storm Water 553,136.00
Transfer out to Other Funds 250,000.00
TOTAL EXPENDITURE PROJECTION 112,174,973.86$
Total Revenue Projection 105,116,513.00$
NET SHORTFALL 7,058,460.86$
FY19‐20 GF Surplus 4,634,181.00$
Necessary Add'l Reserve Coverage 2,424,279.86
Department 16000 ‐‐ INFORMATION TECHNOLOGY DEPARTMENT
Payroll 1,313,513.36 1,555,489.89 1,555,489.89 1,591,944.69 ‐ 1,591,944.69
Supplies & Services 1,739,317.00 2,096,467.00 2,930,178.30 2,094,317.00 (312,500.00) 1,781,817.00
Interdepartmental Charges 11,845.33 10,444.33 10,444.33 10,469.33 ‐ 10,469.33
Total IT DEPARTMENT 3,064,675.69 3,662,401.22 4,496,112.52 3,696,731.02 (312,500.00) 3,384,231.02
Page 2 of 2
City Housing Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Use of Money & Property 304,949$ 167,000$ 167,000$ 167,000$ ‐$ 0%
Other Revenues ‐ 140,000 140,000 140,000 ‐ 0%
Total Revenues $ 304,949 $ 307,000 $ 307,000 $ 307,000 $ ‐ 0%
Expenditures
Payroll 38,158$ 75,000$ 75,000$ 75,000$ ‐$ 0%
Supplies and Services 52,496 462,800 469,067 462,800 ‐$ 0%
Interdepartmental Charges 5,305 5,491 5,491 5,600 110$ 2%
Total Expenditures $ 95,960 $ 543,291 $ 549,558 $ 543,400 $ 110 0%
Cash Balance 5,052,199$ 4,815,908$ 4,809,641$ 4,573,241$
FY2020‐21 CHANGES & HIGHLIGHTS:
Designated for ROEM = $2,450,000
Governmental Funds Page 1 of 14
Common Greens Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Taxes
West Park Maint Dist 3 912,065$ 846,640$ 846,640$ 863,573$ 16,933$ 2%
Stonegate Ridge Maint 334,238 283,561 283,561 289,232 5,671 2%
Willow Gardens Maint 85,867 81,047 81,047 81,768 721 1%
West Park Maint Dist 1&2 605,739 543,000 543,000 564,060 21,060 4%
Total Revenues $ 1,937,908 $ 1,754,248 $ 1,754,248 $ 1,798,633 $ 44,385 3%
Expenditures
Payroll 554,693$ 864,761$ 864,761$ 884,924$ 20,164$ 2%
Supplies and Services 585,741 514,148 580,088 514,148 ‐0%
Interdepartmental Charges 328,870 336,964 336,964 343,389 6,425 2%
Total Expenditures $ 1,469,305 $ 1,715,872 $ 1,781,812 $ 1,742,461 $ 20,164 1%
Cash Balance 3,641,501$ 3,679,876$ 3,613,936$ 3,670,108$
FY2020‐21 CHANGES & HIGHLIGHTS:
* None
Governmental Funds Page 2 of 14
Community Development Block Grant Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Intergovernmental $ 447,793 $ 462,000 $ 462,000 $ 450,000 ‐$ 0%
Use of Money & Property 21,156 120,000 120,000 120,000 ‐ 0%
Other Revenues 11,130 ‐ ‐ ‐ ‐ n/a
Transfers ‐ 3,453 3,453 ‐ 0%
Total Revenues $ 480,079 $ 585,453 $ 585,453 $ 570,000 $ ‐ 0%
Expenditures
Payroll 1,820$ 61,535$ 61,535$ 61,535$ ‐$ 0%
Supplies and Services 197,024 346,115 542,908 343,424 (2,691) ‐1%
Transfers ‐ 265,041 300,000 ‐ (265,041) ‐100%
Total Expenditures $ 198,844 $ 672,691 $ 904,443 $ 404,959 $ (267,732)‐40%
Cash Balance 152,222$ 64,985$ (166,768)$ (1,727)$
FY2020‐21 CHANGES & HIGHLIGHTS:
* None
Governmental Funds Page 3 of 14
Gas Tax Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Tax Revenue
HUTA 2103‐2107 (Gas Tax) 1,407,312$ 1,712,116$ 1,712,116$ 1,746,358$ 34,242$ 2%
C/CAG ‐Cong Relief (Measure M) 398,252 243,000 243,000 243,000 ‐ 0%
Use of Money & Property 15,032 15,000 15,000 15,000 ‐ 0%
Total Revenues $ 1,820,596 $ 1,970,116 $ 1,970,116 $ 2,004,358 $ 34,242 2%
Expenditures
Transfer to General Fund 920,605$ 920,605$ 920,605$ 921,301$ 696$ 0%
Transfer for CIP Projects 119,206 444,181 945,544 175,000 (269,181)$ ‐61%
Transfer to Stormwater 785,885 670,000 765,033 670,000 ‐$ 0%
Total Expenditures $ 1,825,697 $ 2,034,786 $ 2,631,182 $ 1,766,301 $ (268,485)‐13%
Cash Balance 441,044$ 376,374$ (220,022)$ 18,035$
FY2020‐21 CHANGES & HIGHLIGHTS:
* None
Governmental Funds Page 4 of 14
Measure A Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Tax Revenue 1,762,540$ 1,498,375$ 1,498,375$ 1,527,755$ 29,380$ 2%
Use of Money & Property 111,632 25,000 25,000 25,000 ‐ 0%
Total Revenues $ 1,874,172 $ 1,523,375 $ 1,523,375 $ 1,552,755 $ ‐ 0%
Expenditures
Transfer to General Fund 106,577$ ‐$ ‐$ 286,250$ 286,250$ n/a
Transfer for CIP Projects 1,324,864 2,361,500 5,624,858 966,000 (1,395,500)$ ‐59%
Total Expenditures $ 1,431,441 $ 2,361,500 $ 5,624,858 $ 1,252,250 $ (1,109,250)‐47%
Cash Balance 3,406,471$ 2,568,346$ (695,012)$ (394,507)$
FY2020‐21 CHANGES & HIGHLIGHTS:
* None
Governmental Funds Page 5 of 14
Solid Waste Management Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Charges for Services 201,008$ 180,000$ 180,000$ 180,000$ ‐$ 0%
Total Revenues $ 201,008 $ 180,000 $ 180,000 $ 180,000 $ ‐ 0%
Expenditures
Supplies and Services $ 49,360 $ 110,150 $ 490,123 $ 110,150 ‐$ 0%
Interdepartmental Charges 20,794 21,522 2,522 21,952 430 2%
Transfers 4,272 ‐ 142,265 ‐ ‐ n/a
Total Expenditures $ 74,426 $ 131,672 $ 634,910 $ 132,102 $ 430 0%
Cash Balance 523,393$ 571,721$ 68,483$ 116,381$
FY2020‐21 CHANGES & HIGHLIGHTS:
* None
Governmental Funds Page 6 of 14
Consolidated Impact Fee Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Use of Money & Property 966,026$ ‐$ ‐$ ‐$ ‐$ n/a
Other Revenues 18,513,842 (24,988) 1,500 ‐ 24,988 100%
Total Revenues $ 19,479,868 $ (24,988) $ 1,500 $ ‐ $ 24,988 100%
Expenditures
Interdepartmental Charges 7,956$ 8,234$ 8,234$ 8,399$ 165$ 2%
Transfers 1,242,638 5,255,985 13,794,645 5,832,402 576,417.00 11%
Supplies and Services 77,891 37,961 64,449 ‐(37,960.56) ‐100%
Debt Service 3,464,000 ‐ ‐ ‐ ‐ n/a
Total Expenditures $ 4,792,485 $ 5,302,180 $ 13,867,328 $ 5,840,801 $ 538,621 10%
Cash Balance 35,938,517$ 30,611,349$ 22,072,688$ 16,231,887$
FY2020‐21 CHANGES & HIGHLIGHTS:
Governmental Funds Page 7 of 14
Developer Deposit
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Charges for Services 1,616,937$ ‐$ ‐$ ‐$ ‐$ n/a
Use of Money & Property 190,566 ‐ ‐ ‐ ‐ n/a
Other Revenues ‐ ‐ ‐ ‐ ‐ n/a
Total Revenues $ 1,807,503 $ ‐ $ ‐ $ ‐ $ ‐ n/a
Expenditures
Payroll 11,791.42$ ‐$ ‐$ ‐$ ‐$ n/a
Supplies & Services 229,801 ‐ 103,424 ‐ ‐ n/a
Transfers 3,975,947 135,986 596,763 ‐ (135,986) ‐100%
Total Expenditures $ 4,217,540 $ 135,986 $ 700,187 $ ‐ $ (135,986)‐100%
Cash Balance 4,288,057$ 4,152,071$ 3,587,869$ 3,587,869$
FY2020‐21 CHANGES & HIGHLIGHTS:
* None
Governmental Funds Page 8 of 14
City Programs Fund
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Charges for Services 71,186$ ‐$ ‐$ ‐$ ‐$ n/a
Use of Money & Property 106,854 ‐ ‐ ‐ ‐ n/a
Other Revenues 1,179,126 ‐ ‐ ‐ ‐ n/a
Transfers 2,236,224 ‐ ‐ ‐ ‐ n/a
Total Revenues $ 3,593,390 $ ‐ $ ‐ $ ‐ $ ‐ n/a
Expenditures
Supplies and Services 333,024$ ‐$ ‐$ ‐$ ‐$ n/a
Transfers 88,274 60,000 60,000 49,848 (10,152) ‐17%
Total Expenditures $ 421,298 $ 60,000 $ 60,000 $ 49,848 $ (10,152)‐17%
Cash Balance 4,649,994$ 4,589,994$ 4,589,994$ 4,540,146$
FY2020‐21 CHANGES & HIGHLIGHTS:
* None
Governmental Funds Page 9 of 14
Capital Infrastructure Reserve Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Use of Money & Property 683,548$ ‐$ ‐$ ‐$ ‐$ n/a
Transfer from General Fund ‐ ‐ 10,900,000 ‐ ‐ n/a
Total Revenues $ 683,548 $ ‐ $ 10,900,000 $ ‐ $ ‐ n/a
Expenditures
Supplies & Services ‐$ ‐$ 1,000,000$ ‐$ ‐$ n/a
Transfers 3,157,073 ‐ 7,001,279 ‐ ‐ n/a
Total Expenditures $ 3,157,073 $ ‐ $ 8,001,279 $ ‐ $ ‐ n/a
Cash Balance 18,795,555$ 18,795,555$ 21,694,276$ 21,694,276$
FY2020‐21 CHANGES & HIGHLIGHTS:
* None
Governmental Funds Page 10 of 14
Park‐in‐Lieu Fees Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Use of Money & Property 77,241$ ‐$ ‐$ ‐$ ‐$ n/a
Charges for Services 1,257,570 ‐ ‐ ‐ ‐ n/a
Total Revenues $ 1,334,811 $ ‐ $ ‐ $ ‐ $ ‐ n/a
Expenditures
Transfers for CIP Projects 211,176 (136,247) 1,140,832 600,000 736,247$ 540%
Total Expenditures $ 211,176 $ (136,247) $ 1,140,832 $ 600,000 $ 736,247 540%
Cash Balance 2,685,990$ 2,822,237$ 1,545,158$ 945,158$
FY2020‐21 CHANGES & HIGHLIGHTS:
Governmental Funds Page 11 of 14
San Mateo County Measure W 1/2 Cent Sales Tax Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Taxes ‐$ 300,000$ 300,000$ 600,000$ 300,000$ 100%
Total Revenues $ ‐ $ 300,000 $ 300,000 $ 600,000 $ 300,000 100%
Expenditures
Transfers $ ‐ $ 300,000 $ 300,000 $ 600,000 300,000$ 100%
Total Expenditures $ ‐ $ 300,000 $ 300,000 $ 600,000 $ 300,000 100%
Cash Balance ‐$ ‐$ ‐$ ‐$
FY2020‐21 CHANGES & HIGHLIGHTS:
* None
Governmental Funds Page 12 of 14
Road Maintenance & Rehabilitation Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Intergovernmental Charges 1,207,750$ 1,185,966$ 1,185,966$ 1,209,685$ ‐$ 0%
Use of Money & Property 24,436 ‐ ‐ ‐ ‐ n/a
Total Revenues $ 1,232,186 $ 1,185,966 $ 1,185,966 $ 1,209,685 $ ‐ 0%
Expenditures
Transfers 175,641 1,540,000 2,773,228 700,000 (840,000)$ ‐55%
Total Expenditures $ 175,641 $ 1,540,000 $ 2,773,228 $ 700,000 $ (840,000)‐55%
Cash Balance 1,196,258$ 842,224$ (391,004)$ 118,681$
FY2020‐21 CHANGES & HIGHLIGHTS:
Governmental Funds Page 13 of 14
Sewer Capacity Charges
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Use of Money & Property 361,686$ ‐$ ‐$ ‐$ ‐$ n/a
Other Revenues 2,825,571 200,000 200,000 200,000 ‐ 0%
Total Revenues $ 3,187,257 $ 200,000 $ 200,000 $ 200,000 $ ‐ 0%
Expenditures
Interdepartmental Charges 2,652$ 2,745$ 2,745$ 2,800$ 55$ 2%
Transfers 369,745 4,500,000 10,263,243 ‐(4,500,000) ‐100%
Total Expenditures $ 372,397 $ 4,502,745 $ 10,265,988 $ 2,800 $ (4,499,945)‐100%
Cash Balance 12,193,360$ 7,890,615$ 2,127,372$ 2,324,573$
FY2020‐21 CHANGES & HIGHLIGHTS:
Governmental Funds Page 14 of 14
Sewer Enterprise Fund
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Charges for Services 29,900,342$ 30,874,960$ 36,254,677$ 31,362,244$ 487,284$ 2%
Use of Money & Property 488,429 110,000 110,000 110,000 ‐ 0%
Other Financing Sources ‐ ‐ 44,548,262 ‐ ‐ n/a
Other Revenues 5,213 ‐ ‐ ‐ ‐ n/a
Transfers 651,572 4,500,000 27,165,014 4,000,000 (500,000) ‐11%
Total Revenues $ 31,045,555 $ 35,484,960 $ 108,077,953 $ 35,472,244 $ (12,716)0%
Expenditures
Payroll 10,940,416$ 9,375,475$ 8,962,029$ 9,666,185$ 290,710$ 3%
Supplies and Services 26,075,155 20,207,859 85,198,796 16,171,431 (4,036,428) ‐20%
Capital Outlay (13,755,428) ‐ ‐ ‐ ‐ n/a
Debt Service 838,647 5,704,928 5,704,928 5,706,504 1,576 0%
Interdepartmental Charges 1,591,306 1,589,299 1,589,299 1,638,077 48,778 3%
Total Expenditures $ 25,690,096 $ 36,877,561 $ 101,455,052 $ 33,182,197 $ (3,695,364)‐10%
Cash Balance 20,920,292$ 19,527,691$ 27,543,193$ 29,833,240$
FY2020‐21 CHANGES & HIGHLIGHTS:
* None
Major Proprietary Funds Page 1 of 3
Parking District Fund
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Charges for Services 1,180,538$ 895,000$ 895,000$ 895,000$ ‐$ 0%
Use of Money & Property 105,817 10,000 10,000 10,000 ‐ 0%
Other Revenues ‐ ‐ ‐ ‐ ‐ n/a
Transfers ‐ ‐ 996,338 ‐ ‐ n/a
Total Revenues $ 1,286,355 $ 905,000 $ 1,901,338 $ 905,000 $ ‐ 0%
Expenditures
Payroll 295,417$ 357,490$ 403,808$ 368,822$ 11,332$ 3%
Supplies and Services 235,288 271,292 1,318,242 196,282 (75,010) ‐28%
Capital Outlay 253,826 ‐ ‐ ‐ ‐ n/a
Interdepartmental Charges 111,327 113,918 113,918 116,159 2,242 2%
Transfers ‐ 25,000 25,000 ‐ (25,000) ‐100%
Total Expenditures $ 895,857 $ 767,699 $ 1,860,968 $ 681,263 $ (86,436)‐11%
Cash Balance 3,506,229$ 3,643,530$ 3,546,599$ 3,770,336$
FY2020‐21 CHANGES & HIGHLIGHTS:
* None
Major Proprietary Funds Page 2 of 3
Storm Water Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Fines & Forfeitures 2,700$ 5,000$ 5,000$ 5,000$ ‐$ 0%
Intergovernmental 752,849 8,500,000 8,728,298 ‐ (8,500,000) ‐100%
Charges for Services 410,600 405,000 405,000 405,000 ‐ 0%
Use of Money & Property 39,477 5,000 5,000 5,000 ‐ 0%
Transfers 1,449,650 1,135,156 1,580,944 920,000 (215,156) ‐19%
Total Revenues $ 2,655,276 $ 10,050,156 $ 10,724,243 $ 1,335,000 $ (8,715,156)‐87%
Expenditures
Payroll 693,208$ 739,471$ 773,216$ 762,670$ 23,199$ 3%
Supplies and Services 1,214,082 9,017,669 9,957,817 1,379,688 (7,637,981) ‐85%
Capital Outlay 25,032 ‐ ‐ ‐ ‐ n/a
Interdepartmental Charges 70,425 51,282 51,282 52,233 951 2%
Total Expenditures $ 2,002,747 $ 9,808,422 $ 10,782,316 $ 2,194,591 $ (7,613,830)‐78%
Cash Balance 18,795,555$ 19,037,289$ 18,737,482$ 17,877,890$
FY2020‐21 CHANGES & HIGHLIGHTS:
* None
Major Proprietary Funds Page 3 of 3
City Service Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Use of Money & Property 18,890$ ‐$ ‐$ ‐$ ‐$ n/a
Vehicle Maintenance 1,650,018 1,707,770 1,707,770 1,741,923 34,153 2%
Total Revenues $ 1,668,908 $ 1,707,770 $ 1,707,770 $ 1,741,923 $ 34,153 2%
Expenditures
Payroll 615,411$ 695,973$ 864,701$ 717,893$ 21,920$ 3%
Supplies and Services 1,015,063 968,150 968,150 968,150 ‐ 0%
Capital Outlay 290 ‐ ‐ ‐ ‐ n/a
Interdepartmental Charges 21,397 27,519 27,519 29,219 1,700 6%
Total Expenditures $ 1,652,161 $ 1,691,642 $ 1,860,370 $ 1,715,262 $ 23,620 1%
Cash Balance 566,500$ 582,627$ 413,900$ 440,560$
FY2020‐21 CHANGES & HIGHLIGHTS:
* None
Internal Service Funds Page 1 of 6
Equipment Replacement Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Use of Money & Property 184,281$ 95,000$ 95,000$ 95,000$ ‐$ 0%
Other Financing Sources ‐ ‐ ‐ ‐ ‐ n/a
Other Revenues 1,634,961 1,506,903 1,506,903 1,438,573 (68,330) ‐5%
Transfers ‐ 250,000 250,000 ‐ (250,000) ‐100%
Total Revenues $ 1,819,242 $ 1,851,903 $ 1,851,903 $ 1,533,573 $ (318,330)‐17%
Expenditures
SUPPLIES & SERVICES 105,858$ 150,000$ 151,458$ ‐$ (150,000)$ ‐100%
CAPITAL OUTAY 1,178,517 350,000 1,803,389 735,000 385,000 110%
DEBT SERVICE 412,225 284,167 284,167 215,837 (68,330) ‐24%
TRANSFERS ‐ ‐ 43,336 ‐ ‐ n/a
Total Expenditures $ 1,696,601 $ 784,167 $ 2,282,350 $ 950,837 $ 166,670 21%
Cash Balance 5,035,763$ 6,103,499$ 4,605,316$ 5,188,052$
FY2020‐21 CHANGES & HIGHLIGHTS:
* None
Internal Service Funds Page 2 of 6
Health & Benefits Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Charges for Services 1,171$ ‐$ ‐$ ‐$ ‐$ n/a
Use of Money & Property 366,556 100,000 100,000 100,000 ‐ 0%
Other Revenues 13,779,943 13,629,264 13,629,264 14,337,572 708,308 5%
Transfers 250,000 250,000 250,000 250,000 ‐ 0%
Total Revenues $ 14,397,670 $ 13,979,264 $ 13,979,264 $ 14,687,572 $ 708,308 5%
Expenditures
Payroll 13,209,190$ 14,527,884$ 14,527,884$ 15,132,891$ 605,007$ 4%
Supplies and Services 1,400 10,000 10,000 10,000 ‐ 0%
Total Expenditures $ 13,210,590 $ 14,537,884 $ 14,537,884 $ 15,142,891 $ 605,007 4%
Cash Balance 11,109,440$ 10,550,820$ 10,550,820$ 10,095,501$
FY2020‐21 CHANGES & HIGHLIGHTS:
* None
Internal Service Funds Page 3 of 6
Information Technology Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Charges for Services 96,326$ 40,000$ 40,000$ 40,000$ ‐$ 0%
Use of Money and Property 41,598 14,000 14,000 14,000 ‐ 0%
Other Revenues 2,670,676 3,237,560 3,237,560 3,645,259 407,699 13%
Transfers ‐ ‐ n/a
Total Revenues $ 2,808,601 $ 3,291,560 $ 3,291,560 $ 3,699,259 $ 407,699 12%
Expenditures
Payroll $ 1,316,534 $ 1,555,490 $ 1,555,490 $ 1,591,945 36,455$ 2%
Supplies and Services 1,310,470 2,096,467 2,930,178 1,781,817 (314,650) ‐15%
Interdepartmental Charges 11,845 10,444 10,444 10,469 25 0%
Total Expenditures $ 2,638,850 $ 3,662,401 $ 4,496,113 $ 3,384,231 $ (278,170)‐8%
Cash Balance 1,296,257$ 925,416$ 91,705$ 406,733$
FY2020‐21 CHANGES & HIGHLIGHTS:
* None
Internal Service Funds Page 4 of 6
PEG Equipment & Access Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Franchise Fees 166,476$ 125,000$ 125,000$ 125,000$ ‐$ 0%
Use of Money & Property 38,074 5,000 5,000 5,000 ‐ 0%
Total Revenues $ 204,550 $ 130,000 $ 130,000 $ 130,000 $ ‐ 0%
Expenditures
Supplies and Services 77,364$ ‐$ ‐$ ‐$ ‐$ n/a
Total Expenditures $ 77,364 $ ‐ ‐$ $ ‐ ‐$ n/a
Cash Balance 1,225,309$ 1,355,309$ 1,355,309$ 1,485,309$
FY2020‐21 CHANGES & HIGHLIGHTS:
* None
Internal Service Funds Page 5 of 6
Self Insurance Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Intergovernmental $ 18,271 $ ‐ $ ‐ $ ‐ ‐$ n/a
Charges for Services ‐ ‐ ‐ ‐ ‐ n/a
Use of Money and Property 419,878 75,000 75,000 75,000 ‐ 0%
Other Revenues 6,057,262 4,559,604 4,559,604 4,559,604 0%
Total Revenues $ 6,495,411 $ 4,634,604 $ 4,634,604 $ 4,634,604 $ ‐ 0%
Expenditures
Payroll 925,210$ 650,000$ 650,000$ 650,000$ ‐$ 0%
Supplies and Services 3,539,035 3,909,596 3,909,596 3,909,596 ‐ 0%
Total Expenditures $ 4,464,245 $ 4,559,596 $ 4,559,596 $ 4,559,596 $ ‐ 0%
Cash Balance 12,193,360$ 12,268,368$ 12,268,368$ 12,343,376$
FY2020‐21 CHANGES & HIGHLIGHTS:
* None
Internal Service Funds Page 6 of 6
Transit Station Enhancement in‐Lieu Fee Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2019‐20 Actual
(May 12, 2020)
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Use of Money & Property 41,513$ ‐$ ‐$ 9,422$ ‐$ ‐$ n/a
Other Revenues 1,338,235 ‐ ‐ 631,333 ‐ ‐ n/a
Total Revenues $ 1,379,748 $ ‐ $ ‐ $ 640,755 $ ‐ $ ‐ n/a
Expenditures
Transfers 235,718$ 900,000$ 1,199,211$ 141,311$ ‐$ (900,000)$ ‐100%
Total Expenditures $ 235,718 $ 900,000 $ 1,199,211 $ 141,311 $ ‐ $ (900,000)‐100%
Cash Balance 1,786,268$ 886,268$ 587,057$ 2,285,711$ 2,285,711$
FY2020‐21 CHANGES & HIGHLIGHTS:
Impact Fee Funds Page 1 of 9
East of 101 Sewer Impact Fee Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2019‐20 Actual
(May 12, 2020)
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Use of Money & Property 100,304$ ‐$ ‐$ 22,718$ ‐$ ‐$ n/a
Other Revenues 1,781,407 ‐ ‐ 1,317,358 ‐ ‐ n/a
Total Revenues $ 1,881,711 $ ‐ $ ‐ $ 1,340,076 $ ‐ $ ‐ n/a
Expenditures
Interdepartmental Charges 2,652$ 2,745$ 2,745$ 2,284$ 2,800$ 55$ 2%
Transfers 281,827 ‐3,204,378 97,026 4,000,000 4,000,000 n/a
Total Expenditures $ 284,479 $ 2,745 $ 3,207,122 $ 99,310 $ 4,002,800 $ 4,000,055 145731%
Cash Balance 4,271,421$ 4,268,677$ 1,064,299$ 5,512,187$ 1,509,387$
FY2020‐21 CHANGES & HIGHLIGHTS:
Impact Fee Funds Page 2 of 9
East of 101 Traffic Impact Fee Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2019‐20 Actual
(May 12, 2020)
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Use of Money & Property 533,381$ ‐$ ‐$ 109,898$ ‐$ ‐$ n/a
Other Revenues 8,304,582 ‐ ‐ 4,244,426 ‐ ‐ n/a
Total Revenues $ 8,837,963 $ ‐ $ ‐ $ 4,354,324 $ ‐ $ ‐ n/a
Expenditures
Interdepartmental Charges 2,652$ 2,745$ 2,745$ 2,287$ 8,399$ 2,800$ 102%
Transfers 701,659 4,395,448 8,934,061 434,371 5,832,402 1,400,000.00 32%
Total Expenditures $ 704,311 $ 4,398,193 $ 8,936,806 $ 436,659 $ 5,840,801 $ 1,402,800 32%
Cash Balance 20,515,983$ 16,117,790$ 11,579,177$ 24,433,648$ 18,592,847$
FY2020‐21 CHANGES & HIGHLIGHTS:
Impact Fee Funds Page 3 of 9
Park Land Acquisition Fee Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2019‐20 Actual
(May 12, 2020)
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Use of Money & Property 16,622$ ‐$ ‐$ 2,420$ ‐$ ‐$ n/a
Other Revenues 294,649 ‐ ‐ 478,826 ‐ ‐ n/a
Total Revenues $ 311,271 $ ‐ $ ‐ $ 481,246 $ ‐ $ ‐ n/a
Expenditures
‐$ ‐$ ‐$ ‐$ ‐$ ‐$ n/a
Total Expenditures $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ n/a
Cash Balance 354,456$ 354,456$ 354,456$ 835,702$ 835,702$
FY2020‐21 CHANGES & HIGHLIGHTS:
Impact Fee Funds Page 4 of 9
Park Construction Fee Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2019‐20 Actual
(May 12, 2020)
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Use of Money & Property 20,812$ ‐$ ‐$ 20,922$ ‐$ ‐$ n/a
Other Revenues 2,092,001 ‐ ‐ 2,621,992 ‐ ‐ n/a
Total Revenues $ 2,112,813 $ ‐ $ ‐ $ 2,642,914 $ ‐ $ ‐ n/a
Expenditures
Transfers to CIP 13,918$ (112,855)$ 64,520$ ‐$ 389,650$ 502,505$ ‐445%
Total Expenditures $ 13,918 $ (112,855) $ 64,520 $ ‐ $ 389,650 $ 502,505 ‐445%
Cash Balance 2,103,115$ 2,215,970$ 2,038,595$ 4,746,028$ 4,356,378$
FY2020‐21 CHANGES & HIGHLIGHTS:
Impact Fee Funds Page 5 of 9
Public Safety Impact Fee Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2019‐20 Actual
(May 12, 2020)
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Use of Money & Property 33,639$ ‐$ ‐$ 7,147$ ‐$ ‐$ n/a
Other Revenues 445,462 ‐ ‐ 429,948 ‐ ‐ n/a
Total Revenues $ 479,101 $ ‐ $ ‐ $ 437,095 $ ‐ $ ‐ n/a
Expenditures
Supplies and Services 4,391$ 62,949$ 62,949$ ‐$ ‐$ (62,949)$ ‐100%
Transfers to CIP 9,517 73,392 392,476 324,741 42,752 ‐ 0%
Total Expenditures $ 13,908 $ 136,341 $ 455,425 $ 324,741 $ 42,752 $ (62,949)‐46%
Cash Balance 1,291,752$ 1,155,411$ 836,327$ 1,404,106$ 1,361,354$
FY2020‐21 CHANGES & HIGHLIGHTS:
Impact Fee Funds Page 6 of 9
Bicycle and Pedestrian Impact Fee Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2019‐20 Actual
(May 12, 2020)
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Use of Money & Property 746$ ‐$ ‐$ 303$ ‐$ ‐$ n/a
Other Revenues 49,601 ‐ ‐ 12,438 ‐ ‐ n/a
Total Revenues $ 50,347 $ ‐ $ ‐ $ 12,741 $ ‐ $ ‐ n/a
Expenditures
‐$ ‐$ ‐$ ‐$ ‐$ ‐$ n/a
Total Expenditures $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ n/a
Cash Balance 50,796$ 50,796$ 50,796$ 63,538$ 63,538$
FY2020‐21 CHANGES & HIGHLIGHTS:
Impact Fee Funds Page 7 of 9
Child Care Impact Fee Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2019‐20 Actual
(May 12, 2020)
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Use of Money & Property 172,624$ ‐$ ‐$ 29,575$ ‐$ ‐$ n/a
Other Revenues 747,845 (24,988) 1,500 455,544 ‐ 24,988 ‐100%
Total Revenues $ 920,469 $ (24,988) $ 1,500 $ 485,119 $ ‐ $ 24,988 ‐100%
Expenditures
Supplies & Services 73,500$ (24,988)$ 1,500$ ‐$ ‐$ 24,988$ ‐100%
Interdepartmental Charges 2,652 2,745 2,745 2,287 2,800 55 2%
Total Expenditures $ 76,152 $ (22,243) $ 4,245 $ 2,287 $ 2,800 $ 24,988 ‐112%
Cash Balance 5,529,685$ 5,551,928$ 5,525,440$ 5,527,397$ 5,524,598$
FY2020‐21 CHANGES & HIGHLIGHTS:
Governmental Funds Page 8 of 9
Oyster Point Interchange Impact Fee Fund Summary
Revenues
2018‐19
Actual
2019‐20
Adopted
2019‐20
Amended
2019‐20 Actual
(May 12, 2020)
2020‐21
Proposed
Change of
2020‐21 from
2019‐20 Adopted % Change
Use of Money & Property 46,385$ ‐$ ‐$ 940$ ‐$ ‐$ n/a
Other Revenues 3,460,060 ‐ ‐ 1,195,993 ‐ ‐ n/a
Total Revenues $ 3,506,445 $ ‐ $ ‐ $ 1,196,933 $ ‐ $ ‐ n/a
Expenditures
Supplies & Services -$ ‐$ ‐$ -$ ‐$ ‐$ n/a
Debt Service 3,464,000 ‐ - - ‐ ‐ n/a
Total Expenditures 3,464,000$ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 0%
Cash Balance 35,040$ 35,040$ 35,040$ 1,231,974$ 1,231,974$
FY2020‐21 CHANGES & HIGHLIGHTS:
Governmental Funds Page 9 of 9
FY 2020-21 Operating Budget
City of South San Francisco
City Council Budget Study Session
June 9, 2020
1
Government Code Section 54957.5SB 343Agenda: 06/09/2020Item #1
•FY19-20 Budget Update
•FY20-21 General Fund Revenue Projections
•FY20-21 Expenditure Reduction Proposals
•Parks & Recreation
•Library
•Police
•Fire
•FY20-21 General Fund Budget Summary
AGENDA
FY 19-20 Budget Update
✓Updated General Fund revenues = $126.2 million
✓Updated General Fund expenditures = $121.6 million
✓Budget Surplus = $4,634,181
General Reserves
Infrastructure Reserves
CalPERS Stabilization Reserve
$24,400,000
$22,400,000
$5,546,000
TOTAL RESERVES $52,346,000
FY20-21 Gen’l Fund Revenue Projections
Property Taxes $ 41,595,651 $ 411,838
Sales Tax (w/o Meas W)$16,900,000 -$ 1,703,776
Transient Occupancy Tax $8,288,206 -$ 4,706,131
Commercial Parking Tax $1,039,647 -$ 765,787
Licenses and Permits $14,995,496 $148,470
Charges for Services $8,011,656 -$ 417,704
TOTAL REVENUES $ 105,116,513 -$ 8,355,525
* City Council
* City Clerk
* City Attorney
* City Manager
* Finance
* HR
FY20-21 Expenditure Reductions
Every Department Contributes
* ECD
* Fire
* Police
* Public Works
* Library
* IT
* Parks & Recreation
Total Reduction = $7,963,660
FY20-21 Budget
Parks & Recreation
Personnel Related Reductions $1,100,553
*No Full-Time Layoffs or Furloughs
Supplies/Services Reductions $1,106,893
* COVID-19 Related: $386,995
* Revenue Shortfall Related: $719,898
Total Reduction = $2,107,446
Proposed Budget: $15,034,535
FY20-21 Budget
Library Department
Personnel Related Reductions $293,920
*No Full-Time Layoffs or Furloughs
Supplies/Services Reductions $168,108
* Closure of Grand Ave Library on Saturdays
Total Reduction = $462,028
Proposed Budget: $5,811,068
FY20-21 Budget
Police Department
Personnel Related Reductions $676,733
*No Full-Time Layoffs or Furloughs
Supplies/Services Reductions $130,450
* No reduction in planned vehicle purchases
Total Reduction = $807,183
Proposed Budget: $31,128,044
FY20-21 Budget
Fire Department
Personnel Related Reductions $440,294
*No Full-Time Layoffs or Furloughs
Supplies/Services Reductions $220,196
Total Reduction = $660,490
Proposed Budget: $29,303,901
FY2020-2021 General Fund Budget Summary
Revenue $ 105,116,513.00
Expenditures $ 112,174,974.24
Subtotal Shortfall $ 7,058,490.76
Add FY19-20 Surplus $ 4,634,181.00
Needed from Reserves
(or Additional Budget Reductions)$ 2,424,279.76
CITY ATTORNEY
1%NON-DEPARTMENTAL
1%
ECON. & COMM. DEVELOPMENT
6%
FIRE
27%
CITY MANAGER
2%
FINANCE
3%
HR
2%
POLICE
28%
PUBLIC WORKS
5%
LIBRARY
5%
PARKS & REC
14%
CIP
4%
OTHER (COUNCIL, CLERK, ETC)
2%
FY20-21 Proposed Expenditures by Department*
Questions/Discussion
15
From:C Marcopulos
To:All Council; All at City Clerk"s Office; Garbarino, Rich; Addiego, Mark; Matsumoto, Karyl; Mark Nagales; Nicolas,
Flor
Cc:Futrell, Mike; Ranals, Sharon
Subject:Resident Submission for Tuesday, June 9th - Budget Subcommittee Meeting
Date:Friday, June 5, 2020 8:56:56 AM
Mr. Mayor and Council Members:
I have been attending a variety of classes with the South San Francisco Park and Recreation
Department over the years. I first thought of any city’s park and recreation department as
offering a class where a person just tries the subject matter for a session and moves on to try
something else.
Several classes interested me, but upon my retirement as an Official Court Reporter for the
San Francisco Superior Court, I enrolled in the Sewing Classes taught by Ms. Judy Barretto.
Having little to no knowledge of sewing, I learned to become very proficient with my sewing
skills so much so that I have won sewing contests, and have participated in holiday fairs as a
vendor. Ms. Barretto’s knowledge of sewing is impressive, and with new-found skills, I began
a handicraft business and now have an Etsy store where I sell my creations, including sewing
for a famous celebrity’s restaurant.
As I enrolled in other courses, I discovered the excellent exercise classes the South San
Francisco Park and Recreation Department offered. I was in poor physical shape as I could
barely climb eight steps without becoming out of breath. I then enrolled in the Pilates,
Piloxing and Zumba classes offered by the department. The instructor, Ms. Stephanie King, a
very dedicated and outstanding fitness instructor, creates a healthy atmosphere in all of her
classes making the exercise experience fun and beneficial. I credit Ms. King for her inspiration
and knowledge as she brought me back to a fitness level I have not experienced in years.
After taking the Zumba classes, which is an internationally recognized fitness format, Ms. King
encouraged me to take the certification as a Zumba instructor, which I have achieved. Her
knowledge of fitness and her dedication to her students are exceptional, and she has
impacted my life, and my health, in an extremely positive way.
I know I do not have to look beyond the South San Francisco Park and Recreation Department
to find the most highly skilled and highly qualified instructors. The South San Francisco Park
and Recreation Department not only offers participants an opportunity to try new activities,
but it can be a stepping stone to those who want to further pursue their new interests, as I
have.
Dealing with the South San Francisco Park and Recreation Department’s staff is always a
pleasure as they run the department in a first-rate manner.
I look forward to the continuation of all the classes that have been offered by our Park and
Recreation Department before the devastating COVID-19 pandemic. I have been awaiting the
reopening of our Park and Recreation Department to attend these classes and others, not only
because the South San Francisco Park and Recreation Department fosters a community
atmosphere, but I have made several friends in these classes. I look forward to many more
years attending the outstanding variety of classes taught by the most proficient and dedicated
instructors with the South San Francisco Park and Recreation Department.
Cynthia Marcopulos
Government Code Section 54957.5
SB 343
Agenda: 06/09/2020
Item #1
From:Helen Joe Lew
To:All Council; All at City Clerk"s Office; Garbarino, Rich; Addiego, Mark; Matsumoto, Karyl; Mark Nagales
Cc:Futrell, Mike; Ranals, Sharon
Subject:Resident Submission for Tuesday, June 9th Budget Subcommittee Meeting
Date:Saturday, June 6, 2020 3:11:14 PM
Subject: Resident Submission for Tuesday, June 9th - Budget Subcommittee Meeting
To: All Council <council@ssf.net>, All City Council Members <all-cc@ssf.net>, rich
garbarino <rich.garbarino@ssf.net>, mark.addiego@ssf.net <mark.addiego@ssf.net>,
Matsumoto, Karyl <karyl.matsumoto@ssf.net>, Mark Nagales <mark4life@hotmail.com>,
Nicolas, Flor <Flor.Nicolas@ssf.net>
Cc: Futrell, Mike <mike.futrell@ssf.net>, Ranals, Sharon <sharon.ranals@ssf.net>6 June 2020
Mr. Mayor and Council Members:
I am writing in support of all South San Francisco Park and Recreation
Department’s classes being reinstated after the Shelter-in-Place Mandate is lifted.
The COVID-19 pandemic has been devastating to all of us.
Before I retired from the San Francisco Unified School District, I found that I
needed to find a way to relax and reduce stress. So, I checked out the copy of the
SSF Parks and Recreation Department Activity Guide and found an evening
Beginners Tai Chi Chun class taught by Gene Thomas. I took Mr. Thomas’ class
for several sessions.
A few years after I retired from SFUSD, a friend suggested that we needed to
exercise. We found in the Activity Guide an evening class that sounded
interesting–Zumba Gold taught by Stephanie King. After a few quarters of that
class, we found that Ms. King also taught a daytime drop-in Zumba class that fit our
schedules better. So, to date, I’ve attended the drop-in Zumba class for five years.
The drop-in Zumba classes have had as many as 40+ attendees. In these five years, I
also attend Ms. King’s Pilates class, because she recommended for us the need to
develop our core by strengthening, stretching and toning our muscles.
I also attended Aqua Zumba taught be Ms. King for a few quarters. She is very
dedicated to her students’ welfare and not taking “no” for an answer. When I said I
couldn’t attend Aqua Zumba, because I didn’t have a swimsuit, she went out and
picked several for me to try on. None of the ones she picked were my taste. After
seeing how much effort she put in for me to attend Aqua Zumba, I bought my own
swimsuit.
We are not just attendees of the Park and Rec classes, but we are community—we
have become friends and family. Sadly, as a community, we have attended the
funeral of a class member and of a class member’s spouse. We have supported each
other.
I am looking forward to attending classes again and seeing my friends when it is
safe to do so.
Sincerely,
Helen Joe Lew
From:Ann Lucchesi
To:All Council; All at City Clerk"s Office
Cc:annhack; Ann Lucchesi
Subject:SSF Civic Ballet Program: Support for Funding
Date:Sunday, June 7, 2020 12:24:24 PM
Dear SSF City Council,
I am aware that the SSF City Council will be considering potential budget cuts to the Parks and
Recreation Department which could affect the funding of the SSF Civic Ballet program.
I am sending this to express my support for keeping all funding for this successful and important program
in place. In addition, in order to maintain the quality of the program, I would hope to see the virtual
classes be provided to cover all levels for dancers and restart of live classes as soon as possible with the
ongoing easing of the Shelter in Place restrictions. I advocate to explore ways to return to the live
classes by following appropriate preventive measures (such as distancing) to assure safety of the
students.
Our community is really blessed to have this great ballet program available and I hope that the disruption
of the pandemic will not adversely impact this program's funding. The children and young people who
take part in the program benefit greatly artistically, emotionally and physically. It is so important during
this difficult time that we come together to support our young people.
Please do what you can to support funding for the SSF Civic Ballet by increasing virtual classes and
reopening live classes as soon as possible.
Best regards,
Ann Lucchesi
From:Camacho SSF
To:All at City Clerk"s Office
Subject:Agenda Item #1/Operating Budget
Date:Monday, June 8, 2020 1:24:01 AM
Attachments:GARE-Racial Equity Toolkit.pdf
Good Afternoon Mayor Garbarino, Vice Mayor Addiego, and Councilmembers
Matsumoto, Nagales, and Nicholas,
In light of the horrific killing of George Floyd, Breonna Taylor, Ahmad Aubrey, and so
many other Black lives, and in recognition of the need for local government to do all it
can to take action to combat injustice, I respectfully provide an expansion of
my comments from the May 19 Parks and Recreation Commission meeting regarding
the budget proposal before you.
The budget you decide on is a reflection of our community's priorities. If the protests
throughout the nation and here last week in South San Francisco tell us anything it is
that now is the time to make clear equity-based decisions. Therefore, prior to
adopting any budget I urge you to take the following intentional actions:
- Identify the programs that have the highest impact on residents from
marginalized groups, specifically those from racial/ethnic, socioeconomic, and
linguistically diverse households.
- Inform the community of the specific ways in which the budget reflects an
equity--not equality--lens.
- Ensure that any staffing changes reflect a meaningful commitment to
furthering equity in the city.
Our community is looking to you as our elected leaders to put words into action, and
approve an operating budget that reflects the values and priorities of South San
Francisco.
Kristy Camacho
Resident of South San Francisco
[An Race and Equity toolkit from the Government Alliance on Race and Equity for elected
officials and government staff is included with this emailed comment].
4
I. What is a Racial Equity Tool?
Racial equity tools are designed to integrate explicit consideration of racial equity in decisions,
including policies, practices, programs, and budgets. It is both a product and a process. Use of
a racial equity tool can help to develop strategies and actions that reduce racial inequities and
improve success for all groups.
Too often, policies and programs are developed and implemented without thoughtful con-
sideration of racial equity. When racial equity is not explicitly brought into operations and
decision-making, racial inequities are likely to be perpetuated. Racial equity tools provide a
structure for institutionalizing the consideration of racial equity.
A racial equity tool:
• proactively seeks to eliminate racial inequities and advance equity;
• identifies clear goals, objectives and measurable outcomes;
• engages community in decision-making processes;
• identifies who will benefit or be burdened by a given decision, examines potential unin-
tended consequences of a decision, and develops strategies to advance racial equity and
mitigate unintended negative consequences; and,
• develops mechanisms for successful implementation and evaluation of impact.
Use of a racial equity tool is an important step to operationalizing equity. However, it is not
sufficient by itself. We must have a much broader vision of the transformation of government
in order to advance racial equity. To transform government, we must normalize conversations
about race, operationalize new behaviors and policies, and organize to achieve racial equity.
For more information on the work of government to advance racial equity, check out GARE’s
“Advancing Racial Equity and Transforming Government: A Resource Guide for Putting Ideas
into Action” on our website. The Resource Guide provides a comprehensive and holistic ap-
proach to advancing racial equity within government. In addition, an overview of key racial
equity definitions is contained in Appendix A.
II. Why should government use this Racial Equity Tool?
From the inception of our country, government at the local, regional, state, and federal
level has played a role in creating and maintaining racial inequity. A wide range of laws and
policies were passed, including everything from who could vote, who could be a citizen,
who could own property, who was property, where one could live, whose land was whose
and more. With the Civil Rights movement, laws and policies were passed that helped to
create positive changes, including making acts of discrimination illegal. However, despite
progress in addressing explicit discrimination, racial inequities continue to be deep,
pervasive, and persistent across the country. Racial inequities exist across all indicators for
success, including in education, criminal justice, jobs, housing, public infrastructure, and
health, regardless of region.
Many current inequities are sustained by historical legacies and structures and systems that
repeat patterns of exclusion. Institutions and structures have continued to create and per-
petuate inequities, despite the lack of explicit intention. Without intentional intervention,
institutions and structures will continue to perpetuate racial inequities. Government has the
ability to implement policy change at multiple levels and across multiple sectors to drive larger
systemic change. Routine use of a racial equity tool explicitly integrates racial equity into gov-
ernmental operations.
Local and regional governmental jurisdictions that are a part of the GARE are using a racial eq-
uity tool. Some, such as the city of Seattle in Washington, Multnomah County in Oregon, and
Government
Alliance on
Race and Equity
TOOLKIT
Racial Equity
Toolkit: An
Opportunity to
Operationalize
Equity
5
the city of Madison in Wisconsin have been doing so for many years:
• The Seattle Race and Social Justice Initiative (RSJI) is a citywide effort to end institution-
alized racism and race-based disparities in City government. The Initiative was launched
in 2004. RSJI includes training to all City employees, annual work plans, and change teams
in every city department. RSJI first started using its Racial Equity Tool during the budget
process in 2007. The following year, in recognition of the fact that the budget process was
just the “tip of the ice berg,” use of the tool was expanded to be used in policy and pro-
gram decisions. In 2009, Seattle City Council included the use of the Racial Equity Tool in
budget, program and policy decisions, including review of existing programs and policies,
in a resolution (Resolution 31164) affirming the City’s Race and Social Justice Initiative. In
2015, newly elected Mayor Ed Murray issued an Executive Order directing expanded use of
the Racial Equity Tool, and requiring measurable outcomes and greater accountability.
See Appendix B for examples of how Seattle has used its Racial Equity Tool, including legisla-
tion that offers protections for women who are breastfeeding and use of criminal background
checks in employment decisions.
Multnomah County’s Equity and Empowerment Lens is used to improve planning, deci-
sion-making, and resource allocation leading to more racially equitable policies and programs.
At its core, it is a set of principles, reflective questions, and processes that focuses at the indi-
vidual, institutional, and systemic levels by:
• deconstructing what is not working around racial equity;
• reconstructing and supporting what is working;
• shifting the way we make decisions and think about this work; and,
• healing and transforming our structures, our environments, and ourselves.
Numerous Multnomah County departments have made commitments to utilizing the Lens,
including a health department administrative policy and within strategic plans of specific de-
partments. Tools within the Lens are used both to provide analysis and to train employers and
partners on how Multnomah County conducts equity analysis.
Madison, Wisconsin is implementing a racial equity tool, including both a short version and a
more in-depth analysis. See Appendix D for a list of the types of projects on which the city of
Madison has used their racial equity tool.
For jurisdictions that are considering implementation of a racial equity tool, these jurisdictions
examples are powerful. Other great examples of racial equity tools are from the Annie E. Casey
Foundation and Race Forward.
In recognition of the similar ways in which institutional and structural racism have evolved
across the country, GARE has developed this Toolkit that captures the field of practice and
commonalities across tools. We encourage jurisdictions to begin using our Racial Equity
Tool. Based on experience, customization can take place if needed to ensure that it is most
relevant to local conditions. Otherwise, there is too great of a likelihood that there will be a
significant investment of time, and potentially money, in a lengthy process of customization
without experience. It is through the implementation and the experience of learning that
leaders and staff will gain experience with use of a tool. After a pilot project trying out this
tool, jurisdictions will have a better understanding of how and why it might make sense to
customize a tool.
For examples of completed racial equity analyses, check out Appendix B and Appendix D,
which includes two examples from the city of Seattle, as well as a list of the topics on which
the city of Madison has used their racial equity tool.
Please note: In this
Resource Guide, we
include some data
from reports that fo-
cused on whites and
African Americans,
but otherwise, pro-
vide data for all ra-
cial groups analyzed
in the research.
For consistency,
we refer to African
Americans and
Latinos, although in
some of the original
research, these
groups were referred
to as Blacks and
Hispanics.
Government
Alliance on
Race and Equity
TOOLKIT
Racial Equity
Toolkit: An
Opportunity to
Operationalize
Equity
7
6. Accountability and communication: How will you ensure accountability, communicate,
and evaluate results?
The following sections provide a description of the overall questions. Once you are ready to
jump into action, please check out the worksheet that can be found in Appendix C.
STEP #1
What is your proposal and the desired results and outcomes?
While it might sound obvious, having a clear description of the policy, program, practice, or
budget decision (for the sake of brevity, we refer to this as a “proposal” in the remainder of
these steps) at hand is critical.
We should also be vigilant in our focus on impact.
The terminology for results and outcomes is informed by our relationship with Results Based
Accountability™. This approach to measurement clearly delineates between community con-
ditions / population accountability and performance accountability / outcomes. These levels
share a common systematic approach to measurement. This approach emphasizes the impor-
tance of beginning with a focus on the desired “end” condition.
• Results are at the community level are the end conditions we are aiming to impact. Com-
munity indicators are the means by which we can measure impact in the community.
Community indicators should be disaggregated by race.
• Outcomes are at the jurisdiction, department, or program level. Appropriate performance
measures allow monitoring of the success of implementation of actions that have a rea-
sonable chance of influencing indicators and contributing to results. Performance mea-
sures respond to three different levels:
a. Quantity—how much did we do?
b. Quality—how well did we do it?
c. Is anyone better off?
We encourage you to be clear about the desired end conditions in the community and to
emphasize those areas where you have the most direct influence. When you align community
indicators, government strategies, and performance measures, you maximize the likelihood
for impact. To ultimately impact community conditions, government must partner with other
institutions and the community.
You should be able to answer the following questions:
1. Describe the policy, program, practice, or budget decision under consideration?
2. What are the intended results (in the community) and outcomes (within your organization)?
3. What does this proposal have an ability to impact?
• Children and youth
• Community engagement
• Contracting equity
• Criminal justice
• Economic development
• Education
• Environment
• Food access and affordability
• Government practices
• Health
• Housing
• Human services
• Jobs
• Planning and development
• Transportation
• Utilities
• Workforce equity
8
STEP #2
What’s the data? What does the data tell us?
Measurement matters. When organizations are committed to racial equity, it is not just an as-
piration, but there is a clear understanding of racial inequities, and strategies and actions are
developed and implemented that align between community conditions, strategies, and actions.
Using data appropriately will allow you to assess whether you are achieving desired impacts.
Too often data might be available, but is not actually used to inform strategies and track
results. The enormity of racial inequities can sometimes feel overwhelming. For us to have
impact in the community, we must partner with others for cumulative impact. The work of
government to advance racial equity is necessary, but not sufficient. Nevertheless, alignment
and clarity will increase potential impact. We must use data at both levels; that is data that
clearly states 1) community indicators and desired results, and 2) our specific program or poli-
cy outcomes and performance measures.
Performance measures allow monitoring of the success of implementation of actions that have
a reasonable chance of influencing indicators and contributing to results. As indicated in Step
1, performance measures respond to three different levels:
Quantity—how much did we do?
Quality—how well did we do it?
Is anyone better off?
Although measuring whether anyone is actually better off as a result of a decision is highly de-
sired, we also know there are inherent measurement challenges. You should assess and collect
the best types of performance measures so that you are able to track your progress.
In analyzing data, you should think not only about quantitative data, but also qualitative data.
Remember that sometimes missing data can speak to the fact that certain communities, issues
or inequities have historically been overlooked. Sometimes data sets treat communities as a
monolithic group without respect to subpopulations with differing socioeconomic and cultur-
al experience. Using this data could perpetuate historic inequities. Using the knowledge and
expertise of a diverse set of voices, along with quantitative data is necessary (see Step #3).
You should be able to answer the following questions about data:
1. Will the proposal have impacts in specific geographic areas (neighborhoods, areas, or
regions)? What are the racial demographics of those living in the area?
2. What does population level data tell you about existing racial inequities? What does it tell
you about root causes or factors influencing racial inequities?
3. What performance level data do you have available for your proposal? This should include
data associated with existing programs or policies.
4. Are there data gaps? What additional data would be helpful in analyzing the proposal? If
so, how can you obtain better data?
Data Resources
Federal
• American FactFinder: The US Census Bureau’s main site for online access to population,
housing, economic and geographic data. http://factfinder.census.gov
• US Census Quick Facts: http://quickfacts.census.gov/qfd/index.html
• Center for Disease Control (CDC) http://wonder.cdc.gov
Government
Alliance on
Race and Equity
TOOLKIT
Racial Equity
Toolkit: An
Opportunity to
Operationalize
Equity
9State
• American FactFinder and the US Census website also have state data.
http://factfinder.census.gov
• Other sources of data vary by state. Many states offer data through the Office of Financial
Management. Other places to find data include specific departments and divisions.
Local
• American FactFinder and the US Census website also have local data.
http://factfinder.census.gov
• Many jurisdictions have lots of city and county data available. Other places to find data
include specific departments and divisions, service providers, community partners, and
research literature.
STEP #3
How have communities been engaged?
Are there opportunities to expand engagement?
It is not enough to consult data or literature to assume how a proposal might impact a com-
munity. Involving communities impacted by a topic, engaging community throughout all
phases of a project, and maintaining clear and transparent communication as the policy or
program is implemented will help produce more racially equitable results.
It is especially critical to engage communities of color. Due to the historical reality of the role
of government in creating and maintaining racial inequities, it is not surprising that commu-
nities of color do not always have much trust in government. In addition, there is a likelihood
that other barriers exist, such as language, perception of being welcome, and lack of public
transportation, or childcare. For communities with limited English language skills, appropriate
language materials and translation must be provided.
Government sometimes has legal requirements on the holding of public meetings. These are
often structured as public hearings, with a limited time for each person to speak and little op-
portunity for interaction. It is important to go beyond these minimum requirements by using
community meetings, focus groups, and consultations with commissions, advisory boards, and
community-based organizations. A few suggestions that are helpful:
• When you use smaller groups to feed into a larger process, be transparent about the
recommendations and/or thoughts that come out of the small groups (e.g. Have a list of
all the groups you met with and a summary of the recommendations from each. That way
you have documentation of what came up in each one, and it is easier to demonstrate the
process).
• When you use large group meetings, provide a mix of different ways for people to engage,
such as the hand-held voting devices, written comments that you collect, small groups,
etc. It is typical, both because of structure and process, for large group discussions to
lead to the participation of fewer voices. Another approach is to use dyads where people
“interview” each other, and then report on what their partner shared. Sometimes people
are more comfortable sharing other people’s information.
• Use trusted advocates/outreach and engagement liaisons to collect information from
communities that you know are typically underrepresented in public processes. Again,
sharing and reporting that information in a transparent way allows you to share it with
10
others. For communities that have concerns about documentation status and interaction
with government in general, this can be a particularly useful strategy.
Here are a few examples of good resources for community engagement:
• The City of Seattle Inclusive Outreach and Public Engagement Guide
• The City of Portland’s Public Engagement Guide
You should be able to answer the following questions about community engagement and in-
volving stakeholders:
1. Who are the most affected community members who are concerned with or have expe-
rience related to this proposal? How have you involved these community members in the
development of this proposal?
2. What has your engagement process told you about the burdens or benefits for different
groups?
3. What has your engagement process told you about the factors that produce or perpetuate
racial inequity related to this proposal?
STEP #4
Who benefits from or will be burdened by your proposal? What are your
strategies for advancing racial equity or mitigating unintended consequenc-
es?
Based on your data and stakeholder input, you should step back and assess your proposal and
think about complementary strategies that will help to advance racial equity.
Governmental decisions are often complex and nuanced with both intended and unintend-
ed impacts. For example, when cities and counties face the necessity of making budget cuts
due to revenue shortfalls, the goal is to balance the budget and the unintended consequence
is that people and communities suffer the consequences of cut programs. In a situation like
this, it is important to explicitly consider the unintended consequences so that impacts can be
mitigated to the maximum extent possible.
We often tend to view policies, programs, or practices in isolation. Because racial inequities
are perpetuated through systems and structures, it is important to also think about comple-
mentary approaches that will provide additional leverage to maximize the impact on racial
inequity in the community. Expanding your proposal to integrate policy and program strate-
gies and broad partnerships will help to increase the likelihood of community impact. Here are
some examples:
• Many excellent programs have been developed or are being supported through health
programs and social services. Good programs and services should continue to be support-
ed, however, programs will never be sufficient to ultimately achieve racial equity in the
community. If you are working on a program, think about policy and practice changes that
can decrease the need for programs.
• Many jurisdictions have passed “Ban-the-Box” legislation, putting limitations on the use
of criminal background checks in employment and/or housing decisions. While this is a
policy that is designed to increase the likelihood of success for people coming out of in-
carceration, it is not a singular solution to racial inequities in the criminal justice system.
To advance racial equity in the criminal justice system, we need comprehensive strategies
that build upon good programs, policies, and partnerships.
You should be able to answer the following questions about strategies to advance racial equity:
1. Given what you have learned from the data and stakeholder involvement, how will the
Government
Alliance on
Race and Equity
TOOLKIT
Racial Equity
Toolkit: An
Opportunity to
Operationalize
Equity
11
proposal increase or decrease racial equity? Who would benefit from or be burdened by
your proposal?
2. What are potential unintended consequences? What are the ways in which your proposal
could be modified to enhance positive impacts or reduce negative impacts?
3. Are there complementary strategies that you can implement? What are ways in which
existing partnerships could be strengthened to maximize impact in the community? How
will you partner with stakeholders for long-term positive change?
4. Are the impacts aligned with the your community outcomes defined in Step #1?
STEP #5
What is your plan for implementation?
Now that you know what the unintended consequences, benefits, and impacts of the proposal
and have developed strategies to mitigate unintended consequences or expand impact, it is
important to focus on thoughtful implementation.
You should be able to answer the following about implementation:
1. Describe your plan for implementation.
2. Is your plan:
• realistic?
• adequately funded?
• adequately resourced with personnel?;
• adequately resourced with mechanisms to ensure successful implementation and
enforcement?
• adequately resourced to ensure on-going data collection, public reporting, and
community engagement?
If the answer to any of these questions is no, what resources or actions are needed?
STEP #6
How will you ensure accountability, communicate, and evaluate results?
Just as data was critical in analyzing potential impacts of the program or policy, data will be
important in seeing whether the program or policy has worked. Developing mechanisms for
collecting data and evaluating progress will help measure whether racial equity is being ad-
vanced.
Accountability entails putting processes, policies, and leadership in place to ensure that pro-
gram plans, evaluation recommendations, and actions leading to the identification and elimi-
nation of root causes of inequities are actually implemented.
How you communicate about your racial equity proposal is also important for your success.
Poor communication about race can trigger implicit bias or perpetuate stereotypes, often
times unintentionally. Use a communications tool, such as the Center for Social Inclusion’s
Talking About Race Right Toolkit to develop messages and a communications strategy.
Racial equity tools should be used on an ongoing basis. Using a racial equity tool at different
phases of a project will allow now opportunities for advancing racial equity to be identified
and implemented. Evaluating results means that you will be able to make any adjustments to
maximize impact.
You should be able to answer the following questions about accountability and implementation:
12
1. How will impacts be documented and evaluated? Are you achieving the anticipated out-
comes? Are you having impact in the community?
2. What are your messages and communication strategies that are will help advance racial
equity?
3. How will you continue to partner and deepen relationships with communities to make
sure your work to advance racial equity is working and sustainable for the long haul?
VI. What if you don’t have enough time?
The reality of working in government is that there are often unanticipated priorities that are
sometimes inserted on a fast track. While it is often tempting to say that there is insufficient
time to do a full and complete application of a racial equity tool, it is important to acknowledge
that even with a short time frame, asking a few questions relating to racial equity can have a
meaningful impact. We suggest that the following questions should be answered for “quick
turn around” decisions:
• What are the racial equity impacts of this particular decision?
• Who will benefit from or be burdened by the particular decision?
• Are there strategies to mitigate the unintended consequences?
VII. How can you address barriers to successful implementation?
You may have heard the phrase, “the system is perfectly designed to get the outcomes it does.”
For us to get to racially equitable outcomes, we need to work at the institutional and struc-
tural levels. As a part of institutions and systems, it is often a challenge to re-design systems,
let alone our own individual jobs. One of the biggest challenges is often a skills gap. Use of
a racial equity tool requires skill and competency, so it will be important for jurisdictions to
provide training, mentoring, and support for managers and staff who are using the tool. GARE
has a training curriculum that supports this Toolkit, as well as a “train-the-trainer” program to
increase the capacity of racial equity advocates using the Toolkit.
Other barriers to implementation that some jurisdictions have experienced include:
• a lack of support from leadership;
• a tool being used in isolation;
• a lack of support for implementing changes; and,
• perfection (which can be the enemy of good).
Strategies for addressing these barriers include:
• building the capacity of racial equity teams. Training is not just to cultivate skills for indi-
vidual employees, but is also to build the skill of teams to create support for group imple-
mentation and to create a learning culture;
• systematizing the use of the Racial Equity Tool. If the Racial Equity Tool is integrated into
routine operations, such as budget proposal forms or policy briefing forms, then manage-
ment and staff will know that it is an important priority;
• recognizing complexity. In most cases, public policy decisions are complex, and there are
numerous pros, cons and trade-offs to be considered. When the Racial Equity Tool is used
on an iterative basis, complex nuances can be addressed over time; and,
Government
Alliance on
Race and Equity
TOOLKIT
Racial Equity
Toolkit: An
Opportunity to
Operationalize
Equity
13
• maintaining accountability. Build the expectation that managers and directors routinely
use the Racial Equity Tool into job descriptions or performance agreements.
Institutionalizing use of a racial equity tool provides the opportunity to develop thoughtful,
realistic strategies and timelines that advance racial equity and help to build long-term com-
mitment and momentum.
VIII. How does use of a racial equity tool fit with other racial equity strategies?
Using a racial equity tool is an important step to operationalizing equity. However, it is not
sufficient by itself. We must have a much broader vision of the transformation of government
in order to advance racial equity. To transform government, we must normalize conversations
about race, operationalize new behaviors and policies, and organize to achieve racial equity.
GARE is seeing more and more jurisdictions that are making a commitment to achieving racial
equity, by focusing on the power and influence of their own institutions, and working in part-
nership across sectors and with the community to maximize impact. We urge you to join with
others on this work. If you are interested in using a racial equity tool and/or joining local and
regional government from across the country to advance racial equity, please let us know.
From:rich gutierrez
To:All at City Clerk"s Office
Subject:Middle school sports
Date:Monday, June 8, 2020 12:21:09 PM
Dear Counsel Members and Mayor,
Hi, my name is Rich Gutierrez and I have been a teacher at Alta Loma Middle School for
the past 18 years, and have coached 6th and 8th grade basketball for the past 10 years and 1
year as a golf coach for the SSF middle school sports program. I understand that because of
budget cuts the sports program may be in jeopardy.
I write to state that the sports program is essential for these kids, especially during these
covid times. Now more than ever adolescents are staying inside and not getting the necessary
exercise to help maintain the essential physical and mental health that is garnered thru
exercise, which the SSF sports program has positively provided for many years. Furthermore,
the relationships and camaraderie that are established between children of different ethnicities
thru sports cannot be overestimated.
When I was an adolescent I personally wasn't allowed to, along with my friends, participate
in middle school sports because of prop 13, and feel that this had many negative effects on all
of us. I hope you leaders of this great community can find a way to keep sports alive in South
San Francisco.
Sincerely, Rich Gutierrez
From:Nannette Cole
To:All at City Clerk"s Office; Garbarino, Rich; Addiego, Mark; Matsumoto, Karyl; Nagales, Mark; Nicolas, Flor
Subject:SSF Budget Sub Committee Meeting
Date:Monday, June 8, 2020 4:48:03 PM
City Council Members:
There’s is a very important meeting tomorrow addressing Park and Recreation cuts in our future. I’d like to share
with you the importance of Stephanie King’s classes and what they have meant to me since retirement. Medically, I
have hip and shoulder problems in which the doctor recommended daily exercise. Stephanie’s zumba and pilates
classes have done wonders.
I now feel stronger and healthy. Mentally, I had doubts and fears about retiring. I.e. what am I going to do? Who
am I going to do activities with? Thankfully, I found my gift. Stephanie’s classes where I immediately met other
seniors wanting to stay healthy and active with friendships. Meeting at class and having social gatherings; parties,
lunches, connection to other SSF activities. I’ve tried private gyms, but they don’t provide the camaraderie and
exceptional senior workouts as in our community where I stay connected.
I share my story with you to express how important Stephanie’s excellent classes are to our seniors and all ages of
our city. When considering cut backs, please consider the importance and value Stephanie‘s classes hold for our
“entire“ community.
Thank you, Nannette Cole
From:Catherine Villamejor
To:Garbarino, Rich
Cc:All Council; All at City Clerk"s Office; Futrell, Mike; Addiego, Mark; Matsumoto, Karyl; Nagales, Mark; Nicolas, Flor
Subject:South San Francisco"s Sports Programs
Date:Monday, June 8, 2020 3:15:33 PM
To Whom it May Concern,
My name is Catherine Villamejor, and I am a South San Francisco resident emailing you regarding my concerns on
the proposed plan to cut the Sports Program in South San Francisco schools.
From the summer of 2015 to the spring of 2019, I worked as a recreational leader in both summer camp and after-
school care programs in South San Francisco. Many of the children I have worked with, who have been in enrolled
in these programs, have benefited on a social, physical, mental, and emotional level from joining the sports program.
The sports program has given both coaches and young athletes an opportunity to learn about the sport they are
enrolled in while maintaining a healthy body and mind. Having this program emphasizes the importance of building
a positive community, ambition, motivation, and confidence. Cutting this program would not only be detrimental to
the children who seek this as an outlet towards building their character, but to the general community residing in this
city.
Please let me know if you have any questions, and thank you for your time.
Kind Regards,
Catherine Villamejor
From:Lhen Catam
To:All at City Clerk"s Office; All Council
Subject:Magnolia Senior Center
Date:Monday, June 8, 2020 6:15:04 PM
Dear Council Members,
As a part-time hourly employee at the Magnolia Senior Center/ Adult Day Care Program, I haven't
realized that I have been working there for 12 years now. Honestly, I am really missing all of the seniors,
participants, and staff members that attended the Magnolia Senior Center during this time of pandemic. I
really enjoyed going to work everyday because this is like a second home to me. It's almost as if we were
like a family to each other. I hope and pray to God that you will give all the part time hourly employees a
good and kind consideration during this difficult time until health conditions become more stable.
Thank you so much,
Lilian Catam, Employee since June 2008
From:Daily Account
To:All Council; All at City Clerk"s Office
Subject:Park and Recreation Exercise Classes
Date:Monday, June 8, 2020 7:19:12 PM
To Whom it may concern,
I am a lifelong South San Francisco resident who has taken part in our Park and Recreation classes my whole life,
beginning with tennis and dance class as a child growing up here and now attending Zumba at least 3 times a week,
and occasionally
Tabata class.
I was informed last week that there is a possibility that some of the Exercise classes particularly ones taught by
Stephanie King would be part of budget cuts.
I can not emphasize enough how important these classes are to the health and well being of all of us who attend.
This is a huge part of my daily life. The Zumba class offered 3 times a week
Is the way I stay in shape and we have also formed a huge community where we all check in on each other and what
is going on in our lives. Especially in these trying times it would be devastating to
not continue funding these important classes.
South San Francisco continues to grow as we all can see just by driving around from one construction zone to the
next and it would not make sense to provide outlets for all residents to benefit from.
As we all know health and community go hand in hand these days.
Please under no circumstances discontinue these important classes.
Thank you
Yolanda McGuire
SSF Resident
From:Erika Maida
To:All at City Clerk"s Office; All Council
Subject:SSF_AdultDayCare_Committee_Letter
Date:Monday, June 8, 2020 10:24:40 PM
Attachments:SSF ADC CouncilLetter CristinaMaida June82020.docx
Dear All,
Please find attached my petition letter for the SSF Magnolia Adult Day Care Center funding
on your budget allocations.
Best regards,
Cristina Maida
Address | City, St Zip Code
June 8, 2020
Dear Council Members,
I am writing to let you know how important the services of the SSF Magnolia Adult Senior Day
Care Center are to the community.
I have been working part-time hourly at the Magnolia Senior Center/Adult Day Care program for
19 years. These days have been extremely difficult for me not to be able to provide services at
the center to the seniors/participants and to engage in proactive and very dynamic activities with
the staff at the center. I enjoy going to work every day because this is like my second family. I
hope that you will take into great consideration our great value to the city and overall to the well-
being not only physical but mental to those who needs us the most, our senior community that
has been affected the most during these difficult COVID19 times. They deserve to have their
community center back once things become more stable as they have been the most affected
globally during this pandemic.
I am hopeful that the city will continue their support of this and other valuable community
programs at the senior center and I’m very positive they will re-open and resume operations
when it’s safe to do so.
Thank you so much for your consideration,
Sincerely,
Cristina J Maida
Adult Day Care Activity Leader since 2001
From:Ladislao Rodriguez
To:All at City Clerk"s Office
Subject:Budget Justice for 6/10 SSF Council Meeting
Date:Tuesday, June 9, 2020 12:17:00 AM
Hello,
I am Ladislao Rodriguez, a lifelong resident of Mayfair Village in South San Francisco who
would like to see the city of South San Francisco invest its money into programs which allow
residents to enjoy and use our public facilities. Furthermore, it is essential that the city of
South San Francisco invest more money into its education programs. In an age where
information has become very accessible and Police forces across the nation have resorted to
violence against citizens, it is integral that the public have access to resources which they can
use for their education.
During your next council meeting on June 10th, I highly advise you to consider allocation
more funding to education and parks and recreation. In our city's past, South San Francisco
has cut Parks & Recreation programs by $2.6 million and the Public Library by 700k.
Best,
Ladis
From:Liliana Rivera
To:All Council; All at City Clerk"s Office; Garbarino, Rich; Addiego, Mark; Matsumoto, Karyl; Nagales, Mark; Nicolas,
Flor
Subject:Sports Program
Date:Tuesday, June 9, 2020 6:50:58 AM
To Whom it May Concern,
My name is Liliana Rivera, and I am a South San Francisco resident emailing you regarding
my concerns on the proposed plan to cut the Sports Program in South San Francisco
schools.
The sports program has given both coaches and young athletes an opportunity to learn
about the sport they are enrolled in while maintaining a healthy body and mind. Having this
program emphasizes the importance of building a positive community, ambition, motivation,
and confidence. Cutting this program would not only be detrimental to the children who
seek this as an outlet towards building their character, but to the general community
residing in this city.
Why is it that the city has money to build a new police station, but does not have money for
youth sports programs?
Please let me know if you have any questions, and thank you for your time.
Kind Regards,
Liliana Rivera
El Camino Class of 2013
From:Aristel Delacruz
To:All at City Clerk"s Office
Subject:Budget Concerns
Date:Tuesday, June 9, 2020 10:45:30 AM
Greetings City Council,
I am emailing you all concerning the use of the city's budget. I am an educator in this city and
am deeply concerned given the national conversation around policing in this country and in
our city. While I have known the research on policing and the cheaper and more effective
alternatives to ensuring public safety for some time now, it is my hope that this country along
the city council realize that this is a moment and opportunity to critically shift the way we
think about the safety and health of all people in South San Francisco.
While police officers are needed in situations where they must use force, much of the studies
show that continuing to contribute funds to police and to keep them highly weaponized has
had some negative outcomes both physically and mentally. 1 in 4 police shootings involved
police responding to a mental health crisis, something they are NOT trained for. They do not
possess the proper training and education to effectively deescalate a situation especially when
they show up to a scene with a gun. This is a prime example in which police officers cannot
do what we ask them to do. They fall short of this and that it is imperative we look at how to
shift our budget to better address the inequities that have resulted in crime.
I call for our council to consider how we can support our most vulnerable populations and to
ensure that we address the root cause of crime, poverty. I urge you to divest from a police
force that has been taught to criminalize poverty, mental health, and substance abuse. Prisons
do not solves these problems, Jobs, counselors, social and social workers do. Criminal charges
puts a mark of people that can never be erased despite having paid their debt. Why continue to
fund a system that makes life harder for them? Why fund a prison system with a 70-75%
recidivism rates. Other models of prison and police exist like Norway and Germany that
demonstrate the possibility of what America could be. This your time to act in the interest of
the most vulnerable and disenfranchised peoples. This is what we elected you for.
Thank you,
Aristel de la Cruz
From:Jessica Madrid
To:All at City Clerk"s Office
Subject:(Agenda Item #1/Operating Budget)
Date:Tuesday, June 9, 2020 10:27:46 AM
First and foremost Art in South San Francisco is not only important, but it's essential. Art is the oldest and the most
universal form of expression, not just for one's self but as a whole culturally. I honestly feel we don't have enough
of it here in Our city to showcase our history and our cultures who have thrived here for years, as well as the ones
still holding on to. We need art now more then ever to keep us together and keep us mentally and positively
strong.
I am a artist by trade, it's not always the easiest or even lucrative at times, but through art I have met with some
wonderful opportunities and talented people. Such as those on the Art commission. To keep our minds fresh and
to become stronger together, we must meet monthly at our Cultural Arts meetings monthly. Together we can
continue to imagine and manifest more and even new ways to showcase how creative and artistic we as a
community can be. As a community it's our obligation to to so.
Thank you, Jessica Madrid
From:Liliana Rivera
To:All at City Clerk"s Office
Subject:Agenda Item 1
Date:Tuesday, June 9, 2020 11:35:36 AM
To whom it may concern,
My name is Liliana Rivera and I am a resident of South San Francisco. I was born and raised
here and attended public school for K-12 in South San Francisco. I am reaching out because it
has come to my attention how much funding is being cut for programs at the expense of the
South San Francisco Police Department.
Budgets are a statement of values. Why is it that you deem the parks department and the
library department unimportant enough to get budget cuts while increasing the overall budget
and allocating even more money to SSFPD?
Strong communities are safe communities. Communities where children can engage in sports
programs, seniors can gather at the library, and everyone's voice is valued are safe
communities. Putting even more money into the police does not serve the interest of anyone in
the city except the officer's paychecks.
I implore you to cut the police department's budget and reallocate that money to the Parks and
Rec and Library departments instead. A 26% budget cut to the police department could make
up for all of the cuts that you are proposing to Parks and Rec and Libraries. All of this could
be accomplished without having to raise taxes by a dime.
As a lifetime resident of South San Francisco, I have to say I am highly disappointed after
reviewing these budget documents in detail. Growing up, I watched more and more programs
being cut because of a 'lack of funding'. Realizing now that the city has had the funds the
entire time but insists on using them solely on an overinflated police force is
incredibly frustrating and enraging. The fact that you have deemed it necessary to buy flashy
Corvettes for the Police Department while cutting youth sports programming should make you
ashamed of yourselves. I urge you to do better by our residents.
If you do not vow to cut the funding for the police and reallocate that money to social
programming, I can promise you that the youth of South San Francisco will vote you out. We
will build a community that we want to live in, one that we can be proud of.
Best,
Liliana Rivera
ECHS Class of 2013, Westborough Middle School Class of 2009, Sunshine Gardens
Elementary School Class of 2006
From:Betty Battaglia
To:All at City Clerk"s Office
Subject:agenda item one-budget
Date:Tuesday, June 9, 2020 11:35:53 AM
Good after noon City Council
It is my hope that the City Council will take care to preserve certain Parks and Rec programs and
services, which help provide positive activities to our community. Parks and Recreation staff can help
turn majority of
these programs into something that will work with the new guidelines, such as virtual ballet, art, socially-
distanced music lessons with clear protective barriers and socially distanced for individual sports
practices for
people to work on their skills. They need to be given the funding to keep supporting our community,
providing positive activities and programs.. Most of these programs are cost recovering, and would mean
keeping
some of the hundred plus part time jobs. A great many of these people are residents who live right her in
South San Francisco. Thank you Betty Battaglia
From:Melanie Burchard
To:All at City Clerk"s Office
Cc:Melissa Los Banos Ward; Joanne Los Banos-Villanueva
Subject:Adult Day Care Program
Date:Tuesday, June 9, 2020 11:52:09 AM
Dear South San Francisco City Council Member,
I am writing again in support of the South San Francisco Adult Day Care Program at the Senior Center at
601 Grand Avenue. The South San Francisco Adult Day Care Program is an important program for
seniors and contributes to their well-being, and we hope that the program will continue. It is impressive
that the City of South San Francisco has operated the program for the past 34 years, providing a valuable
resource for residents of San Mateo County.
Social isolation has such negative consequences for people, especially seniors, and our family is thankful
that our mother has had the opportunity to go to the South San Francisco Adult Day Care Program during
the day to attend a well-run program that helps us keep our mother healthy and socially engaged. She
has participated in healthy activities during the day, such as exercise with music, sing-a-longs, art
activities and games. The hot lunch is a treat for her and keeps her healthy. The staff are all attentive
and helpful and they are like family to her.
We support the decision to ensure the health of our community by following the health department
guidelines, and we believe that this can be accomplished while also continuing this important Adult Day
Care Program operated by the City of South San Francisco.
Respectfully,
Melanie Los Banos Burchard
From:Marcela Rivera
To:All at City Clerk"s Office
Subject:Agenda Item 1
Date:Tuesday, June 9, 2020 12:02:29 PM
To whom it may concern,
My name is Marcela Rivera and I am a resident of South San Francisco. I was born and raised here and attended
public school for K-12 in South San Francisco. I am reaching out because it has come to my attention how much
funding is being cut for programs at the expense of the South San Francisco Police Department.
Budgets are a statement of values. Why is it that you deem the parks department and the library department
unimportant enough to get budget cuts while increasing the overall budget and allocating even more money to
SSFPD?
As someone who has worked for the Parks and Rec summer program, I see how underfunded these programs are.
These children deserve better and we can increase the amount of kids in after school programs if we can allocate
funds to open up more centers. Furthermore, pre school is an essential program for young minds. The more kids we
have in preschool the better our society will be later on. If we start education at a young age, these kids will be more
involved in their communities later on.
Strong communities are safe communities. Communities where children can engage in sports programs, seniors can
gather at the library, and everyone's voice is valued are safe communities. Putting even more money into the police
does not serve the interest of anyone in the city except the officer's paychecks.
I implore you to cut the police department's budget and reallocate that money to the Parks and Rec and Library
departments instead. A 26% budget cut to the police department could make up for all of the cuts that you are
proposing to Parks and Rec and Libraries. All of this could be accomplished without having to raise taxes by a dime.
As a lifetime resident of South San Francisco, I have to say I am highly disappointed after reviewing these budget
documents in detail. Growing up, I watched more and more programs being cut because of a 'lack of funding'.
Realizing now that the city has had the funds the entire time but insists on using them solely on an overinflated
police force is incredibly frustrating and enraging. The fact that you have deemed it necessary to buy flashy
Corvettes for the Police Department while cutting youth sports programming should make you ashamed of
yourselves. I urge you to do better by our residents.
If you do not vow to cut the funding for the police and reallocate that money to social programming, I can promise
you that the youth of South San Francisco will vote you out. We will build a community that we want to live in, one
that we can be proud of.
The city is watching your actions, we know our rights and we won’t stop until the residents of this city get the
resources they deserve.
Best,
Marcela Rivera
ECHS Class of 2017, Westborough Middle School Class of 2013, Sunshine Gardens Elementary School Class of
2010
From:Carlos Rodriguez
To:All at City Clerk"s Office
Subject:SSF"s discretionary spending budget reallocation
Date:Tuesday, June 9, 2020 2:21:06 PM
Hello;
My name is Carlos Rodriguez. I have lived in South San Francisco for most of my life
and I own a home near Orange Park. I own and operate our award winning roofing
and solar business here in South San Francisco also. We are proud to be a part of
this community
I have come to learn that 55% SSF's discretionary spending budget is heavily
allocated towards our police and fire departments. I am grateful for the ladies and
gentlemen, of our police department and fire department, that keep us safe. However,
we need to invest more in the young people of our community.
The purpose of my email is to request the City Council to re-allocate more funds for
other important resources for the members of our communities. Please spend more
money on our Parks and Recreations. We need more programs for our children to
stay active and productive. We need more programs to help develop leadership and
talent within our young people. We need more education on opportunities available
for our young people. By investing in the young people of our community and
potential leadership, there is less need for militarization of our police department. I
have come to learn that SSF defunded Parks and Recreation by $2.6 million dollars. I
have come to learn that the Library system was defunded by $700 thousand dollars.
SSF needs to reduce the police department's budget and increase funding to our
Parks/Recs, libraries, and other education.
I am also disappointed that with so much building and development in our city that
more of that business isn't allocated to local businesses and contractors. In
reallocating the discretionary spending budget please include resources to us small
business and local contractors so that we can earn work on the developments in our
own city. The money and jobs could benefit local residents. As a roofing and solar
contractor we would love the opportunity to serve our community more.
Thank you for your attention and please develop the young people and local
businesses of South San Francisco.
Kind Regards,
Carlos Rodriguez
President
From:Renuka Narayan Sibia
To:All at City Clerk"s Office
Subject:Agenda Item 1
Date:Tuesday, June 9, 2020 2:20:45 PM
As someone who grew up in SSF, and was educated here from elementary school through high school, first I would
like to say that I feel the schools should be the first priority in our city. As an adult I have tutored children from our
school district, and I know this would be money well spent. Teachers in our district NEED to be paid more. The
children in this school district need more.
Second, I recently learned that the police department receives almost 30% of the budget, and is still increasing,
while the public libraries and parks and rec budgets are both decreasing, and even combined, both are already only a
fraction of what is spent on policing. As someone who is now raising a family in this city this is unacceptable to
me.
I hope you will reconsider where the money is being spent and invest more in education and the services that
contribute to provide a better foundation and environment for our community.
Renuka Sibia
SSF Resident of 30+ years
From:oliver t
To:All at City Clerk"s Office
Subject:Agenda Item 1
Date:Tuesday, June 9, 2020 2:20:38 PM
Good Afternoon,
My name is Oliver Elias Tinoco and have been a member of the South San Francisco community since I
was five years old. Since that time, I’ve experienced a common thread within the thirteen years that I was a
part of SSFUSD; inability to access proper resources as a result of improper funding. It’s interesting to see,
however, that the SSFPD gains more funding each year with little to no questioning by the community.
Whether it be a lack of funding in areas other than math and sciences, most of which receive help from
Genentech rather than school budgets, or exposed pipes and broken sinks in bathrooms, it is clear that the
amount of money poured back into the education of South San Francisco students is not adequate. I believe
that these institutions reflect the amount of care and priority put into them by the city, and overall county,
and it’s unfortunately clear that they are put on the back burner for no apparent reason. It’s become
painfully obvious that the SSFPD is not in any kind of financial strain that requires their funding be
expanded upon year after year. To make matters worse, the heavy presence of the SSFPD at schools in our
area is almost like an attempt to gloat in the face of educators and students alike, placing an importance on
supposed “law and order” over that of students well-being and proper education. To defund the SSFPD does
not mean inviting in chaos or removing safety, but rather allocating funding into more specialized programs
aimed at the specific needs of the community. It means proper training and resources for professionals with
intimate knowledge on crises like domestic abuse, mental health and rehabilitation, and other services that
police forces cannot offer— even under some sort of reformed training. Don’t allow south San Francisco to
become complicit in the silencing of the public’s demands. We have seen what silence does on a national
scale and I hope you do not allow it here. Prove that South City is of the people, and for the people.
Thank You for your time.
From:Kimberly Hui
To:All at City Clerk"s Office
Cc:Nicolas, Flor; Matsumoto, Karyl; Addiego, Mark; Nagales, Mark; Garbarino, Rich
Subject:Re: Agenda Item 1
Date:Tuesday, June 9, 2020 2:18:54 PM
I'd also like to add that our police force is not trained to deal with mental health crises calls.
We need to defund the police department and hire mental health professionals (counselors,
therapists, social workers). Mental health professionals are adequately trained to deal with
mental health crises. It is both irresponsible and unfair to expect the same amount of
care/response from police officers.
Honestly I don't know what our police force does, and why isn't that transparent? Shouldn't the
community understand what the police are even doing?
Thank you for listening and considering my point of view!
Kimberly Hui
On Tue, Jun 9, 2020 at 13:54 Kimberly Hui <> wrote:
Good afternoon City Council,
I respectfully ask that you reconsider the upcoming year's budget. It is apparent that the Bay
Area and other cities across the United States were not ready to face a pandemic. It is clear
that certain demographics are receiving unequal treatment under the current healthcare
system. It is clear that more funds need to be redirected to serve the community of South
San Francisco. It has also become clear through the nationwide protests that Police are often
allocated a gross and excessive budget.
Why are the police receiving over $31 million in funds? When I see that in the budget, here
are some of my concerns:
1. Is there even a crime rate in South San Francisco that warrants this many police
officer salaries?
2. What has the police success rate in solving crimes been in South San Francisco?
3. Why are they receiving an increase in budget when the Library and Parks and
Recreation departments, who provide essential resources to our communities, are
getting their budgets cut?
4. The budget has not even been addressed any future COVID-19 Planning/Relief. When
will our healthcare workers receive the proper and quality personal protection
equipment?
It doesn't add up and I'd love to see any data that would prove that the Police need a $31
million budget. Redirect funds from the Police to essential community services (Library,
Parks and Recreation, Public Transportation) and to a specific emergency fund for COVID-
19 relief for the community and many healthcare workers.
Create a budget that supports community wellbeing, one that adequately and effectively meets the
needs of at-risk South San Francisco residents, rather than one that empowers police.
Thank you,
Lifelong South City Resident
Kimberly Hui
From:Emma Gutierrez
To:All at City Clerk"s Office
Subject:Public Comment: Council Study Session on Fiscal Year 2020-2021 Operating Budget
Date:Tuesday, June 9, 2020 2:15:35 PM
Hello Council,
My name is Emma Gutierrez and I am resident at here in SSF. I pay property
taxes and I have a strong opinion on where our dollars should go.
Instead of funding police which I see is 28% of the city's budget, resources and funding should
go to different items that help our community flourish. I see a need to reallocate and increase
funds to resources like the Library, Public Works and Economic and Community
Development. These resources are more important and crucial to our residents.
Areas that promote education and health - which are life-affirming resources - do more to
benefit and support our communities rather than policing. As you've seen in recent headlines,
Policing does not work. This begs the question: Why continue supporting this or allocating
more money to this when there are more viable methods?
You are in the positions you're in because you REPRESENT us as SSF residents. It's time you
listen and represent where we residents feel our tax dollars should fund.
Thanks for your time,
Emma G.
From:César “che” Rodríguez
To:All at City Clerk"s Office
Subject:Public Comment | Council Study Session on Fiscal Year 2020-2021 Operating Budget
Date:Tuesday, June 9, 2020 2:15:59 PM
Dear City Council Members,
my name is César Rodríguez, and I am a homeowner in South San Francisco.
The extrajudicial police murders of Breonna Taylor and George Floyd motivated massive mobilizations across the
country, the world, and our dear city.
I am very proud of the young people from South San Francisco that organized a demonstration last week. This is the
sign of a deepening democracy, something all of us, including our City Council, should celebrate, and something
only a fascist would detest.
These murders, which occurred during a global pandemic and economic depression, called into the question public
budgets and public institutions. What are our tax dollars doing for us? Are different levels of government investing
our tax dollars in order to make life precious? Or are they being used to abandon working-class people, support big
business like biotech and developers, while leaving us only with policing that will makes a bad situation worse.
Budgets are moral documents, and I insist that, as you study our city’s budget, you produce a budget that divests
from institutions that take money, time, and liberty from people, and, instead, invest into housing, health care, food,
education - all those things that make life precious.
We’re watching you, and trust you will align yourself with the correct side of history.
Thank you, and be well.
César Rodríguez
From:Nadia Bick
To:All at City Clerk"s Office
Subject:Public Comment for Agenda Item #1/Operating Budget
Date:Tuesday, June 9, 2020 2:12:01 PM
Dear South San Francisco City Council,
As a South San Francisco resident, I am writing to address the
concerns I have with the current budget cuts to the Departments of
Parks and Recreation (cutting $2,107,446) and Library (cutting
$462,028.16).
After examining the proposed budgets for each of the departments, I am
concerned by how the money is spent and allocated. I believe that best
way to reallocate funds is to redistribute the immense $31,128,044
budget of the South San Francisco Police Department and reallocate the
funds to maintain and/or increase the Parks and Recreation Programs as
well as the Library programs. The reallocated funds will create more
community programs which will benefit all residents of South San
Francisco especially communities of color.
Community programs that emphasize youth development are actually
intervention models that help youth grow to become active and engaged
members of their communities as well as “[prevents] adolescent
substance use and youth violence [which] are public health priorities”
(https://bmcpublichealth.biomedcentral.com/articles/10.1186/s12889-016-2817-3#Abs1).
In the current state of the nation, Black Lives Matter is more
prevalent than ever before and the best way to create a new systematic
change is begin to allocate funds for community programming that will
benefit communities of color.
With respect,
Nadia Conrad Bick
From:Eddy Holman
To:All at City Clerk"s Office
Subject:Agenda Item 1
Date:Tuesday, June 9, 2020 1:54:03 PM
City Councilmembers & Administrators,
Upon reviewing the South San Francisco FY 2020-21 General Fund Expenditures, I have
some questions and serious concerns with how our taxpayer dollars are spent.
I am first and foremost concerned that the focus of the budget is a bloated police salary
budget. Currently, there are 118 police employees, with a proposed salary of $27,720,684, that
would average out to $234,921 average salary for police employees. That is an outrageously
high salary for a public employee, can you explain why police officers deserve more than 2
times the median income of south san francisco residents?
Why is the city of SSF proposing a 26.35% cut to economic and community development
during the worst financial crisis in well over 100 years? What programs, that support the
economic development so desperately needed in this time, are being cut in favor of protecting
the massive budget of the police department? How is it that the largest budget allocation, the
police department, is cut a meager $807,183.25 or 2.53%, while our public works, libraries,
IT, community/economic development are slashed?
This is a lopsided budget and a poor attempt at addressing the current economic conditions.
Further, this ignores the national outcry over police brutality and their built in economic
supremacy over all other social services.
I ask that you reconsider this unacceptable budget. Rebalance our budget, we need immediate
cuts to police salaries, you can't possibly tell me there is no room for cuts to a salary budget
that is alone larger than every single city department except fire.
As you have surely noticed, there is a serious reckoning building on the historical role of
police as an instrument of brutality on our minority communities. You cannot ignore this
movement, if you choose to ignore us, know there will be serious sustained opposition. We are
aware of the elections for 2 council seats in november. We will have our voice heard.
Respectfully,
--
Edward Holman
From:Juan Rivera
To:All at City Clerk"s Office
Subject:Agenda Item 1
Date:Tuesday, June 9, 2020 12:58:04 PM
Hello,
My name is Juan Rivera. I have lived in South San Francisco for 24 years.
As a long time taxpayer I think it is a huge mistake what you are doing with the budget. It is
completely unfair to be paying the police an average of $234,000 while there are so many
other needs in our community.
Both of my daughters grew up and went to school here. That money could have been used to
pay their teachers and give them a better education.
I insist that you cut the salary of police officers by at least half and cut their budget overall.
Use that money to take care of our parks and our libraries and our schools.
If you do not fix the budget of this city, I will vote you out.
Regards,
Juan Rivera
Dear Council Members,
It is my greatest pleasure to work at the Magnolia Adult Daycare together with my coworkers
and supervisors. Working as an hourly part-time employee for almost 6 years, I miss the seniors
that I have always seen from time to time in my daily life schedule. We should not forget that
seniors shouldn’t just stay at home. The seniors need some activities like memory games and
other social interactions. We all know that they are more vulnerable to COVID-19, but if we
have extra precaution: social distancing, required masks, washing hands, and using hand
sanitizers. If we follow the protocol we can lessen the chance of having the seniors get
COVID-19. Hopefully, you can consider the budget and not closing the senior center as it is a
place for seniors to have fun and interact with each other. As well as helping the workers get
through this tough time financially.
Hoping forward in opening the senior center.
From:Nicholas Donofrio
To:All at City Clerk"s Office
Subject:City of SSF Budget priorities.
Date:Tuesday, June 9, 2020 2:46:29 PM
To Whom it May Concern,
My name is Nick Donofrio, and I'm reaching out on behalf of Change SSF. As a lifelong
resident of the peninsula Bay Area, a worker in South San Francisco, and a graduate of it's
primary school system (Ponderosa, Westborough and SSF HS) I have a soft spot in my heart
when it comes to this community.
Over the years I've seen the community change and it's been interesting watching the
community adapt to the problems of gentrification while still trying to maintain it's character.
Due to the recent murder of George Floyd we've all become more aware of how our
communities use their resources, and SSF is no exception. It has come to my attention that
SSF uses 28% of it's budget to fund police services, and that strikes me as far too high given
the relative peacefulness in our community.
A budget is not only an allocation of funds but a moral document that shows the values of a
community. In order to adjust to the demands of the time I think we need to reduce the police
budget as far down as practically possible.
Currently we're building a new police station 2 blocks from my work. Our police forces in
SSF also have a new looking fleet of ford explorers (all painted black for some reason, as if
they don't want to be seen) that they love driving around our community.
I would like to see a similar level of budgeting devoted to some of our other services. In 2006
I was in the drama department of SSFHS. We had been using the same set pieces for over 30
years and had layers of paint almost an half-inch thick over some of them. I'd be surprised if
any of that equipment changed in the 14 years since I've graduated.
West Orange library looks much the same as it did when I was a child, and while it's nice that
the library has been provisioned with computers; I'm sure there are other services our library
could offer. Public 3d printing might be a source of revenue, and would also give our children
valuable experience with 3d printed manufacturing from an early age (a huge advantage in a
rapidly changing world).
What I've mainly noticed in SSF though is the lack of community. There are relatively few
public events that bring people together (farmers markets, and days in the park greatly
appreciated), and with the way our housing situation works people in my age cohort (31) have
no connection to this community. Perhaps instead of spending so much on the police, who
admittedly deal with people who want to abuse our community, we can spend more on
bringing us together. Improve our parks, educate our children, and make it easier for our
elders to maintain their autonomy.
I notice that the fire department is at 27% and that makes more sense to me. They protect our
community from natural and man made disasters. At the same time they also provide essential
first aid paramedic services. That seems like a worthy reason to spend a quarter of our budget,
but it doesn't seem to be worthy to me to spend a slightly greater amount on a service that isn't
as necessary.
I urge you to please reconsider how to spend our money. Other communities have tried
hardening and bringing in law enforcement to solve any problem under the sun. I don't want
that, I don't think our community wants that, and I think even police officers want to have their
roles re-examined. We've reached the limit of the social unrest we can solve with policing.
Let's try something new.
Best Regards,
--
Nicholas Donofrio
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From:Kristen Cantor
To:All at City Clerk"s Office
Subject:Agenda Item 1
Date:Tuesday, June 9, 2020 2:47:03 PM
To the South City council members,
My name is Kristen Cantor. I am writing to you today to consider reallocating funds from the
ssfpd to programs that are actually beneficial to the community of ssf. Those programs
being affordable housing, healthcare, schools and recreational programs. These programs
contribute to the community of South San Francisco and by cutting the funds in these areas
does not benefit the community but gives more to the police. We need to focus on the
voices of the community and what we are asking for. As a SSFHS alumni, our school was
short of resources, books, supplies, we had to see many amazing teachers leave our
school because they were not getting paid enough, cutting down the courses students
could take.
I am standing with CHANGE SSF which stands in solidarity with the Black Lives Matter
Movement. The SSFPD is supposed to protect our community yet one of our own, Derrick
Gaines a youth (15 years old) in south san francisco was shot and killed by Officer Joshue
Cabillo who was at the time a SSF police officer, instead of getting justice, Cabillo was
transferred to SFPD. We have not forgotten about Derrick Gaines, neither should you.Our
community wants to feel safe from police brutality and racial discrimination and we cannot
guarantee safety from the SSFPD. Reallocating their funds towards the community and
investing in as I said previously, affordable housing, healthcare, education, and recreational
programs, can bring more opportunities and bring a safer and closer community and
environment for South San Francisco. Thank you.
--
Kristen Cantor
From:Kanani Cortez
To:All at City Clerk"s Office
Subject:Public Comment- Agenda Item 1
Date:Tuesday, June 9, 2020 2:49:53 PM
I am extremely disappointed by the elected officials in this city. There has been no official
statement made in support of Black communities that suffer from police violence across the
globe. There’s a national conversation happening, yet this city has nothing to say? We have
seen this violence firsthand in our community. Maybe some of you have forgotten Derrick
Gaines, but we have not. Derrick Gaines was murdered by a South San Francisco Police
officer in 2012 at the age of 15. The officer, Joshua Cabillo, then went on to work for the
SFPD and committed further injustices and violence against Black and Brown individuals
and I hold the SFPD and city of South San Francisco responsible for his death and those
who experienced violence at the hands of Cabillo after that. There is no tiptoeing around
this issue. It is time to acknowledge that racism runs rampant in every police department,
including ours. This institution profits off of the criminalization and suffering of Black
individuals and other people of color. This is a disgrace. We see how these issues also
impact our healthcare system, education and financial well being for our communities. I am
demanding that you make the commitment to begin permanently removing funds from the
SSFPD and start putting money into the resources our residents have been begging for. I
am ashamed to be a resident of a city whose elected officials refuse to be anti-racist.
-Kanani Cortez
From:Natasha Cortez
To:All at City Clerk"s Office
Subject:Agenda Item 1
Date:Tuesday, June 9, 2020 2:54:48 PM
Hello,
My name is Natasha Cortez and I have lived in South City for most of my life. I am writing
with regard to recent calls nationwide to look at and reconsider how our nation's cities and
states allocate our budgets toward the police department. As I am sure you are aware with
regard to this now national conversation, much research has shown that policing does not
actually improve the safety and wellbeing of residents across many different landscapes be it
in suburban, urban and rural areas. What does, however, support the wellbeing and safety of
community members in cities across the United States is deep trust and investment in our
communities through housing, health care services, jobs, mental health services, and education
(some of these I am fully aware are under county rather than city jurisdiction).
In reading the budget for FY 19-20, I am appalled that $31.9 million is being recommended in
FY 20-21 towards funding the South San Francisco Police Department over extremely
important community resources such as community development, housing, libraries, parks and
recreation and community services. We demand a budget that adequately and effectively
meets the needs of at-risk South San Francisco residents during this trying and uncertain time,
when livelihoods are on the line. We demand a budget that supports community wellbeing,
rather than one that empowers police.
I'm also concerned about whether or not the South San Francisco police force is sufficiently
trained to take mental health crises calls.
I am urging you to reallocate funding away from the Police Department towards vital services
and resources in the City of South San Francisco budget for the 2020-2021 fiscal year. Public
opinion is with me.
Thank you for your time,
Natasha Cortez
From:jack samman
To:All at City Clerk"s Office
Subject:Agenda Item 1 - Public Comment
Date:Tuesday, June 9, 2020 2:55:59 PM
My name is Jack Samman and I am a resident of South San Francisco. I am emailing to
demand that Mayor Garbarino and the city council divest from the South San Francisco Police
Department. We will not tolerate this massive portion of our budget to go towards the police
who time and time again have discriminated against their own community which they have
sworn to serve. We want to see the money reinvested back into the community to build
ourselves up rather than held down by the police department. We want change and that change
starts with defunding the police department. The budget would be better spent in our education
system, transportation, and community programs. This reinvestment of the budget will grow
our community to be stronger as a whole and show that the people of South San Francisco are
really the priority. The people should not have to fund the hand that keeps them down while
we ask you to simply let us enrich our own lives. Thank you for your attention to my concerns.
From:Russell Lee
To:All at City Clerk"s Office
Subject:SSF City Council Public Comment 6/09/2020
Date:Tuesday, June 9, 2020 2:57:40 PM
Hi Mayor Garbarino, Vice Mayor Addiego, and city council. My name is Russell and I've had
the pleasure to intern for the city for the past 3 years, due to a kind Council Member
Matsumoto. I'm writing this today, because of a deep grief that's been resurfaced in this
country and this city. Going to protests and watching them online, seeing the passion and the
anger of more than just my generation, the underlying problem is starting to become clear: that
policing itself is the source of so much anguish in our city and country. This is NOT a lived
experience. A fond memory I have in elementary school was entering a squad car, pretending I
was a police officer. I've been on a ride along, my whole life. I've felt safe around police
officers because they put themselves in harm's way for the 'good' of the people.
But as these protests have brought to light, as students my age and younger had highlighted
through their experiences, this is not the case for others, specifically my peers who either
happen to have darker skin, or "look a certain way" to a patrolling officer. The problem goes
beyond any one or two bad apples. You don't have to be a racist police officer to police
racistly. Take some of the best people in the world, put them in uniform, out in the field with a
gun telling them to always be vigilant because every day can produce a life or death situation,
and personal biases are bound to be shown.
What I call on the city council to do is to rethink how we ensure the safety of South San
Francisco: to focus our safety system on crime prevention, via social service investment,
rather than arrests, and conflict resolution through social and mental health workers. And I'd
like to see the scaling back and defunding of SSFPD and its reallocation to other city
departments like childcare and economic and community development, so that we can recreate
our city as a safer place for police officers and its residents. I don't want my friends living in
fear of a police force who's conditioned to be scared of its residents. This is not just a South
City problem, no one's specifically at fault. But a lack of action and complacency would prove
to be disastrous for everyone.
Thank you so much for your time council.
Sincerely,
Russell
From:Valeria Olguin
To:All at City Clerk"s Office
Subject:Agenda Item 1
Date:Tuesday, June 9, 2020 2:57:59 PM
My name is Valeria Olguin and I am a lifetime resident of South San Francisco. I’m asking
you today to defund the SSFPD. Often, when a request such as this is made I hear
arguments such as, “but the cops serve and protect our community!” But it has long been
clear that our local government no longer understands what a community is. Our
community has been serving and protecting ourselves for decades from city leaders and
the SSFPD as we have watched you sell our city off to foreign investors, self involved
transplants, and billionaire tech companies while harassing and mass policing our people.
We are tired of watching you flaunt new housing complexes and a new police station as we
watch our teachers boycott for an affordable salary, our neighbors lose their homes, our
parks fall apart and our children fall behind in school. Throughout this pandemic have you
even for a second been concerned about how much our students will fall behind due to lack
of resources or do you just not care? Who cares right! If the kids fall behind and slip up you
can just send them to juvy and have the cops perpetually harass them! Anything to keep
the outsiders happy!
What part of the community are the cops protecting? The long time residents that moved to
the east bay for affordable housing? The youth that cops mass policed into prison? The
library staff you will lay off with budget cuts? The parks and rec staff that onced worked
hard to organize little league teams and day in the park? You have chipped away at our city
and reallocated funds into an army of cops you keep building to further protect your private
investments and interests.
You may think that this is a one time, maybe two time event that will die down once the
national movements stop being broadcasted, but you are incorrect. The movements
occurring nationwide have only but become a catalyst for the community in this city. We
have been watching and standing by too long. We are done and we are ready to reclaim
our city. That is why today we begin by asking you to defund SSFPD.
From:Jacqueline Kong
To:All at City Clerk"s Office
Subject:Agenda Item 1
Date:Tuesday, June 9, 2020 2:58:46 PM
To the South San Francisco city council:
My name is Jacqueline Kong and I'm a former resident of South San Francisco and an alum of
South San Francisco High School, and I am writing regarding the proposed FY2020-21 budget
being discussed at today's special meeting.
In light of the recent global protests after the murders of George Floyd and Breonna Taylor,
there have been many conversations about the ways in which policing in the United States
contributes to racism. I believe that South San Francisco has an opportunity at this time to
address this issue by reallocating funds away from the Police department budget and investing
in community-based alternatives to policing instead.
Today's proposed budget for the SSF police department is $31,935,228, 28% of the proposed $112,416,313 general fund. I urge Mayor Garbarino and the city council to restructure the budget and reduce funding to the police department by at least 50%, and to reallocate those funds to other departments.
I was born and grew up in South San Francisco, and I care deeply about the city and its people. I hope to see city council support SSF residents by taking a close look at the FY2020-21 budget and choosing to divest from policing and invest in community and people-oriented alternatives to policing.
Best,Jacqueline Kong
--
Jacqueline Kong
From:Bridgett A. Hernandez
To:All at City Clerk"s Office
Subject:Agenda Item 1
Date:Tuesday, June 9, 2020 2:58:47 PM
Thank you City Council members for this opportunity. My name is Bridgett Hernandez. I am a
graduate of the South San Francisco Unified School District and have lived in this community
my whole life. In fact, I was just hired as South San Francisco High School’s School
Counselor. It has always been my dream to return home and serve the community that has
shaped me into the multicultural competent and social justice agent I am today. Today I urge
you to decrease the amount of funding that is delegated to the South San Francisco Police
Department and reallocate funds to prioritize essential Mental Health Services such as crisis
counseling and de-escalation teams. You may be wondering, “What about the safety of our
community?” So, let me provide you with some insights. The people who regularly respond
to crises are the people best-equipped and trained to professionally address those crises. These
individuals include Mental Health Providers, Social Workers, School Psychologists, School
Counselors, and Wellness Professionals. These folks are trained in crisis and de-escalation and
have to acquire hundreds of hours of training. Furthermore, mandating more culturally
competent mental health training for our Police Officers would also be of importance to ensure
the positive well-being and development of our community members. We deserve a
community that provides resources and a foundation to live in and thrive, especially for our
community members of color. Sit with the uncomfortability of change, but now face it head-
on. Prioritize the needs of our community. Invest in our community. See us, hear us, value us.
Times are changing, they’ve been changing, so let’s make the change in our community.
Thank you.
--
Bridgett Hernandez
Pronouns: She/Her/Hers
From:Alexandra Warren
To:All at City Clerk"s Office
Subject:Agenda Item 1: Public Comment
Date:Tuesday, June 9, 2020 2:58:51 PM
Attachments:AWarren SSF Public Comment.docx
Hello,
My comment for the South San Francisco City Council is attached, and is pasted below.
Thank you.
Sincerely,
Alexandra Warren
Good evening Mayor Garbarino, and South San Francisco City Councilmembers.
My name is Alexandra Warren. I grew up in South San Francisco, and even though I am
currently about 2,600 miles away in Boston, Massachusetts, I write to you today because I
care deeply about the city that shaped me. I wanted to add my voice to this community
gathering, to share how my classes at SSF Parks & Recreation forwarded my positive life
trajectory, and why the opportunities that I had access to should continue to be made even
more widely available.
I credit my SSF Parks & Recreation ballet classes with instilling life lessons in me that I use
every day in the professional world. The time I spent in Maria Spremich’s classroom is what
taught me hard work, perseverance, and thoughtfulness. Teacher Maria showed me the
kindness and inclusivity that I needed to see in a world that is too often closed off to diversity.
She gave me hope. With that hope I became more involved in my school, I reached for
opportunities that I did not think were attainable, and I now stand as an educated and
productive member of society.
My story is not isolated. It is nothing new. There are countless youth in our community who
have benefitted from educators who genuinely care about their well-being and want to see
them thrive both inside and outside of the classroom. I do not want to see opportunity trend
backwards. I was lucky enough to have access to those lessons, but not every student in our
community has that same privilege. The issue today is not one of money, it is an issue of
opportunity, equity, and access. I hope that we can all reflect today and every day on how to
build a system that supports every young person’s positive growth. This will be best
accomplished by divesting funds from SSFPD and reallocating to other departments in the
city, such as Parks & Recreation, that are underfunded and in need of your attention.
Thank you for your time, and thank you for hearing my voice.
Public Comments Left via Voicemail:
Margarita Lee – Wanted to let the City Council know how important the Magnolia Senior Center is to her
and other senior citizens, as it provides a safe environment. She gave compliments to the Director and
staff as well.
Two anonymous callers left a voicemail asking for the Orange Park Pool to be opened again once it is
safe.
Nancy Parsons – Would like the pool to be opened up again.
Diedra Walker – Also wants the pool to open up again once it is safe.
Betsy K. – Wants the pool to open up again to allow senior citizens a safe place to exercise.
City of South San Francisco
Legislation Text
P.O. Box 711 (City Hall, 400
Grand Avenue)
South San Francisco, CA
File #:20-325 Agenda Date:6/9/2020
Version:1 Item #:2.
Report regarding proposed Capital Improvement Program for Fiscal Year 2020-21.(Eunejune Kim,Director of
Public Works/City Engineer and Matt Ruble, Principal Engineer )
RECOMMENDATION
Staff recommends that the City Council review and provide feedback on the proposed Capital
Improvement Program for Fiscal Year 2020-21.
BACKGROUND/DISCUSSION
The Capital Improvement Program (CIP)outlines large capital expenditures and infrastructure improvement
projects throughout the City.City departments identify necessary improvements and prioritize project
implementation when preparing the CIP.
City staff considers the following criteria when selecting projects for inclusion in the CIP:
•Grant funded projects requiring a city contribution
•Previously approved projects under construction or contract
•Projects required for regulatory compliance
•Projects to maintain or upgrade existing City infrastructure
•Projects with no general fund allocations
•Projects requested by the community or city departments
•Projects that can be reasonably delayed, are complete, or no longer necessary
With these guidelines in mind,Staff proposes the following FY 2020-21 CIP budget appropriations and
reductions,for the City Council’s review and feedback.Revisions to the proposed items will be presented to the
Council at its subsequent meeting.
The proposed fiscal year (FY)2020-21 CIP budget is $296.5 million,with $144.3 million of new
appropriations and $152.2 million of previous year appropriations for continuing projects.The single largest
new appropriation is the estimated $99 million for the Civic Center Campus Project.
CIP Project Summary
The FY 2020-21 CIP includes 103 projects;10 new projects and 93 continuing projects.The CIP is comprised
of six project types:
•Public Facilities
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•Parks
•Storm Drains
•Sanitary Sewer
•Streets
•Traffic
The following brief overview identifies proposed new projects as well as additional appropriations for
continuing projects by type.
Public Facilities Projects ($105.1 million)-These projects renovate,construct,and improve city buildings and
infrastructure.
•(pf1707)Civic Center Campus-This project will design and construct a new community civic campus
including a new library,parks and recreation facility,council chambers and includes design of a new
police operations and 911 dispatch center and a new fire station - $99 million
•(pf2001)Oyster Point Fuel Tank Removal -Removes decommissioned underground fuel tanks from
Oyster Point Marina - $200,000
•(pf2002)Oyster Point Marina Water-Taxi Ferry Terminal -Engineering and design work to upgrade
Oyster Point peninsula,the adjacent guest dock and design a new water-taxi ferry terminal and
passenger building.The improvements will assist in the elimination of flooding over landfill and
account for sea level rise. - $300,000
•(pf2003)Police Operations and 911 Dispatch Center -Project constructs a new police operations and
911 dispatch center at the corner of Chestnut and Antoinette - $57,615
•(pf2101 New Project)New Preschool Facility -Designs and constructs a new licensed preschool facility
- $5.5 million
Storm Drain Projects ($6 million)-Projects repair and improve storm drains and install green infrastructure
to reduce pollution run-off into the San Francisco Bay.
•(sd1801)Orange Memorial Park Storm Capture -Designs and constructs a storm water capture system
to ensure the City complies with Municipal Regional Permit requirements - $6,000,000
Sanitary Sewer Projects ($16.4 million):Projects to maintain the Water Quality Control Plant (WQCP),
Collection System Pumps Stations and sanitary sewer lines within the City.
•(ss1307)Plant-wide Industrial Re-coating Program -Provides new paint and protective coatings on
(WQCP) buildings and pipes - $1.75 million
•(ss1703)Water Quality Control Plant Secondary Clarifiers No.1 and 2 Reconstruction -This project
will remove and replace drive mechanism and center columns,repair concrete tank structure,and
abrasively blast and recoat tank interior and exterior. - $6.2 million
•(ss1705)WQCP Switchgear and Cogeneration Controls Upgrade -Design,construct and replace
automatic switchgear and cogeneration controls - $1.7 million
•(ss1802)WQCP Sea Level Rise Study and Planning -Develop strategies,and begin design for sea level
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rise mitigation at the WQCP - $405,572
•(ss1901) Pump Station Industrial Re-coating Program - Provides new paint and protective coatings on
pump station infrastructure - $750,000
•(ss1902) Pump Station 14 Upgrade - This project will design necessary upgrades to pump station in
order to accommodate the new growth in "The Cove" area - $4,000,000
•(ss2001) Sanitary Sewer Rehabilitation - Based on the Sewer Master Plan analysis and recommendation
- $1,575,000
Streets Projects ($10 million):These projects study the feasibility of proposed roadway and rail extensions,
repair bridges, resurface streets, improve medians and sidewalks.
•(st1502)Grand Boulevard Initiative Phase II (Kaiser Way to McLellan Drive)-Installs enhanced
pedestrian crossings,expanded bus stops and waiting areas,and new landscaped medians,as part of the
City’s 2011 El Camino Real/Chestnut Avenue Area Plan - $200,000
•(st1601) Linden Avenue Complete Streets Phase I - Improves Linden Avenue from California Avenue to
Aspen Avenue. Elements include new intersection bulb-outs with Low Impact Development (LID)
treatments and landscaping, high visibility crosswalks, ADA curb ramps, pedestrian crossings,
pedestrian median refuge islands, and installs a Class II bike lane with signage - $900,000
•(st1602)Linden Avenue/Spruce Avenue Traffic Calming Improvements Phase II -Designs pedestrian
and bicycle improvements along the corridor - $300,000
•(st1703)Bridge Maintenance Program -This project performs preventative maintenance on ten (10)city
bridges including:Colma Creek Bridge at Produce Avenue,Colma Canal Bridge at Linden Avenue,Two
bridges over San Bruno Channel over N.Access Road,Colma Creek Bridge at Spruce Avenue,Colma
Creek Bridge at Chestnut Avenue,Colma Creek Bridge at Utah Avenue,Grand Avenue and San Bruno
Channel for North Access Road - $250,000
•(st1801)Grand Avenue Streetscape -The project redesigns Grand Avenue to accommodate wider
sidewalks and an improved streetscape,improving Caltrain Station access,and supporting the
downtown retail environment.Phase 1 -project will include improvements to Airport Boulevard and
Grand Avenue crosswalks.Phase 2 -prepare and implement new streetscape designs for Grand Avenue
including new sidewalk paving,corner bulb outs,crosswalk treatments,new street furnishings,and
landscaping - $1.525 million
•(st1807)Grand Boulevard Initiative Phase III -The project Improves El Camino Real between Arroyo
Drive and Kaiser Way by installing enhanced pedestrian crossings,with corner bulb outs and median
refuges, expanded bus stop / waiting areas, and a new landscaped median - $400,000
•(st1904)Underground Utilities District (UUD)Rule 20A for Mission Road -Establishes a new UUD on
Mission Road to complete a gap between utilities undergrounded with the BART station construction
and utilities to be undergrounded with Parcel C development - $72,000
•(st2002)Survey Monuments -This project restores State required survey monuments throughout the
City - $75,000
•(st2003)Caltrain to East Grand Bike Gap Closure -This project will connect the Caltrain Station Poletti
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•(st2003)Caltrain to East Grand Bike Gap Closure -This project will connect the Caltrain Station Poletti
Plaza to the bike facilities at East Grand Avenue,installing a shared-use asphalt path,modifying the
Grand/East Grand intersection for high visibility crosswalks,and removing the right turn slip lane at
Grand/East Grand - $1.1 million
•(st2004)South Airport and Belle Air Intersection Improvements -Project adds a third high visibility
crosswalk at S.Airport /Marco Way intersection modifies the S.Airport /Belle Air intersection,adding
a crosswalk and pedestrian refuge at the south leg.Converts the existing bike lanes on Belle Air to full
green bike lanes and adds green skips to the soon to be built S. Airport bike lanes - $368,000
•(st2101 New Project)El Camino Real Median Improvement Project -Project replaces the landscaped
median,including irrigational systems and vegetation on El Camino Real between Chestnut Ave and
Spruce Ave. The project replicates or complements the Grand Boulevard design concepts - $75,000
•(st2102 New Project)Fiber Optic Installation Project -This project funds the City participation in a
“Dig Once”joint trench project,installing two 2-inch conduits for fiber optic cables throughout the city.
Participation in the joint trench program realizes a significant savings when compared to a standalone
project - $750,000
•(st2103 New Project)Pavement Management Program (PMP)-2020 Surface Seal Project which
rehabilitates various city streets in accordance with the City’s pavement management program -$2.7
million
•(st2104 New Project)PMP -2020 Pavement Rehabilitation Project which rehabilitates various city
streets in accordance with the City’s pavement management program - $1.67 million
•(st2105 New Project)PMP -2021 Surface Seal Project which rehabilitates various city streets in
accordance with the City’s pavement management program - $ 100,000
•(st2106 New Project)PMP -2021 Pavement Rehabilitation Project which rehabilitates various city
streets in accordance with the City’s pavement management program - $100,000
Traffic Projects ($6.9 million):These projects focus on arterials,corridors,and key intersections within the
City including adaptive traffic signals to provide better traffic flow,improve pedestrian safety,traffic calming,
and better bicycle rider safety on city streets.
•(tr1602)Oyster Point Boulevard and East Grand Avenue Corridor Improvements -Designs
improvements at the East Grand Avenue/Gateway Boulevard and East Grand Avenue/Forbes Boulevard
intersections - $620,000
•(tr1901)Adaptive Traffic Control System -Plans,designs,and implements citywide adaptive traffic
signal control systems - $600,00
•(tr1904)Miscellaneous Traffic Improvements -Addresses traffic related issues in the City,such as
striping, signs, traffic signals and more - $250,000
•(tr1906) Hillside and Lincoln Traffic Improvements - Project replaces existing three-way STOP at
Hillside Avenue and Lincoln Avenue with traffic signals and includes pedestrian crossing and sidewalk
improvements. Additionally, this project will reconfigure the roadway by reducing Hillside Boulevard to
one lane between Lincoln Street and Lawndale Boulevard, installing a two-way center left-turn lane,
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and separated bike lanes in each direction on Hillside Boulevard. This project may also include the
construction of a sidewalk between the intersection and adjacent school and new trail connection to the
existing City trail network. - $1.5 million
•(tr2001)West Orange Avenue and Hillside Boulevard Pedestrian Crossing Improvements -Provides
pedestrian improvements such as flashing beacons or high visibility crosswalks at various intersections.
- $116,000
•(tr2101 New Project)Utah and Harbor Intersection Improvements -Project removes street parking on
Harbor Way to accommodate a SB right-turn and NB through lane,restripes and removes street parking
on Utah Ave.to add one EB left-turn and one WB left-turn,replaces existing 4-way STOP with traffic
signals - $250,000
•(tr2102 New Project)East Grand and Allerton and East Grand and DNA Way Intersection
Improvements -Project includes lane modifications and traffic signal installation at East Grand and
Allerton and East Grand and DNA Way.Project includes signal interconnect conduit and fiber to
support the City’s Adaptive Traffic Control System - $3,500,000
•(tr2103 New Project)Local Roadway Safety Plan (LRSF)-Project evaluates the City’s unique local
traffic safety,developing a prioritized list of improvements and actions with defined needs,contributing
to and in support of the Statewide Strategic Highway Safety Plan.Federal mandates require each State
to complete a statewide data-driven traffic safety plan coordinating the efforts of a wide range of
organizations to reduce traffic accident fatalities and serious injuries on all public roads - $80,000
FUNDING
City of South San Francisco Printed on 6/5/2020Page 5 of 6
powered by Legistar™
File #:20-325 Agenda Date:6/9/2020
Version:1 Item #:2.
The attached Proposed FY 2020-21 Capital Improvement Program spreadsheet identifies project specific
funding allocations.
CONCLUSION
Staff will amend the FY 2020-21 CIP based upon direction received,and will present the revised CIP at the
June 24, 2020 City Council Meeting.
Attachments:
1.Proposed Capital Improvement Program FY 2020-21
2.PowerPoint Capital Improvement Program FY 2020-21
City of South San Francisco Printed on 6/5/2020Page 6 of 6
powered by Legistar™
City of South San Francisco
Proposed
Capital Improvement Program
Fiscal Year 2020-21
Prepared by the Public Works Department
Proposed CIP FY 2020-21 - Page 1 -City of South San Francisco
Attachment 1
This page is intentionally left blank.
Proposed CIP FY 2020-21 - Page 2 -City of South San Francisco
A B A+B
Project Type Count
g
Appropriations
as of March
2020
FY20-21
Appropriations
Total
Appropriations
Public Facilities 15 51,957,786 105,140,257 157,098,000
Parks 12 1,937,008 - 1,937,000
Storm Drains 7 9,137,841 5,943,087 15,081,000
Sanitary Sewer 16 52,810,262 16,378,572 69,189,000
Streets 32 25,605,944 9,966,324 35,572,000
Traffic 21 10,779,965 6,892,309 17,672,000
Total 103 152,228,805 144,321,000 296,549,000
Total Appropriations by Project Type
[1] Note: This is the estimated remaining appropriations as of March 31, 2020. This amount is
subject to change based on FY 2019-20 year end results.
Public Facilities
53%
Parks
1%
Storm Drains
5%
Sanitary Sewer
23%
Streets
12%
Traffic
6%
Proposed CIP FY 2020-21 - Page 3 -City of South San Francisco
Total Appropriations by Funding Source
A B A + B
Funding
Source
Remaining
Appropriations
as of March
2020
FY20-21
Appropriations Total
General Fund 2,592,218 4,409,171 7,001,389
Measure W 7,309,306 12,667,000 19,976,306
Park-in-Lieu Fees 1,124,067 - 1,124,067
Park Land Construction 98,177 - 98,177
Infrastructure Reserves 6,363,645 (18,342) 6,345,303
Gas Tax 854,370 211,504 1,065,874
SMC Measure W 135,511 600,000 735,511
Measure A 3,320,312 692,309 4,012,621
Road Maintenance Acct (SB1)2,118,833 1,400,000 3,518,833
Grants 10,270,473 (64,422) 10,206,051
Sewer Enterprise 19,831,960 9,638,448 29,470,408
East of 101 Sewer Impact 3,334,329 4,000,000 7,334,329
Sewer Capacity Charge 6,292,916 - 6,292,916
San Bruno/ NBSU 4,584,705 2,740,124 7,324,828
Other Funding Sources 12,523,318 6,057,615 18,580,933
Storm Water 55,985 - 55,985
Traffic Impact Fees 6,279,157 9,403,000 15,682,157
Other Impact Fees 974,785 5,500,000 6,474,785
Bonds/Loans 63,053,692 87,084,142 150,137,834
Total 151,117,760 144,321,000 295,438,000
#REF!#REF!
General Fund
3%
Measure W
9%SMC Measure W…
Measure A
1%
Road Maintenance Acct
(SB1)
1%
Grants
0%
Sewer Enterprise
7%
Sewer Capacity Charge
0%
San Bruno/ NBSU
2%
Other Funding
Sources
4%
Traffic Impact Fees
7%Other Impact Fees
4%
Bonds/Loans
62%
Proposed CIP FY 2020-21 - Page 4 -City of South San Francisco
Public Facilities Projects
Proposed CIP FY 2020-21 - Page 5 -City of South San Francisco
Community Civic Campus
New Appropriations Request
Project Number pf1707
Project Scope
Project Justification
Project Manager Jacob Gilchrist
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Measure W 33,583,435 12,000,000 12,000,000 9,332,423 - - 66,915,858
Lease Revenue Bonds - 87,084,142 - - - - 87,084,142
Other Sources [1]-
Asset Seizure Fund - - - - - - - y p
Fee - - - - - - -
Proceeds - - - - - - -
Total Funding Sources 33,583,435 99,084,142 12,000,000 9,332,423 - - 154,000,000
Expenditures Prior Years Exp Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 27,110,234 21,905,118 88,428,390 56,920,686 18,594,363 - 212,958,791
Balance Forward 6,473,202
This project will design a new Community Civic Campus that includes a new library, parks & recreation facility, council
chamber, a police operations & 911 dispatch center and a new fire station. The project also includes construction cost
for the library, parks & recreational facility.
The Library and Parks & Recreation Departments can benefit by providing joint meeting space and have facilities that
meet the current and future community needs.
Project Funding Detail
Out years
Note [1]: Other sources include; donations, grants, infrastructure reserves, and impact fees.
[2]: The total estimated expenditures are subject to change based on contractor prices once bids are recieved for the construction.
Proposed CIP FY 2020-21 - Page 6 -City of South San Francisco
City Hall Roof Replacement
Appropriations Reduction
Project Number pf1804
Project Scope
Project Justification
Project Manager Matt Ruble
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 235,162 (1,500) 233,662
-
-
-
Total Funding Sources 235,162 (1,500) - - - - 233,662
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 233,662 - - - - - 233,662
Note: Out year expenditures are estimates and subject to change
Balance Forward 1,500
This project will provide a complete roof replacement of City Hall and any needed structural improvements.
The roof experiences significant leaking during rain events and disrupts operations. Given the current condition
and cost estimate for roof repair, a complete replacement is recommended to maintain the condition of the facility.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 7 -City of South San Francisco
Oyster Point Fuel Tank Removal
New Appropriations Request
Project Number pf2001
Project Scope
Project Justification
Project Manager TBD
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 100,000 200,000 300,000
-
-
-
Total Funding Sources 100,000 200,000 - - - - 300,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 8,865 300,000 - - - - 308,865
Note: Out year expenditures are estimates and subject to change
Balance Forward 91,135
Out years
Remove underground fuel tanks from Oyster Point
The underground fuel tanks are no longer necessary and should be removed.
Project Funding Detail
Proposed CIP FY 2020-21 - Page 8 -City of South San Francisco
Oyster Point Marina Water-Taxi Ferry Terminal
New Appropriations Request
Project Number pf2002
Project Scope
Project Justification
Project Manager TBD
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 50,000 300,000 350,000
-
-
-
Total Funding Sources 50,000 300,000 - - - - 350,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures - 350,000 - - - - 350,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 50,000
Out years
(pf2002) Oyster Point Marina Water-Taxi Ferry Terminal – engineering and design work to upgrade Oyster Point
peninsula, the adjacent guest dock and design a new water-taxi ferry terminal and passenger building. The
improvements will elimination of flooding over landfill and account for sea level rise. Note, City has requested
matching funds from the TA
The State Water Resouces Control is requiring mitigatation to the peninsula at Oyster Point to reduce flooding.
Project Funding Detail
Proposed CIP FY 2020-21 - Page 9 -City of South San Francisco
Police Operations & 911 Dispatch Center
New Appropriations Request
Project Number pf2003
Project Scope
Project Justification
Project Manager Jacob Gilchrist
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Measure W - - - - - - -
Lease Revenue Bonds 53,800,000 - - - - - 53,800,000
Other Sources [1]-
Other - Asset Seizure
Fund - - - 2,000,000 - - 2,000,000
Other - Public Safety
Impact Fee - - - 1,000,000 - - 1,000,000
Other - Interest Earnings
from Proceeds - 57,615 - - - - 57,615
Total Funding Sources 53,800,000 57,615 - 3,000,000 - - 56,857,615
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 9,512,660 42,678,375 4,666,580 - - - 56,857,615
Balance Forward 44,287,340
This project will construct a new Police Operations & 911 Dispatch Center at the site of former Pet Club at the corner of
Antoinette Lane and Chestnut Avenue.
The current Police Station does not meet current building code requirements for essential facilities and does not meet
the current Police Department needs. The new facility will reduce police emergency response times and enhance public
safety by providing a state-of-the-art Emergency Response Center.
Project Funding Detail
Out years
Note [1]: Other sources include: police asset seizure fund, interest earnings from proceeds, and impact fees.
[2]: The total estimated expenditures are subject to change based on contractor schedule for construction of new facility.
Proposed CIP FY 2020-21 - Page 10 -City of South San Francisco
New Preschool Facility Design and Construction
New Appropriations Request
Project Number pf2101
Project Scope
Project Justification
Project Manager TBD
Total
Appropriation
Proposed
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Childcare Impact Fee 5,500,000 5,500,000
-
-
-
Total Funding Sources - 5,500,000 - - - - 5,500,000
Expenditures Prior Years Exp
Estimated Exp FY
2018-19
Estimated Exp
FY 2019-20
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23 Total
Total Expenditures - 1,000,000 4,500,000 - - - 5,500,000
Note: Out year expenditures are estimates and subject to change
Balance Forward -
Design and construct a new licensed preschool facility .
The city would like to construct a new licensed preschool facility to serve this growing need in the community. Funding,
using Childcare Impact Fees, would fund the design and construction of a new facility, which the Parks and Recreation
Department would operate. Staff is projecting the site would serve 40 children, however, design will confirm the size
and scope of the building.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 11 -City of South San Francisco
Parks Projects
Proposed CIP FY 2020-21 - Page 12 -City of South San Francisco
Storm Drain Projects
Proposed CIP FY 2020-21 - Page 13 -City of South San Francisco
Francisco Terrace Storm Drain
Appropriations Reduction
Project Number sd1701
Project Scope
Project Justification
Project Manager Jason Hallare
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 560,969 (7) 560,962
Gas Tax 210,918 (38,564) 172,354
Infastructure Reserves 68,113 (18,342) 49,771
-
Total Funding Sources 840,000 (56,913) - - - - 783,087
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 752,226 87,774 - - - - 840,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 87,774
This project will result in refined prioritization of upgrades of the City's storm drain system and selection of the
highest priority areas and projects including the Francisco Terrace neighborhood. Selected projects will then move
forward into design and construction.
This project will continue the work of the completed Storm Drain Master Plan (Project sd1002) which is a planning
document that provides general information on deficiencies and prioritization of repair. The information is not,
however, specific enough to select projects and begin design. More focused work is necessary to select projects
that should move forward for completion during the next few years.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 14 -City of South San Francisco
Orange Memorial Park Storm Capture Project
New Appropriations Request
Project Number sd1801
Project Scope
Project Justification
Project Manager Bianca Liu
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Other - Caltrans 9,500,000 6,000,000 15,500,000
-
-
-
Total Funding Sources 9,500,000 6,000,000 - - - - 15,500,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 871,862 14,328,138 - - - - 15,500,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 8,628,138
Out years
This project will design and construct a storm water capture device including a pretreatment chamber, ground water
infiltration wells, irrigation pumping system and associated piping at Orange Memorial Park.
The Municipal Regional Permit requires the City to reduce total daily maximum loads of PCB's and Mercury entering the
storm drain system. Additionally the MRP requires the City to reduce trash entering the water ways. This project help the
City comply with MRP requirements.
Project Funding Detail
Proposed CIP FY 2020-21 - Page 15 -City of South San Francisco
Sanitary Sewer Projects
Proposed CIP FY 2020-21 - Page 16 -City of South San Francisco
Plant-Wide Industrial Re-Coating Program
New Appropriations Request
Project Number ss1307
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Sewer Enterprise 3,613,302 1,222,375 1,047,750 5,883,427
San Bruno Share 1,370,353 463,575 397,350 2,231,278
NBSU 189,361 64,050 54,900 308,311
-
Total Funding Sources 5,173,016 1,750,000 1,500,000 - - - 8,423,016
NBSU - North Bayside Systems Unit.
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 268,111 4,890,546 1,750,000 1,500,000 - - 8,408,657
Note: Out year expenditures are estimates and subject to change
Balance Forward 4,904,905
This project will result in new paint and protective coatings on buildings and pipes at the Water Quality Control
Plant (WQCP).
The WQCP needs to maintain and protect several of its buildings and equipment by painting them with the proper
coating.
Program Management/Swinerton
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 17 -City of South San Francisco
Water Quality Control Plant Secondary Clarifiers No. 1 and 2 Reconstruction
New Appropriations Request
Project Number ss1703
Project Scope
Project Justification
Project Manager Program Management/Swinerton
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Sewer Enterprise 292,308 4,530,960 4,823,268
San Bruno Share 107,692 1,669,040 1,776,732
-
-
Total Funding Sources 400,000 6,200,000 - - - - 6,600,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 114,880 5,500,000 960,000 - - - 6,574,880
Note: Out year expenditures are estimates and subject to change
Balance Forward 285,120
This project will remove and replace drive mechanism and center columns, repair concrete tank structure, and
abrasively blast and recoat tank interior and exterior.
The Water Quality Control Plant was originally constructed in 1965, with a condition assessment completed in
2015. Consultant recommended replacement of drive mechanisms, which have become structurally deficient, and
repair and recoating of concrete structure to ensure reliable operation.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 18 -City of South San Francisco
Water Quality Control Plant Switchgear and Cogeneration Controls Upgrade
New Appropriations Request
Project Number ss1705
Project Scope
Project Justification
Project Manager Program Management/Swinerton
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Sewer Enterprise 2,689,300 1,242,340 3,931,640
San Bruno Share 990,700 457,660 1,448,360
-
-
Total Funding Sources 3,680,000 1,700,000 - - - - 5,380,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 599,632 5,207,288 - - - - 5,806,920
Note: Out year expenditures are estimates and subject to change
Balance Forward 3,080,368
This state of the art project will design, construct and replace automatic switchgear and cogeneration controls in
Blower Building No. 1.
The original K1/K2 switchgear and cogeneration controls were installed during the 1992 plant expansion project.
Parts are no longer available for servicing this equipment. Upgrading the controls would also allow the
cogeneration system to operate while the plant is on standby generators, thus reducing and extending our run
time. This upgrade will provide more reliable operation during utility power outages.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 19 -City of South San Francisco
Sea Level Rise Study and Planning at WQCP
New Appropriations Request
Project Number ss1802
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Sewer Enterprise 438,480 317,773 3,031,496 3,787,749
San Bruno Share 161,520 85,799 818,504 1,065,823
-
-
Total Funding Sources 600,000 403,572 3,850,000 - - - 4,853,572
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 572 1,003,000 3,850,000 - - - 4,853,572
Note: Out year expenditures are estimates and subject to change
Balance Forward 599,428
Out years
Plan, develop strategies, and begin design for sea level rise mitigation at the Water Quality Control Plant
This project will protect the infrastructure at the Water Quality Control Plant for sea level rise. This project is lead
by the US Army Corps of Engineers as a CAP 103 Project. The City provides cost-sharing funding and other
support to USACE.
Jason Hallare
Project Funding Detail
Proposed CIP FY 2020-21 - Page 20 -City of South San Francisco
Pump Station Industrial Re-Coating Program
New Appropriations Request
Project Number ss1901
Project Scope
Project Justification
Project Manager
Total
Appropriation Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Sewer Enterprise 1,500,000 750,000 2,250,000
-
-
-
Total Funding Sources 1,500,000 750,000 - - - - 2,250,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures - 275,000 775,000 1,200,000 - - 2,250,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 1,500,000
Out years
This project will result in new paint and protective coatings on buildings and pipes at the sewage pump stations.
The pump stations needs to maintain and protect several of its buildings and equipment by painting them with the
proper coating.
Program Management/Swinerton
Project Funding Detail
Proposed CIP FY 2020-21 - Page 21 -City of South San Francisco
Pump Station #14 Upgrade
New Appropriations Request
Project Number ss1902
Project Scope
Project Justification
Project Manager
Total
Appropriation Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Sewer Impact Fees 300,000 4,000,000 4,300,000
-
-
-
Total Funding Sources 300,000 4,000,000 - - - - 4,300,000
NBSU - North Bayside Systems Unit.
Expenditures Prior Years Exp Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures - 300,000 4,000,000 - - - 4,300,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 300,000
Out years
This project will design the necessary upgrades to the pump station in order to accommodate the new growth in
"The Cove" area. Construction to occur in the next fiscal year.
This project is identified in the East of 101 Sewer Master Plan.
TBD
Project Funding Detail
Proposed CIP FY 2020-21 - Page 22 -City of South San Francisco
Sanitary Sewer Rehabilitation
New Appropriations Request
Project Number ss2001
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Sewer Enterprise 500,000 1,575,000 3,500,000 3,500,000 3,500,000 3500000 16,075,000
-
-
-
Total Funding Sources 500,000 1,575,000 3,500,000 3,500,000 3,500,000 3,500,000 16,075,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures - 500,000 1,575,000 3,500,000 3,500,000 3,500,000 12,575,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 500,000
Out years
Sewer rehab will be based on Sewer Master Plan analysis & recommendations
The project will prevent root intrusion into the City’s sewer mains, help prevent blockages and spills, and will
reduce overall future maintenance costs.
Jeff Chou
Project Funding Detail
Proposed CIP FY 2020-21 - Page 23 -City of South San Francisco
Streets Projects
Proposed CIP FY 2020-21 - Page 24 -City of South San Francisco
Grand Boulevard Project Phase 2 (Kaiser Way to McLellan Drive)
New Appropriations Request
Project Number st1502
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Measure A 1,591,500 1,591,500
Grant - TCSP 1,991,000 1,991,000
Road Maint & Rehab (SB1)1,089,000 1,089,000
General Fund 1,099,280 1,099,280
Gas Tax 200,000 200,000
Total Funding Sources 5,770,780 200,000 - - - - 5,970,780
TCSP - Transportation, Community, and System Preservation Program
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 3,408,305 2,353,324 - - - - 5,761,629
Note: Out year expenditures are estimates and subject to change
Balance Forward 2,362,475
This project will improve El Camino Real between Kaiser Way and the South San Francisco BART station by
installing enhanced pedestrian crossings, with corner curb bulbouts and median refuge, expanded bus stop/ waiting
areas, and a new landscaped median.
The project improves an important gateway to the City of South San Francisco and helps set the stage for planned
transit-oriented, mixed-use development along the frontage, as envisioned in the City’s 2011 El Camino
Real/Chestnut Avenue Area Plan. It will create opportunities for increased pedestrian trips between existing and
future destinations, as well as increase safety.
Matt Ruble
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 25 -City of South San Francisco
Linden Avenue Complete Streets (California to Aspen), Pedestrian & Bike Safety Improvements (Phase 1)
New Appropriations Request
Project Number st1601
Project Scope
Project Justification
Project Manager Matt Ruble
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Measure A 80,000 80,000
Grant - TDA 400,000 400,000
General Fund 1,097,045 900,000 900,000
-
Total Funding Sources 1,577,045 900,000 - - - - 1,380,000
TDA - Transportation Development Act
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 237,115 1,000,000 - - - - 1,237,115
Note: Out year expenditures are estimates and subject to change
Balance Forward 1,339,930
The project will improve Linden Avenue from California Avenue to Aspen Avenue. Elements include new
interesection bulb-outs with Low Impact Development (LID) treatments and landscaping, high visibility crosswalks,
ADA curb ramps, ped xings, median ped refuge islands, and installation of a Class II bike lane with signage.
Linden Avenue is identified in the Pedestrian Master Plan as a priority project. It is an integral part of the City's
Downtown Station Area Plan.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 26 -City of South San Francisco
Linden Avenue/Spruce Avenue Traffic Calming Improvements (Phase 2)
New Appropriations Request
Project Number st1602
Project Scope
Project Justification
Project Manager Angel Torres
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Measure A 140,000 140,000
Grant - ATP Cycle 2 868,000 868,000
Road Maint & Rehab (SB1)1,500,000 1,500,000
General Fund 300,000 300,000
Total Funding Sources 2,508,000 300,000 - - - - 2,808,000
ATP - Active Transportation Program
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 252,999 2,555,001 - - - - 2,808,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 2,255,001
The project will design improvements along Linden Avenue from Aspen Avenue to Miller Avenue and Spruce
Avenune from Lux to Miller. Elements include new intersection bulb-outs with Low Impact Development (LID)
treatments and landscaping, high visibility crosswalks, ADA curb ramps, pedestrian crossings, median pedestrian
refuge islands, and installation of a Class II bike lane with signage.
Linden and Spruce Avenues are identified in the Pedestrian Master Plan as a priority project. It is an integral part
of the City's Downtown Station Area Plan.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 27 -City of South San Francisco
Paint Restriping of City Streets
Appropriations Reduction
Project Number st1604
Project Scope
Project Justification
Project Manager Jason Hallare
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Gas Tax 130,000 (96,932) 33,068
-
-
-
Total Funding Sources 130,000 (96,932) - - - - 33,068
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 33,068 - - - - 33,068
Note: Out year expenditures are estimates and subject to change
Balance Forward 96,932
Out years
Refresh crosswalks and lane striping citywide.
Paint on City streets fades overtime and should be refreshed periodically.
Project Funding Detail
Proposed CIP FY 2020-21 - Page 28 -City of South San Francisco
Bridge Preventative Maintenance Program
New Appropriations Request
Project Number st1703
Project Scope
Project Justification
Project Manager Robert Hahn
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Infrastructure Reserves 180,000 180,000
Grant - HBP 1,569,000 1,569,000
General Fund 250,000 500,000 750,000
-
Total Funding Sources 1,749,000 250,000 500,000 - - - 2,499,000
HBP-Highway Bridge Program
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 44,489 250,000 2,250,000 - - - 2,544,489
Note: Out year expenditures are estimates and subject to change
Balance Forward 1,704,511
This project will conduct preventative maintenance on ten (10) city bridges including: Colma Creek Bridge at
Produce Avenue, Colma Canal Bridge at Linden Avenue, Two bridges over San Bruno Channel over N. Access
Road, Colma Creek Bridge at Spruce Avenue, Colma Creek Bridge at Chestnut Avenue, Colma Creek Bridge at
Utah Avenue, Grand Avenue and San Bruno Channel for North Access Road.
State highway grant funds are available to pay the costs of the bridge preventative maintenance program.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 29 -City of South San Francisco
Grand Ave Streetscape / Grand Ave & Airport Blvd Intersection Improvements
New Appropriations Request
Project Number st1801
Project Scope
Project Justification
Project Manager Tony Rozzi
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Infrastructure Reserves 367,500 6,650,000 6,915,000 7,180,000 21,112,500
Traffic Impact Fees 1,525,000 1,525,000
-
-
Total Funding Sources 367,500 1,525,000 - 6,650,000 6,915,000 7,180,000 22,637,500
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 124,886 1,767,614 - 6,650,000 6,915,000 7,180,000 22,637,500
Note [1]: Total estimated construction costs are $21.6 million with plans to apply for grant funds.
Note: Out year expenditures are estimates and subject to change
Balance Forward 242,614
Redesign Grand Avenue to accommodate wider sidewalks and an improved streetscape to support Caltrain
Station access and support the retail environment of the Downtown area. Phase 1- Project will design
improvements to Airport Boulevard and Grand Avenue crosswalks. Phase 2 - Prepare and implement new
streetscape designs for Grand Avenue that will include new sidewalk paving, corner widenings, crosswalk
treatments, new street furnishings, and landscaping.
The adopted Downtown Station Area Specific Plan identifies this critical project through several Urban Design
policies and was vetted by the community and City Council. The upcoming fully funded Caltrain Station
Improvement Project timing necessitates these improvements in order to maximize pedestrian and bicyclist safety
and a cohesive streetscape design highlighting the Downtown’s renaissance.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 30 -City of South San Francisco
Oak Avenue Extension
Appropriations Reduction
Project Number st1808
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 195,817 (6,280) 189,537
-
-
-
Total Funding Sources 195,817 (6,280) - - - - 189,537
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 189,537 - - - - - 189,537
Note: Out year expenditures are estimates and subject to change
Balance Forward 6,280
Out years
To develop a preliminary design of the potential Oak Avenue extension to facilitate surrounding developments such
as Civic Center Campus and Public Utilities Commision (PUC) sites.
To help facilitate the development of the Civic Center Campus and PUC sites
Matt Ruble
Project Funding Detail
Proposed CIP FY 2020-21 - Page 31 -City of South San Francisco
North Access Road Bike and Pedestrian Improvements
APPROPRIATIONS REDUCTION
Project Number st1806
Project Scope
Project Justification
Project Manager Jason Hallare
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 161,405 (16,042) 145,363
Gas Tax 111,970 111,970
Measure A 450,000 450,000
Traffic Impact Fees 90,000 (60,000)
Road Maint & Rehab (SB1)75,000 75,000
Total Funding Sources 888,375 (76,042) - - - - 782,333
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 551,497 230,836 - - - - 782,333
Note: Out year expenditures are estimates and subject to change
Balance Forward 336,878
This project will widen approximately 1,000 feet of bike and pedestrian pathways on North Access Road beginning
at South Airport Boulevard.
BCDC permit 1998.011.095 amendment four requires that this project is constructed and completed by June 1,
2018.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 32 -City of South San Francisco
Grand Boulevard Project Phase 3 (Arroyo Drive to Kaiser Way)
New Appropriations Request
Project Number st1807
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Road Maint & Rehab (SB1)95,106 400,000 495,106
Grant - OBAG 2 1,000,000 1,000,000
-
-
Total Funding Sources 1,095,106 400,000 - - - - 1,495,106
OBAG 2- One Bay Area Grant Cycle 2
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 14,215 237,069 1,250,000 - - - 1,501,284
Note: Out year expenditures are estimates and subject to change
Balance Forward 1,080,891
Out years
This project will improve El Camino Real between Arroyo Drive and Kaiser Way by installing enhanced pedestrian
crossings, with corner curb bulbouts and median refuges, expanded bus stop/ waiting areas, and a new landscaped
median.
The project improves an important gateway to the City of South San Francisco and helps set the stage for planned
transit-oriented, mixed-use development along the frontage, as envisioned in the City’s 2011 El Camino
Real/Chestnut Avenue Area Plan. It will create opportunities for increased pedestrian trips between existing and
future destinations, as well as increase safety.
Jeff Chou
Project Funding Detail
Proposed CIP FY 2020-21 - Page 33 -City of South San Francisco
Railroad Avenue Extension Feasibility Study
APPROPRIATIONS REDUCTION
Project Number st1905
Project Scope
Project Justification
Project Manager Bianca Liu
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Gas Tax 20,000 20,000
Grant- Measure A 206,000 (136,422) 69,578
-
-
Total Funding Sources 226,000 (136,422) - - - - 89,578
Expenditures Prior Years Exp
Estimated Exp FY
2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 89,578 136,422 - - - - 226,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 136,422
This Measure A Grant proposes to fund the Preliminary Planning Phase and Project Initiation Document Phase to
extend Railroad Avenue easterly from South Linden Avenue to East Grand Avenue/Allerton Avenue. This project
provides a new east-west connection for motorists, bicyclists, and pedestrians within the city. Right-of-way acquisitions
of adjacent lots may be required.
The new roadway along Railroad Avenue will reduce the anticipated and current traffic congestion, enhance the
existing level-of-service along adjacent roadways, and accommodate the anticipated increase in various modes of
transportation.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 34 -City of South San Francisco
Underground Utilities District (UUD) Rule 20A for Mission Road
New Appropriations Request
Project Number st1904
Project Title
Project Justification
Project Manager Program Management/Swinerton
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Gas Tax 283,845 72,000 355,845
Other - Rule 20A -
General Fund -
-
Total Funding Sources 283,845 72,000 - - - - 355,845
Utilities (Rule 20A) Reimbursement- 50% at construction contract award and remainder at contract accpetance
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp FY
2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 80,101 217,400 - - - - 297,501
Note: Out year expenditures are estimates and subject to change
Balance Forward 203,745
Underground Utilities District (UUD) Rule 20A for Mission Road
This new district completes a gap between utilities undergrounded with the BART station construction and utilities to be
undergrounded with Parcel C development.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 35 -City of South San Francisco
Survey Monument (On Going)
New Appropriations Request
Project Number st2002
Project Scope
Project Justification
Project Manager Angel Torres
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Gas Tax 75,000 75,000 100,000 100,000 100,000 100,000 550,000
- -
-
-
Total Funding Sources 75,000 75,000 100,000 100,000 100,000 100,000 550,000
Expenditures Prior Years Exp
Estimated Exp FY
2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 75,000 75,000 75,000 100,000 100,000 100,000 525,000
Note: Out year expenditures are estimates and subject to change
Balance Forward -
Survey monument restoration citywide.
Board for Professional Engineers, Land Surveyors, and Geologists has notified the City to proactively replace survey
monuments citywide that were destroyed.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 36 -City of South San Francisco
Caltrain to East Grand Bike Gap Closure
New Appropriations Request
Project Number st2003
Project Scope
Project Justification
Project Manager Jeff Chou
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Traffic Impact Fees 185,000 1,100,000 - 1,285,000
Grant - TDA 3 400,000 400,000
-
-
Total Funding Sources 585,000 1,100,000 - - - - 1,685,000
Expenditures Prior Years Exp
Estimated Exp FY
2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Exp FY 2024-
25 Total
Project Budget - -
Design 100,000 100,000
Construction 1,250,000 1,250,000
Contingency 312,000 312,000
Total Expenditures - 100,000 1,562,000 - - - 1,662,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 585,000
Out years
This project will connect the Caltrain Station Poletti Plaza to the bike facilities at East Grand Avenue installing a
shared-use asphalt path, modifying the Grand/East Grand intersection for high visibility crosswalks, and
removing the right turn slip lane at Grand/East Grand.
This project is supported by the Bike & Pedestrian Master Plan. Pedestrian and cyclist access from the Caltrain
Station Poletti Plaza to the core of East of 101 would be enhanced by this project.
Project Funding Detail
Proposed CIP FY 2020-21 - Page 37 -City of South San Francisco
South Airport / Belle Aire Improvements
New Appropriations Request
Project Number st2004
Project Scope
Project Justification
Project Manager Jason Hallare
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Traffic Impact Fees 150,000 368,000 - 518,000
-
-
-
Total Funding Sources 150,000 368,000 - - - - 518,000
Expenditures Prior Years Exp
Estimated Exp FY
2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Exp FY 2024-
25 Total
Total Expenditures 27,985 518,000 - - - - 518,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 122,015
Out years
add a third high visibility crosswalk at S. Airport / Marco intersection. Modify the A. Airport / Belle Aire
intersection to add a crosswalk and pedestrian refuge at the south leg. Convert the existing bike lanes on Belle
Aire to full green bike lanes. Add gree skips to the soon to be built S. Airport bike lanes.
Improves the safety and connectivity of pedestrians and cyclists along S. Airport Blvd and Belle Aire Rd. These
improvements are also identified by BCDC as a requirement that the City must complete.
Project Funding Detail
Proposed CIP FY 2020-21 - Page 38 -City of South San Francisco
El Camino Real Median Improvement (Chestnut to Spruce)
New Project Request
Project Number st2101
Project Scope
Project Justification
Project Manager Jeff Chou
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 75,000 2,500,000 2,575,000
-
-
-
Total Funding Sources - 75,000 2,500,000 - - - 2,575,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures - 75,000 2,500,000 - - - 2,575,000
Note: Out year expenditures are estimates and subject to change
Balance Forward -
This project will replace the landscaped median including irrigational systems and vegetationon El Camino Real
between Chestnut Ave and Spruce Ave. The project will replicate or complement the Grand Boulevard design
concepts.
This median landscaping is due for replacement will improve the appearance on El Camino Real.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 39 -City of South San Francisco
Broadband Expansion Project
New Project Request
Project Number st2102
Project Scope
Project Justification
Project Manager Bianca Liu/Tony Barerra
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 450,000 450,000
-
-
-
Total Funding Sources - 450,000 - - - - 450,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures - 750,000 - - - - 750,000
Note: Out year expenditures are estimates and subject to change
Balance Forward -
Last year, the City adopted the “dig once” policy which requires public and private excavators to coordinate with
the City on the installation of extra fiber or conduit whenever ground will be broken in the public right-of-way. This
project will enable the City to participate in the installation of conduit and/or fiber lines installed across the City as
part of the dig once policy.
The Dig Once policy encourages the installation of additional conduit for fiber optic cable and the subsequent
delivery of its more future proof high-speed Internet technology and traffic system. Participation in the Dig Once
policy would allow the City to build out our broadband network with large cost savings because the cost of the
trench would be shared amongst all participants.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 40 -City of South San Francisco
PMP - 2020 Surface Seal
New Appropriations Request
Project Number st2103
Project Scope
Project Justification
Project Manager Angel Torres
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 1,300,000 1,300,000
Measure A 300,000 300,000
Measure W -
SMC Measure W 600,000 600,000
Road Maint & Rehab (SB1)500,000 500,000
Total Funding Sources - 2,700,000 - - - - 2,700,000
Expenditures Prior Years Exp
Estimated Exp
FY 2018-19
Estimated Exp
FY 2019-20
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23 Total
Total Expenditures - 2,500,000 2,500,000
Note: Out year expenditures are estimates and subject to change
Balance Forward -
This project will rehabilitate various City streets in accordance with the City's pavement management program.
Road surfaces deteriorate over time and need rehabilitation to improve its condition.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 41 -City of South San Francisco
PMP - 2020 Pavement Rehabilitation
New Appropriations Request
Project Number st2104
Project Scope
Project Justification
Project Manager Angel Torres
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 200,000 200,000
Measure A 300,000 300,000
Measure W 667,000 667,000
SMC Measure W -
Road Maint & Rehab (SB1)500,000 500,000
Total Funding Sources - 1,667,000 - - - - 1,667,000
Expenditures Prior Years Exp
Estimated Exp
FY 2018-19
Estimated Exp
FY 2019-20
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23 Total
Total Expenditures - 1,867,000 1,867,000
Note: Out year expenditures are estimates and subject to change
Balance Forward -
This project will rehabilitate various City streets in accordance with the City's pavement management program.
Road surfaces deteriorate over time and need rehabilitation to improve its condition.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 42 -City of South San Francisco
PMP - 2021 Surface Seal
New Appropriations Request
Project Number st2105
Project Scope
Project Justification
Project Manager Angel Torres
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 100,000 1,100,000 1,200,000
Measure A 500,000 500,000
Measure W -
SMC Measure W 600,000 600,000
Road Maint & Rehab (SB1)500,000 500,000
Total Funding Sources - 100,000 2,700,000 - - - 2,800,000
Expenditures Prior Years Exp
Estimated Exp
FY 2018-19
Estimated Exp
FY 2019-20
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23 Total
Total Expenditures - 100,000 2,500,000 2,600,000
Note: Out year expenditures are estimates and subject to change
Balance Forward -
This project will rehabilitate various City streets in accordance with the City's pavement management program.
Road surfaces deteriorate over time and need rehabilitation to improve its condition.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 43 -City of South San Francisco
PMP - 2021 Pavement Rehabilitation
New Appropriations Request
Project Number st2106
Project Scope
Project Justification
Project Manager Angel Torres
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 100,000 100,000
Measure A 500,000 500,000
Measure W 667,000 667,000
SMC Measure W -
Road Maint & Rehab (SB1)500,000 500,000
Total Funding Sources - 100,000 1,667,000 - - - 1,767,000
Expenditures Prior Years Exp
Estimated Exp
FY 2018-19
Estimated Exp
FY 2019-20
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23 Total
Total Expenditures - 100,000 1,867,000 1,967,000
Note: Out year expenditures are estimates and subject to change
Balance Forward -
This project will rehabilitate various City streets in accordance with the City's pavement management program.
Road surfaces deteriorate over time and need rehabilitation to improve its condition.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 44 -City of South San Francisco
Traffic Projects
Proposed CIP FY 2020-21 - Page 45 -City of South San Francisco
Safe Routes to Transit
DELETE - REMOVED FY19/20
Project Number tr1503
Project Scope
Project Justification
Project Manager
Total
Appropriation Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Grant - SR2T 200,000 200,000
Measure A 100,000 (23,691) 76,309
-
-
Total Funding Sources 300,000 (23,691) - - - - 276,309
SR2T - Safe Route to Transit Grant
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 276,309 - - - - - 276,309
Note: Out year expenditures are estimates and subject to change
Balance Forward 23,691
Stripe and refresh bike lanes and crosswalks citywide part of project st1604
To build a tunnel for the benefit of the community prior to completion of the South San Francisco Caltrain Satation
project.
Jason Hallare
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 46 -City of South San Francisco
Oyster Point and East Grand Corridor Improvements
New Appropriations Request
Project Number tr1602
Project Scope
Project Justification
Project Manager Jeff Chou
Total
Appropriation Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Traffic Impact Fees 5,179,452 620,000 5,799,452
-
-
-
Total Funding Sources 5,179,452 620,000 - - - - 5,799,452
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 124,564 4,711,469 - - - - 5,770,784
Note: Out year expenditures are estimates and subject to change
Note: Combined with tr1603
Balance Forward 5,054,888
The project will design improvements at the East Grand Avenue/Gateway Avenue and East Grand Avenue/Forbes
Boulevard intersections.
As identified in the Traffic Improvement Plan (East of 101), the current intersection configurations do not handle
traffic as efficiently as needed.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 47 -City of South San Francisco
Adaptive Traffic Control System
New Appropriations Request
Project Number tr1901
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Traffic Impact Fees 2,700,000 600,000 - 3,300,000
-
-
-
Total Funding Sources 2,700,000 600,000 - - - - 3,300,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated
Exp FY 2024-
25 Total
Total Expenditures 2,500,735 799,265 - - - - 3,300,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 199,265
Out years
Plan, design and implement adaptive traffic control signal system citywide. Phase 1 will coordinate East of 101
traffic signals to and from the freeway.
This project will alleviate traffic congestion to help improve traffic circulation throughout the City.
Dave Bockhaus/Bianca Liu
Project Funding Detail
Proposed CIP FY 2020-21 - Page 48 -City of South San Francisco
Miscellaneous Traffic Improvements
New Appropriations Request
Project Number tr1904
Project Scope
Project Justification
Project Manager Bianca Liu
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 25,055 250,000 275,055
Gas Tax 148,937 148,937
-
-
Total Funding Sources 173,992 250,000 - - - - 423,992
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 3,650 270,342 150,000 - - - 423,992
Note: Out year expenditures are estimates and subject to change
Balance Forward 170,342
Out years
This project will address any traffic related issues in the City, such as striping, signs, traffic signals, etc.
This project's budget is to pay for any traffic related issues that arise from the Traffic Advisory Committee,
Neighborhood meetings or as needed.
Project Funding Detail
Proposed CIP FY 2020-21 - Page 49 -City of South San Francisco
Hillside and Lincoln Traffic Improvements
New Appropriations Request
Project Number tr1906
Project Scope
Project Justification
Project Manager Angel Torres
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 149 149
Traffic Impact Fees 1,500,000 1,500,000
-
-
Total Funding Sources 149 1,500,000 - - - - 1,500,149
Expenditures Prior Years Exp
Estimated Exp FY
2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Exp FY 2024-
25 Total
Total Expenditures 149 500,000 1,000,000 - - 1,500,149
Note: Out year expenditures are estimates and subject to change
Balance Forward (0)
Out years
This project will replace a three-way stop sign at Hillside Avenue and Lincoln Avenue with a signalized
intersection with pedestrian crossing and sidewalk improvements. Additionally, this project will reconfigure the
roadway by reducing Hillside Boulevard to one lane between Lincoln Street and Lawndale Boulevard, installing
a two-way center left-turn lane, and separated bike lanes in each direction on Hillside Boulevard. This project
may also include the construction of a sidewalk between the intersection and adjacent school and new trail
connection to the existing City trail network.
This intersection is the only non-signalized intersection across the busy Hillside Drive/Sister Cities corridor.
Installing a traffic signal will improve traffic flow along the corridor.
Project Funding Detail
Proposed CIP FY 2020-21 - Page 50 -City of South San Francisco
West Orange and Hillside Pedestrian Crossing Improvements
New Appropriations Request
Project Number tr2001
Project Scope
Project Justification
Project Manager Jeff Chou
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Grant - HSIP 204,000 - 204,000
Measure A 116,000 116,000
-
-
Total Funding Sources 204,000 116,000 - - - - 320,000
Expenditures Prior Years Exp
Estimated Exp FY
2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Exp FY 2024-
25 Total
Total Expenditures 3,681 50,000 270,000 - - - 320,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 200,319
Out years
Install flashing becons and high visbility crosswalks at West Orange, North Canal Street, West Orange Ave and
Myrtle and Hillside and Franklin.
To complete the work of a grant the City was awarded to install at the above locations.
Project Funding Detail
Proposed CIP FY 2020-21 - Page 51 -City of South San Francisco
Utah and Harbor Intersection Improvements
New Project Request
Project Number tr2101
Project Scope
Project Justification
Project Manager Jeff Chou
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Traffic Impact Fees 250,000 2,500,000 - 2,750,000
-
-
-
Total Funding Sources - 250,000 2,500,000 - - - 2,750,000
Expenditures Prior Years Exp
Estimated Exp FY
2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Exp FY 2024-
25 Total
Total Expenditures - 250,000 2,500,000 - - - 2,750,000
Note: Out year expenditures are estimates and subject to change
Balance Forward -
Out years
Widen and prohibit street parking on Harbor Way to add SB right-turn and NB through lanes, restripe and
prohibit street parking on Utah Ave. to add one EB left-turn and one WB left-turn, new signal mod.
For Operational Improvements as shown in the Traffic Impact Fee Studay Update East of 101 Area (2007)
Project Funding Detail
Proposed CIP FY 2020-21 - Page 52 -City of South San Francisco
DNA Way at E. Grand Ave and Allerton Ave at E. Grand Ave Signalized Intersections
New Project Request
Project Number tr2102
Project Scope
Project Justification
Project Manager Jeff Chou
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Traffic Impact Fees 3,500,000 - 3,500,000
-
-
-
Total Funding Sources - 3,500,000 - - - - 3,500,000
Expenditures Prior Years Exp
Estimated Exp FY
2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Exp FY 2024-
25 Total
Total Expenditures - 500,000 3,000,000 - - - 3,500,000
Note: Out year expenditures are estimates and subject to change
Balance Forward -
Out years
DNA Way - New signal mod, add one right turn lane on SB DNA Way, one through lane on NB DNA Way, add
left turn and through-left lanes on EB Grand Ave, signal interconnect installation. Allerton Ave - Add one
through lane on E. Grand Ave,. New signal mod, install dedicated left-turn lane from EV Grand Ave. to Allertion
Ave., signal interconnect installation.
For Operational Improvements as shown in the Traffic Impact Fee Studay Update East of 101 Area (2007)
Project Funding Detail
Proposed CIP FY 2020-21 - Page 53 -City of South San Francisco
Local Road Safety Program (LRSP)
New Project Request
Project Number tr2103
Project Scope
Project Justification
Project Manager Bianca Liu
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Grant - HSIP 72,000 - 72,000
General Fund 8,000 8,000
-
-
Total Funding Sources - 80,000 - - - - 80,000
Expenditures Prior Years Exp
Estimated Exp FY
2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Exp FY 2024-
25 Total
Total Expenditures - 80,000 - - - - 80,000
Note: Out year expenditures are estimates and subject to change
Balance Forward -
Out years
Federal regulations require each State has a Strategic Highway Safety Plan, a statewide data-driven traffic
safety plan that coordinates the efforts of a wide range of organizations to reduce traffic accident fatalities and
serious injuries on all public roads. A LRSP will allow the City to address our unique local traffic safety resulting
in a prioritized list of improvements and actions that can demonstrate a defined need and contribute to the
statewide plan.
To complete the work of a grant the City was awarded to develop an LRSP. A LRSP will also be a prerequisite
for the City to apply for future grant cycles of the Caltrans Highway Safety Improvement Program.
Project Funding Detail
Proposed CIP FY 2020-21 - Page 54 -City of South San Francisco
Continuing Projects with No Funding Changes
Proposed CIP FY 2020-21 - Page 55 -City of South San Francisco
HVAC Replacements Citywide
Project Number pf1602
Project Scope
Project Justification
Project Manager Matt Ruble
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 463,852 463,852
-
-
-
Total Funding Sources 463,852 - - - - - 463,852
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 480,784 - - - - - 480,784
Note: Out year expenditures are estimates and subject to change
Balance Forward (16,931)
Out years
Project Funding Detail
This project will replace and rehabilitiate HVAC units at city facilities. This project will include a redesign of the
HVAC replacement at Fire Station 61 as well as a replacement at Terrabay Gym.
The HVAC units are past their estimated useful life and are requiring increasing levels of maintenance to ensure
reliability. The original CIP was to replace and rehabilitate HVAC units throughout the City. This project will include
a new system at Terrabay GYM and the system design for the HVAC system at Fire Station 61. The HVAC system
works but needs to be redesigned to meet the needs of the Fire Dept. The duct work needs to be re-run, which
necessitates a consultant to design the project first.
Proposed CIP FY 2020-21 - Page 56 -City of South San Francisco
Training Tower Maintenance
Project Number pf1704
Project Scope
Project Justification
Project Manager Jason Hallare
Total
Appropriation
Adopted
Appropriation Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 55,080 180,768 235,848
PSIF 18,952 62,200 81,152
-
-
Total Funding Sources 74,032 - 242,968 - - - 317,000
PSIF- Public Safety Impact Fee
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 74,032 - 242,968 - - - 317,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 0
This project will make repairs to the Fire Station 61 Training Tower including replacement of deteriorated and
corroded beams, guardrail installation at all roof levels, repair of burn room stainless steel trim around room fire
insulation as well as replacement of any missing fasteners.
Fire Training Tower was built in 2006. In 2015, assessment of the tower revealed several high priority repairs that are
needed in order to comply with National Fire Protection Association (NFPA) training structure standards.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 57 -City of South San Francisco
City Hall Security Upgrades
Project Number pf1705
Project Scope
Project Justification
Project Manager Brian Crume
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 165,704 140,388 306,092
-
-
-
Total Funding Sources 165,704 - 140,388 - - - 306,092
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 98,314 - - - - 303,702
Note: Out year expenditures are estimates and subject to change
Balance Forward 67,390
This project will implement priority one security upgrades of the recently completed security study. Upgrades will
include installation of security cameras, panic alarms, improved fencing around HVAC system and upgrading
existing doors with new locks and hardware.
The upgrades are modest improvements that will enhance the security of the City Hall building for the employees
and visitors.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 58 -City of South San Francisco
Parking Garage Number 2
Project Number pf1801
Project Scope
Project Justification
Project Manager Ernesto Sanchez
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Other - Parking Fund 1,090,000 1,090,000
- -
-
-
Total Funding Sources 1,090,000 - - - - - 1,090,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 224,134 913,456 - - - - 1,137,590
Note: Out year expenditures are estimates and subject to change
Balance Forward 865,866
Out years
This project will identify locations, create a financing plan, purchase land if necessary, design and construct a new
parking garage in downtown South San Francisco.
The Downtown Parking Study completed in December 2016 identified that the Downtown Parking District will need
228 additional parking spaces at peak time by 2026.
Project Funding Detail
Proposed CIP FY 2020-21 - Page 59 -City of South San Francisco
Brentwood Parking Lot Improvements
Project Number pf1802
Project Scope
Project Justification
Project Manager Matt Ruble
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 104,183 - 350,000 454,183
-
-
-
Total Funding Sources 104,183 - - 350,000 - - 454,183
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 104,183 (27,697) - 377,697 - - 454,183
Note: Out year expenditures are estimates and subject to change
Balance Forward 0
Out years
This project will work with Brentwood merchants to modify loading zones, restore pavement, and modify the
Brentwood parking configuration and sidewalks.
The parking lot has not been resurfaced for several years. Extensive wear is evident. Additionally, circulation and
parking configuration are poor.
Project Funding Detail
Proposed CIP FY 2020-21 - Page 60 -City of South San Francisco
Fire Station 64 Dormitory and Bathroom Remodel
Project Number pf1805
Project Scope
Project Justification
Project Manager Matt Ruble
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 1,169,265 1,169,265
PSIF 387,240 387,240
-
-
Total Funding Sources 1,556,505 - - - - - 1,556,505
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 1,425,565 131,000 - - - - 1,556,565
Note: Out year expenditures are estimates and subject to change
Balance Forward 130,939
Remodel Fire Station 64 dormitory and bathrooms to include better storage, increase the number of beds in the
dormitory, improve privacy, and allow for gender specific dormitory and bathrooms.
Fire Department staff from FS63 will relocate to FS64 and FS61 while the new FS63 is under construction. FS64
cannot accommodate additional staff in its current configuration. The existing dormitory and bathrooms are in a
worn condition and have needs for future gender accommodation.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 61 -City of South San Francisco
Orange Memorial Park Aquatic Center
Project Number pf1806
Project Scope
Project Justification
Project Manager Matt Ruble
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Park-in-Lieu Z4 582 582
-
-
-
Total Funding Sources 582 - - - - - 582
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 582 - - - - - 582
Note: Out year expenditures are estimates and subject to change
Balance Forward -
This project will design and construct a new swimming pool at Orange Memorial Park and build a new swimming
facility. The scope will include demolishing the existing pool.
The current swimming pool is in need of significant maintenance and has served its useful life. The proposed
project is a community request and initial planning stages included significant community input.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 62 -City of South San Francisco
Orange Library Conversion Feasability Study
Project Number pf1807
Project Scope
Project Justification
Project Manager Matt Ruble
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Child Care Impact Fee 75,012 75,012
-
-
-
Total Funding Sources 75,012 - - - - - 75,012
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 73,512 - - - - - 73,512
Note: Out year expenditures are estimates and subject to change
Balance Forward 1,500
Study the feasibility of conversting the Main Library to a child care center.
The City is facing a shortage of child care facilities to accomidate the need of the community. The Project will study
the feasiblity of converting the Main Library once it as been relocated to the new Civic Center Campus to a Child
Care Center.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 63 -City of South San Francisco
Electric Vehicle Charging Stations
Project Number pf1903
Project Scope
Project Justification
Project Manager Marissa Garren
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Other- Equipment Replacement 35,000 35,000
Other - Parking Fund 25,000 25,000
-
-
Total Funding Sources 60,000 - - - - - 60,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 54,155 5,845 - - - - 60,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 5,845
Install electric vehicle (EV) charging stations at various City locations for both internal fleet and public facing use.
In order for the City to purchase electric vehicles, the City would need a charging network.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 64 -City of South San Francisco
Orange Memorial Park Sports Field Renovation
Project Number pk1402
Project Scope
Project Justification
Project Manager Jacob Gilchrist
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Park-in-Lieu Z4 900,000 9,200,000 10,100,000
-
-
-
Total Funding Sources 900,000 - 9,200,000 - - - 10,100,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 109,344 700,842 9,200,000 - - - 10,010,186
Note: Out year expenditures are estimates and subject to change
Balance Forward 790,656
Project Funding Detail
Out years
This project will be divided into two phases: Phase 1 will include the perimeter improvements of the baseball and softball
field including replacement of grandstands, fencing, and pathway improvements. Phase 2 will include turf, irrigation, and
other field improvement needs.
Resulting from many years of overuse, the ballfields are due for renovation. The grandstand bleachers are in a constant
state of disrepair and should be replaced with lower maintenance bleachers.
Proposed CIP FY 2020-21 - Page 65 -City of South San Francisco
Adult Fitness Equipment Installation
Project Number pk1601
Project Scope
Project Justification
Project Manager Jacob Gilchrist
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Park-in-Lieu Z4 - -
-
-
-
Total Funding Sources - - - - - - -
Expenditures Prior Years Exp
Estimated Exp FY
2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures - - - - - - -
Note: Out year expenditures are estimates and subject to change
Balance Forward -
Install adult fitness equipment along park pathways.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 66 -City of South San Francisco
Gateway Monument Signs
Project Number pk1701
Project Scope
Project Justification
Project Manager Jeff Chou
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Other - Developer Fees 501,423 501,423
General Fund 1,300,000 1,300,000
-
-
Total Funding Sources 501,423 - 1,300,000 - - - 1,801,423
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 350,702 155,391 1,250,000 - - - 1,756,094
Note: Out year expenditures are estimates and subject to change
Balance Forward 150,721
This project will design all gateway monument signs at all remaining locations and construct gateway signs at the
following locations: Southbound 280 @ Westborough (westbound and eastbound side), Junipero Serra @ Hickey,
Oyster Point Blvd, westbound, Northbound 101 @ E. Grand Avenue
In 2013, the South San Francisco Gateway Master Plan Study was completed. An advisory committee was formed as
part of the study which included; Councilmember Matsumoto, two Parks & Recreation Commission members, a member
of the Beautification Committee and City staff. The study identified 12 entry points within the City where the installation
of gateway monument signs will be visible and welcoming addition as vehicles enter the City.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 67 -City of South San Francisco
Sign Hill Improvements
Project Number pk1702
Project Scope
Project Justification
Project Manager Greg Mediati
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 100,000 99,346 199,346
-
-
-
Total Funding Sources 100,000 - - - 99,346 - 199,346
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 92,554 - - - 100,000 - 192,554
Note: Out year expenditures are estimates and subject to change
Balance Forward 7,446
This project will begin tree maintenance and make trail improvements on Sign Hill.
Trees and trails at Sign Hill have not consistently been maintained due to funding constraints. Dead trees need to be
removed to create a fire clearance of 30 feet from private property.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 68 -City of South San Francisco
City Hall Landscape Area Master Plan
Project Number pk1801
Project Scope
Project Justification
Project Manager Greg Mediati
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Other - GP Maint Fee -
-
-
-
Total Funding Sources - - - - - - -
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp FY
2023-24
Estimated Exp FY
2024-25 Total
Total Expenditures - - - - - - -
Note: Out year expenditures are estimates and subject to change
Balance Forward -
Out years
Many small projects on the high visibility site of City Hall make a clear case for a Master Plan to inform any landscaping
improvements. The plan will create a list of projects to be completed over a five year period.
This project will assess and produce a plan for addressing landscaping needs and future CIP projects.
Project Funding Detail
Proposed CIP FY 2020-21 - Page 69 -City of South San Francisco
Urban Forest Master Plan
Project Number pk1802
Project Scope
Project Justification
Project Manager Sharon Ranals/Sailesh Mehra
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Other - GP Maint Fee 78,710 78,710
-
-
-
Total Funding Sources 78,710 - - - - - 78,710
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 69,525 - - - - - 69,525
Note: Out year expenditures are estimates and subject to change
Balance Forward 9,185
This project will provide a handbook for prioritizing and implementing many specific tree risk items at sites called out
in the Parks Deferred Maintenance Plan (PDMP).
The Urban Forest Master Plan will create a guide for the existing staff to move to a block-by-block pruining schedule
and systematically manage the City's tree inventory. This plan will make recommendations relative to the climate and
habitat action. Also directly relates to Climate Action Plan goals.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 70 -City of South San Francisco
Sellick Park Renovation Project
Project Number pk1803
Project Scope
Project Justification
Project Manager Jacob Gilchrist
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Park Land Construction 65,358 1,054,642 1,120,000
-
-
-
Total Funding Sources 65,358 - - 1,054,642 - - 1,120,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 9,783 - - 1,054,642 - - 1,064,425
Note: Out year expenditures are estimates and subject to change
Balance Forward 55,575
This project includes replacement of play equipment, resurfacing, tree thinning and removals, pathway updates,and
renovation to building and picnic areas.
Sellick Park play equipment is overdue for replacement. Additionally, there are high priority deferred maintenance
items which need to be addressed such as tree work, ADA accessibility issues on pathways and picnic areas, and
restroom building items.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 71 -City of South San Francisco
Buri Buri Park Baseball and Basketball Court Improvements
Project Number pk1804
Project Scope
Project Justification
Project Manager Jacob Gilchrist
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Park Land Construction 29,420 290,580 320,000
-
-
-
Total Funding Sources 29,420 - 290,580 - - - 320,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 5,341 - 315,000 - - - 320,341
Note: Out year expenditures are estimates and subject to change
Balance Forward 24,079
This project will resurface the basketball court, renovate the baseball field and address amenities including bleachers,
scoreboard, and paving for ADA accessibility.
Much of the work identified at Buri Buri Park was completed in the Playground Renovation CIP project completed in
2015, but the basketball court needs resurfacing and the field and related amenities (bleachers, scoreboard, ADA
related paving) have issues that require rehabilitation.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 72 -City of South San Francisco
Avalon Park Improvements
Project Number pk1805
Project Scope
Project Justification
Project Manager Jacob Gilchrist
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Park Land Construction 24,867 231,133 256,000
-
-
-
Total Funding Sources 24,867 - - 231,133 - - 256,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 6,343 - - 231,133 - - 237,476
Note: Out year expenditures are estimates and subject to change
Balance Forward 18,524
This project will address immediate tree concerns, provide ballfield improvements, and safety resurfacing.
This project addresses high and medium priority items identified in the Parks Deferred Maintenance Plan.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 73 -City of South San Francisco
Gardiner Park Playground Replacement
Project Number pk1806
Project Scope
Project Justification
Project Manager Jacob Gilchrist
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Park-in-Lieu Z4 448,009 448,009
General Fund 104,258
Grant - Housing 256,950 256,950
Grant - CDBG 300,000 300,000
-
Total Funding Sources 1,109,217 - - - - - 1,004,959
Expenditures Prior Years Exp
Estimated Exp FY
2020-21
Estimated Exp FY
2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 333,494 832,416 - - - - 1,165,910
Note: Out year expenditures are estimates and subject to change
Balance Forward 775,723
This project rehabilitates Gardiner Park to improve the use of space, landscaping, and play equipment in order to better serve
the community.
Repairs were identified in Parks Deferred Maintenance Program for play equipment, infrastructure improvements, and site
furnishings.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 74 -City of South San Francisco
Hillside School Soccer Field Renovations
Project Number pk1807
Project Scope
Project Justification
Project Manager Jacob Gilchrist
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Park-in-Lieu Z4 27,412 221,788 249,200
-
-
-
Total Funding Sources 27,412 - - - 221,788 - 249,200
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 7,313 - - - 221,788 - 229,101
Note: Out year expenditures are estimates and subject to change
Balance Forward 20,099
This project will provide rehabilitation to deferred maintenance conditions at SSFUSD owned, SSF maintained Hillside
School site.
Deferred maintenance conditions as identified by staff and stakeholders.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 75 -City of South San Francisco
Oyster Point Development Conduits
Project Number pk1902
Project Scope
Project Justification
Project Manager TBD
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 85,000 85,000
-
-
-
Total Funding Sources 85,000 - - - - - 85,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp FY
2023-24
Estimated Exp FY
2024-25 Total
Total Expenditures - - - - - - 85,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 85,000
This project will construct Joint Trench and Bay Trail conduits for future closed-circuit television (CCTV) and WiFi.
Conduits will facilitate the future installation of wires and cables to provide surveillance capabilities along the trail in the
future.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 76 -City of South San Francisco
Storm Water Trash Capture Device
Project Number sd1401
Project Scope
Project Justification
Project Manager Bianca Liu
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Storm Water 6,818 6,818
Other - Solid Waste 476,000 476,000
-
-
Total Funding Sources 482,818 - - - - - 482,818
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 329,871 152,947 - - - - 482,818
Note: Out year expenditures are estimates and subject to change
Balance Forward 152,947
Out years
This project will indentify, install and place stormwater trash capture devices to improve waterways and comply with
National Pollutant Discharge Elimination System (NPDES) municipal regional permit (MRP) requirements.
Needed to comply with NPDES MRP requirements.
Project Funding Detail
Proposed CIP FY 2020-21 - Page 77 -City of South San Francisco
Shaw Road Storm line By-Pass
Project Number sd1602
Project Scope
Project Justification
Project Manager TBD
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Storm Water 18,817 18,817
-
-
-
Total Funding Sources 18,817 - - - - - 18,817
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 18,817 - - - - - 18,817
Note: Out year expenditures are estimates and subject to change
Balance Forward -
Project Funding Detail
Out years
To significantly reduce the risk of flooding in front of properties along 300 block of Shaw Road, this project will first
identify the needed improvement through a technical memo. Later phases will install pipe to help convey excess
water to the Shaw Road Pump Station.
This project will greatly reduce frequent flooding in the 300 block of Shaw Road.
Proposed CIP FY 2020-21 - Page 78 -City of South San Francisco
Green Infrastructure Planning Study
Project Number sd1603
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Storm Water 133,815 133,815
General Fund -
-
-
Total Funding Sources 133,815 - - - - - 133,815
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 79,990 13,830 40,000 - - - 133,820
Note: Out year expenditures are estimates and subject to change
Balance Forward 53,825
National Pollutant Discharge Elimination System (NPDES) provision C.3.j requires all permittees to develop a
Green Infrastructure framework for governing body approval by June 2017. This project will result in a report that
prioritizes and maps project locations in the City where existing impervious surfaces can be replaced with
permeable material.
Permit compliance and planning of future CIPs
Project Funding Detail
Matt Ruble
Out years
Proposed CIP FY 2020-21 - Page 79 -City of South San Francisco
Hickey/Camaritas Slide Repairs
Project Number sd2001
Project Scope
Project Justification
Project Manager TBD
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 75,000 75,000
-
-
-
Total Funding Sources 75,000 - - - - - 75,000
Project Management -
Preliminary Study -
Design -
Construction - 75,000 75,000
Contingency -
Total Expenditures - 75,000 - - - - 75,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 75,000
Out years
Repair valley gutter and hillside at Hickey and Camaritas to stabilize slope and prevent further erosion.
The existing hillsides have experienced landslides and need stabilization and protection.
Project Funding Detail
Proposed CIP FY 2020-21 - Page 80 -City of South San Francisco
South Linden Storm Drain Repairs
Project Number sd2002
Project Scope
Project Justification
Project Manager Louis Langle
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 140,156 140,156
-
-
-
Total Funding Sources 140,156 - - - - - 140,156
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures - 140,156 - - - - 140,156
Note: Out year expenditures are estimates and subject to change
Balance Forward 140,156
Out years
Line storm drain pipe at South Linden Avenue and San Mateo Avenue.
Repair the Storm Drain Line before more expensive repairs are required.
Project Funding Detail
Proposed CIP FY 2020-21 - Page 81 -City of South San Francisco
Storm Drain Master Plan
Project Number sd2101
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Storm Water 600,000 600,000
-
-
-
Total Funding Sources - - 600,000 - - - 600,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures - - 600,000 - - - 600,000
Note: Out year expenditures are estimates and subject to change
Balance Forward -
Hydraulic model of Storm Drain collection and conveyance system. Additionally this project will conduct a condition
assessment and map all strom drains.
This project will determine deficiencies within the city's storm drain system and develop a future capital
improvement program for the storm drain system. The master plan could be used to justify capacity charge fees
and/or impact fees for infill projects.
Jason Hallare
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 82 -City of South San Francisco
WQCP Solar Photovoltaic System
Project Number ss1205
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Sewer Enterprise 505,435 505,435
San Bruno Share 370,365 370,365
-
-
Total Funding Sources 875,800 - - - - - 875,800
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 184,835 - - 1,190,965 - - 1,375,800
Note: Out year expenditures are estimates and subject to change
Balance Forward 690,965
Construction of a solar photovoltaic carport system at the WQCP.
This project will provide the WQCP with a sustainable source of electricity and will reduce electrical costs.
TBD
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 83 -City of South San Francisco
Wet Weather and Digester Improvements Project
Project Number ss1301
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Sewer Enterprise 4,179,466 4,179,466
San Bruno Share 3,614,550 3,614,550
SRF Loan 53,403,000 53,403,000
Sewer Capacity Charge 6,132,988 6,132,988
Total Funding Sources 67,330,004 - - - - - 67,330,004
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 43,669,562 4,087,287 - - - - 47,756,849
Balance Forward 23,660,442
This project consists of replacing digesters #1 and #2 and retrofitting #3 at the Water Quality Control Plant.
Additionally the project is comprised of wet weather improvements that will upgrade the wastewater treatment plant
processes by modifying the aeration basins and channels, constructing an additional secondary clarifier,
constructing new storm water pump stations, installing electric/automatic gates on the flow splitting structures, and
installing new mechanisms at the existing clarifiers.
The Water Quality Control Plant is in need of an upgrade on several of its processes to comply with new National
Pollutant Discharge Elimination System permit requirements.
EKI Environment & Water
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 84 -City of South San Francisco
Pump Station #4 Force Main Design/Contingency Pipes Under Utah Avenue
Project Number ss1502
Project Scope
Project Justification
Project Manager Program Management/Swinerton
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Sewer Enterprise 8,800,000 8,800,000
-
-
-
Total Funding Sources 8,800,000 - - - - - 8,800,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 503,743 8,064,214 - - - - 8,567,957
Note: Out year expenditures are estimates and subject to change
Balance Forward 8,296,257
This project will design and construct an additional force main from Pump Station #4 to the WQCP.
There is one existing force main from Pump Station #4. An additional force main will provide redundancy in the
event the existing force main breaks or needs maintenance.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 85 -City of South San Francisco
Vactor-Sweeper Waste Receiving Station Improvements
Project Number ss1503
Project Scope
Project Justification
Project Manager Program Management/Swinerton
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Sewer Enterprise 22,845 22,845
San Bruno Share 8,415 8,415
-
-
Total Funding Sources 31,260 - - - - - 31,260
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 31,260 - - - - - 31,260
Note: Out year expenditures are estimates and subject to change
Balance Forward -
This project is to design improvements to the Water Quality Control Plant's vactor station to decrease silt and solids
levels.
A preliminary engineering study showed that increased use of the Vactor Waste Receiving Station by street sweepers
has resulted in high silt and solids levels in discharge waste streams. Large amounts of trash and grit entering the
Vactor waste receiving station clog pipes and drains. Dirt, grit, and silt accumulation results in excessive inorganic
loadings to the primary treatment train and anaerobic digesters resulting in more frequent and costly cleaning
schedules.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 86 -City of South San Francisco
Sodium Hypochlorite Storage Tank Replacement Project
Project Number ss1601
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Sewer Enterprise 1,742,916 1,742,916
San Bruno Share 642,084 642,084
-
-
Total Funding Sources 2,385,000 - - - - - 2,385,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 886,424 705,624 - - - - 2,186,424
Note: Out year expenditures are estimates and subject to change
Balance Forward 1,498,576
Program Management/Swinerton
This project will replace three (3) existing sodium hypochlorite tanks, which provide disinfection to treated
wastewater before discharge into the bay.
The original storage tanks were installed in 1995. In 2008 the tanks began to leak product and were repaired using
liners. The contractor who installed the liners advised that the tanks should be replaced within the next five to
eight years. The tanks have begun to leak again and have reached the end of their useful life.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 87 -City of South San Francisco
Pump Station #2 Upgrade
Project Number ss1702
Project Scope
Project Justification
Project Manager Program Management/Swinerton
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Sewer Impact Fees 3,300,000 3,300,000
Sewer Capacity Charge 4,500,000 4,500,000
-
-
Total Funding Sources 7,800,000 - - - - - 7,800,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 627,949 7,267,967 - - - - 7,895,916
Note: Out year expenditures are estimates and subject to change
Balance Forward 7,172,051
This project will design the necessary upgrades to the pump station to accommodate the new growth in "The
Cove" area. Construction to occur in the next fiscal year.
This project is identified in the East of 101 Sewer Master Plan.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 88 -City of South San Francisco
Water Quality Control Plant Effluent Storage Basin Liner Replacement
Project Number ss1704
Project Scope
Project Justification
Project Manager Pragram Management/Swinerton
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Sewer Enterprise 738,084 738,084
San Bruno Share 271,916 271,916
-
-
Total Funding Sources 1,010,000 - - - - - 1,010,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 846,050 - - - - - 846,050
Note: Out year expenditures are estimates and subject to change
Balance Forward 163,950
This project will design and replace effluent storage basin liner with a new membrane.
The Water Quality Control Plant effluent storage basin was constructed in 2005. Periodic inspections have
revealed moderate to severe ultraviolet light (UV) damage to the lining membrane.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 89 -City of South San Francisco
Sewer Master Plan
Project Number ss1801
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Sewer Enterprise 500,000 500,000
-
-
-
Total Funding Sources 500,000 - - - - - 500,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 341,799 159,201 - - - - 501,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 158,201
Hydraulic model of sewer collection and conveyance system west of 101. Additionally this project will conduct a
condition assessment and map all force mains in East of 101 area.
This project will determine deficiencies within the city's sanitary sewer system and develop a future capital
improvement program for the sanitary sewer system. The master plan will also justify capacity charge fees and/or
impact fees for infill projects.
Jason Hallare
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 90 -City of South San Francisco
South Linden Avenue Grade Separation
Project Number st1004
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Gas Tax 149,849 149,849
Measure A 92,924 92,924
-
-
Total Funding Sources 242,773 - - - - - 242,773
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 127,008 115,765 - - - - 242,773
Note: Out year expenditures are estimates and subject to change
Balance Forward 115,765
This project will provide coordination for the South Linden Grade Separation.
This is the last remaining at-grade Caltrain/Union Pacific railroad crossing in South San Francisco. Separating the
vehicles and trains will prevent crossing accidents and improve traffic flow.
Bianca Liu
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 91 -City of South San Francisco
Underground Utility District - Rule 20A Spruce Avenue
Project Number st1204
Project Scope
Project Justification
Project Manager Matt Ruble
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Gas Tax 132,726 190,835 323,561
Other - Rule 20A -
-
-
Total Funding Sources 132,726 - - - 190,835 - 323,561
Utilities (Rule 20A) Reimbursement- 50% at construction contract award and remainder at contract acceptance
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 132,725 - - - - 222,290 355,015
Note: Out year expenditures are estimates and subject to change
Balance Forward 0
This project will underground overhead utility wires on Spruce Avenue and Chestnut Avenue. A new street lighting
system will need to be designed and constructed.
Undergrounding of overhead utility wires will enhance the area and increase utility service reliability.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 92 -City of South San Francisco
South Airport Boulevard Bridge Replacement
Project Number st1301
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Grants - HBP 9,119,245 9,119,245
Measure A 802,900 802,900
General Fund 60,245 60,245
Other - Genentech Donation 850,000 850,000
Total Funding Sources 10,832,390 - - - - - 10,832,390
HBP - Highway Bridge Program
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 10,682,938 - - - - - 10,682,938
Note: Out year expenditures are estimates and subject to change
Balance Forward 149,452
The project will replace the South Airport Boulevard bridge at North Access Road.
Bridge inspection by Caltrans resulted in a reduced load rating for the bridge and requires replacement.
Bob Hahn
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 93 -City of South San Francisco
Grand Boulevard Project Phase 1 (Chestnut to Arroyo Way)
Project Number st1403
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Grants - OBAG TLC 1,000,000 1,000,000
Measure A 1,919,083 1,919,083
-
-
Total Funding Sources 2,919,083 - - - - - 2,919,083
OBAG TLC - One Bay Area Grant, Transportation for Livable Communities.
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 804,802 2,115,028 - - - - 2,919,083
Note: Out year expenditures are estimates and subject to change
Balance Forward 2,114,281
This project will improve El Camino Real between Chestnut Avenue and Arroyo Way by installing enhanced
pedestrian crossings, with corner curb bulb outs and median refuge, expanded bus stop/waiting areas, and a new
landscaped median.
The project improves an important gateway to the City of South San Francisco and helps set the stage for planned
transit-oriented, mixed-use development along the frontage, as envisioned in the City’s 2011 El Camino
Real/Chestnut Avenue Area Plan.
Matt Ruble
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 94 -City of South San Francisco
Caltrain Station Enhancements
Project Number st1603
Project Scope
Project Justification
Project Manager Jacob Gilchrist
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 138,500 138,500
Traffic Impact Fee 1,200,000 1,200,000
Infrastructure Reserves 8,302,500 (1,105,767) 7,196,733
TSE-in-Lieu Fee 1,395,000 1,395,000
Total Funding Sources 11,036,000 - (1,105,767) - - - 9,930,233
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 3,512,614 6,392,619 - - - - 9,905,233
Note: Out year expenditures are estimates and subject to change
Balance Forward 7,523,386
This project will enhance Caltrain Entry Plaza above the Caltrain design standards and including wider sidewalks
and plazas along Grand Avenue from Airport Boulevard to Spruce Avenue. Additional finish material, landscaping,
furnishing, shelter, lighting and amenity upgrades to the approved and fully funded Caltrain Station Improvement
Project lead by the Joint Powers Board/Caltrain.
This project is supported by the Downtown Station Specific Plan. Widened sidewalks and plazas are envisioned
along Grand Avenue to benefit pedestrians and businesses.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 95 -City of South San Francisco
Spruce Avenue Pedestrian Safety Improvements Project
Project Number st1605
Project Scope
Project Justification
Project Manager Jason Hallare
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 179,600 179,600
-
-
-
Total Funding Sources 179,600 - - - - - 179,600
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 141,778 37,822 - - - - 179,600
Note: Out year expenditures are estimates and subject to change
Balance Forward 37,822
Along Spruce Avenue, from Lux Ave. to Miller Ave., this project will install edge line striping, traffic calming
medians, high visibility crosswalk, staggered landscaped bulbouts, and crosswalk striping. Complete design phase
only. Grant ready for future construction.
Implementation of the City's Pedestrian Master Plan to improve pedestrian safety.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 96 -City of South San Francisco
Underground Utilities District (UUD) Rule 20A for Antoinette Lane
Project Number st1702
Project Scope
Project Justification
Project Manager Jason Hallare
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Infrastructure Reserves 539,224 539,224
Other - Rule 20A 2,820,480 2,820,480
Measure W -
-
Total Funding Sources 3,359,704 - - - - - 3,359,704
Utilities (Rule 20A) Reimbursement- 50% at construction contract award and remainder at contract acceptance
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 763,847 2,595,857 - - - - 3,359,704
Note: Out year expenditures are estimates and subject to change
Balance Forward 2,595,857
This project will establish an Underground Utilities District (UUD) on Antoinette Lane from Peninsula Pine
Apartments to terminus. Project extends approximately 1,200 linear feet and will cost approximately $1.3 million.
Antoinette Lane adjoins the Centennial Trail, a public recreation area, and will adjoin a future civic area.
The City plans to develop the SFPUC site located at ECR/Chestnut. Overhead lines must be undergrounded prior
to development.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 97 -City of South San Francisco
Street Lighting Enhancement Program
Project Number st1803
Project Scope
Project Justification
Project Manager Dave Bockhaus
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Gas Tax 100,000 100,000
-
-
-
Total Funding Sources 100,000 - - - - - 100,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 23,843 76,157 - - - - 100,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 76,157
Out years
This project will enhance streetlighting in neighborhoods where requested. Enhancements may include additional
poles and or changing the type of LED.
Program provides funding for community requested street lighting enhancements.
Project Funding Detail
Proposed CIP FY 2020-21 - Page 98 -City of South San Francisco
Bridge Preventative Maintenance Program - Grand Avenue Overpasses
Project Number st1804
Project Scope
Project Justification
Project Manager Jason Hallare
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Infrastructure Reserves 172,000 172,000
Grant - HBP 528,000 528,000
-
-
Total Funding Sources 700,000 - - - - - 700,000
HBP- Highway Bridge Program
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 2,485 697,515 - - - - 700,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 697,515
This project will conduct preventative maintenance on Grand Avenue overpasses.
State highway grant funds are available to pay the costs of the bridge preventative maintenance program.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 99 -City of South San Francisco
El Camino Real Gateway Sign and Median Improvement (Noor to Spruce)
Project Number st1805
Project Scope
Project Justification
Project Manager Matt Ruble
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Infrastructure Reserves 500,000 500,000
General Fund 75,000 -
-
-
Total Funding Sources 575,000 - - - - - 500,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 451,744 84,169 - - - - 500,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 123,256
This project will replace the landscaped median including irrigational systems and vegetation and install a new
gateway sign on El Camino Real between Noor and Spruce Avenue. The project will replicate or complement the
Grand Boulevard design concepts.
This median landscaping is due for replacement and a new gateway sign will improve the appearance as motorist
enter and leave South San Francisco on El Camino Real.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 100 -City of South San Francisco
Street Rehabilitation Program
Project Number st1903
Project Scope
Project Justification
Project Manager Angel Torres
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 373,729 373,729
Measure A 211,266 211,266
Measure W 1,851,000 1,851,000
SMC Measure W 300,000 300,000
Grant - OBAG 2 1,027,000 1,027,000
Road Maint & Rehab (SB1)-
Total Funding Sources 3,762,994 - - - - - 3,762,994
OBAG 2 - One Bay Area Grant Cycle 2
Expenditures Prior Years Exp
Estimated Exp
FY 2018-19
Estimated Exp
FY 2019-20
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23 Total
Total Expenditures 2,063,234 1,699,760 3,762,994
Note: Out year expenditures are estimates and subject to change
Balance Forward 1,699,760
This project will rehabilitate various City streets in accordance with the City's pavement management program.
Road surfaces deteriorate over time and need rehabilitation to improve its condition.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 101 -City of South San Francisco
Traffic Impact Fee Study
Project Number tr1013
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Traffic Impact Fees 715,356 715,356
-
-
-
Total Funding Sources 715,356 - - - - - 715,356
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 427,777 - - - - - 427,777
Note: Out year expenditures are estimates and subject to change
Balance Forward 287,579
This project will update the East of 101 Traffic Impact Fee.
The existing Traffic Impact Fee has not been updated since 2007. Information about existing traffic impacts as
well as new projects facilitating development in the east of 101area need to be incorporated into the existing fee.
Jeff Chou
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 102 -City of South San Francisco
US-101 Produce Avenue Interchange [TIF #39]
Project Number tr1404
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Traffic Impact Fees 170,660 170,660
Grants - Measure A Hwy 3,500,000 3,500,000
Gas Tax 150,000 150,000
-
Total Funding Sources 3,820,660 - - - - - 3,820,660
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 1,992,793 1,256,086 - - - - 3,248,879
Note: Out year expenditures are estimates and subject to change
Balance Forward 1,827,866
The ultimate project will construct a new interchange on US-101 at Produce Avenue. The interchange includes
constructing a new overcrossing connecting Utah Avenue on the east side of US-101 to San Mateo Avenue on the
west side of US-101. The project will improve access between 101 and Produce Avenue and Airport Boulevard.
This phase of the project consists of the Project Approval and Environmental Document (PA/ED). Future phases
will be final design and construction.
This will provide improved traffic circulation in the area and a much needed east/west connection over US-101 for
vehicles, bicycles, and pedestrians.
Matt Ruble
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 103 -City of South San Francisco
Sunshine Gardens Safety and Connectivity Improvement Program
Project Number tr1701
Project Scope
Project Justification
Project Manager Angel Torres
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Grant - Measure A 504,000 504,000
Measure A 726,000 726,000
-
-
Total Funding Sources 1,230,000 - - - - - 1,230,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 1,230,000 - - - - - 1,230,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 0
This project will install traffic safety measures for pedestrians and bicyclist including the installation of advanced
stop bars, high visibility ladder crosswalks, median pedestrian refuge islands, advanced yield lines, edge lines, and
new ADA compliant curb ramps, and a Class 3 bikeway along on Miller Avenue, Evergreen Drive and Holly
Avenue.
This project was identified in the Pedestrian and Bicycle Master Plan.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 104 -City of South San Francisco
East of 101 Traffic Model Update
Project Number tr1702
Project Scope
Project Justification
Project Manager Jeff Chou
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Traffic Impact Fees 450,000 400,000 850,000
-
-
-
Total Funding Sources 450,000 - 400,000 - - - 850,000
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 333,112 49,535 452,774 - - - 835,421
Note: Out year expenditures are estimates and subject to change
Balance Forward 116,888
This project is to update the existing collection of data East of 101 Traffic Model to create new baseline
information and incorporate updated planning information.
This project is needed to help City staff and developers with traffic analysis of the East of 101 area. The current
model is seven (7) years old. This project will also take residential land uses into consideration.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 105 -City of South San Francisco
Update Pedestrian and Bicycle Master Plan
Project Number tr1705
Project Scope
Project Justification
Project Manager Matt Ruble
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Other - Developer Deposit 290,000 290,000
Grant - TDA 100,000 100,000
-
-
Total Funding Sources 390,000 - - - - - 390,000
TDA- Transportation Development Act
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 232,764 115,845 - - - - 348,609
Note: Out year expenditures are estimates and subject to change
Balance Forward 157,236
This project will update the Pedestrian and Bicycle Master Plans
Many of the projects listed in the current Pedestrian and Bicycle Master plans are complete. This project will
update the lists of projects and create conceptual designs to be competitive for future grant applications.
Project Funding Detail
Out years
Proposed CIP FY 2020-21 - Page 106 -City of South San Francisco
Commercial and Spruce Signalized Intersection
Project Number tr1801
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Grant - HSIP 444,000 444,000
Measure A 666,500 666,500
Gas Tax 125,000 125,000
Road Maint & Rehab (SB1)40,000 40,000
Total Funding Sources 1,275,500 - - - - - 1,275,500
HSIP- Highway Safety Improvement Program.
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 821 1,274,679 - - - - 1,275,500
Note: Out year expenditures are estimates and subject to change
Balance Forward 1,274,679
Out years
This project will signalize the intersection at Spruce Avenue and Commerical Avenue.
This project will improve the intersection traffic flow to reduce the number of accidents and improve bicycle and
pedestrian safety.
Angel Torres
Project Funding Detail
Proposed CIP FY 2020-21 - Page 107 -City of South San Francisco
East of 101 Traffic Signal Improvements
Project Number tr1902
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Grant - MTC IDEA 627,764 627,764
Traffic Impact Fees 198,044 198,044
General Fund -
.-
Total Funding Sources 825,808 - - - - - 825,808
IDEA- Innovative Deployment to Enhance Arterials
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 1,245 824,563 - - - - 825,808
Note: Out year expenditures are estimates and subject to change
Balance Forward 824,563
Out years
This project will add automated traffic signal performance measures to several corridors in the City that parallel US-
101 or feed into it to install equipment to enable the implementation of "variable lane assignment" operational
strategy at four intersections where beneficial.
To improve East of 101 traffic flow, to and from the freeway.
Bianca Liu
Project Funding Detail
Proposed CIP FY 2020-21 - Page 108 -City of South San Francisco
North Connectivity Bicycle Lanes
Project Number tr1903
Project Scope
Project Justification
Project Manager
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Grant - TDA 350,000 350,000
Gas Tax 15,000 15,000
Measure A 25,000 25,000
General Fund -
Total Funding Sources 390,000 - - - - - 390,000
TDA- Transportation Development Act
Expenditures Prior Years Exp
Estimated Exp
FY 2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Estimated Exp
FY 2024-25 Total
Total Expenditures 58,704 243,064 - - - - 301,768
Note: Out year expenditures are estimates and subject to change
Balance Forward 331,296
Out years
To construct 2.7 miles of Class II and III bike lanes on Hillside Blvd, Oyster Point, Gull Drive, and E. Grand Avenue.
To complete gaps and connectivity in the City and County bicycle networks.
Jeff Chou
Project Funding Detail
Proposed CIP FY 2020-21 - Page 109 -City of South San Francisco
South Connectivity Bicycle Lanes
Project Number tr1907
Project Scope
Project Justification
Project Manager Jeff Chou
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Road Maint & Rehab (SB1)179,894 - 179,894
Grant - BAAQMD 120,106 120,106
Measure A 42,000 42,000
-
Total Funding Sources 342,000 - - - - - 342,000
Expenditures Prior Years Exp
Estimated Exp FY
2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Exp FY 2024-
25 Total
Total Expenditures 33,941 268,858 - - - - 302,799
Note: Out year expenditures are estimates and subject to change
Balance Forward 308,059
Out years
This project will close the gaps between designated bicycle routes to the south of East Grand Avenue and
North Access Road. Additional funding is needed to coordinate with Caltrans and realign detector loops.
The design is affected by Caltrains ROW and lane detection realignments.
Project Funding Detail
Proposed CIP FY 2020-21 - Page 110 -City of South San Francisco
Smart Corridors SSF Expansion
Project Number tr2002
Project Scope
Project Justification
Project Manager Bianca Liu
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Grant - HSIP 360,000 - 360,000
-
-
-
Total Funding Sources 360,000 - - - - - 360,000
Expenditures Prior Years Exp
Estimated Exp FY
2020-21
Estimated Exp
FY 2021-22
Estimated Exp
FY 2022-23
Estimated Exp
FY 2023-24
Exp FY 2024-
25 Total
Total Expenditures 240,000 120,000 - - - - 360,000
Note: Out year expenditures are estimates and subject to change
Balance Forward 120,000
Out years
The San Mateo County Smart Corridors is an Intelligent Transportation System (ITS) designed to improve
mobility along the Highway 101 corridor in San Mateo County. The South San Francisco Expansion will include
the segment north of I-380 through the City of South San Francisco. The project will implement Intelligent
Transportation System (ITS) equipment such as an interconnected traffic signal system, close circuit television
(CCTV) cameras, trailblazer/arterial dynamic message signs, and vehicle detection system for managing the
system during non-recurring traffic congestion cause by diverted traffic due to major incidents on the freeway.
The project provides relief in that case of an accident on Highway 101 and is entirely funded by C/CAG.
Project Funding Detail
Proposed CIP FY 2020-21 - Page 111 -City of South San Francisco
Appendices
Proposed CIP FY 2020-21 - Page 112 -City of South San Francisco
Appendix 1: CIP SUMMARY BY PROJECT TYPE
Project Number Existing
Project Title ITD Budget Need to Complete Remaining
Appropriation FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 Total
Public Facilities Projects
pf1602 x HVAC Replacements Citywide 463,852 (16,931) - - - - - (16,931)
pf1704 x Training Tower Maintenance 74,032 0 - 242,968 - - - 242,968
pf1705 x City Hall Security Upgrades 165,704 67,390 - 140,388 - - - 207,778
pf1707 x Community Civic Campus 33,583,435 6,473,202 99,084,142 12,000,000 9,332,423 - - 126,889,766
pf1801 x Parking Garage Number 2 1,090,000 865,866 - - - - - 865,866
pf1802 x Brentwood Parking Lot Improvements 104,183 0 - - 350,000 - - 350,000
pf1804 x City Hall Roof Replacement 235,162 1,500 (1,500) - - - - (0)
pf1805 x Fire Station 64 Dormitory and Bathroom Remodel 1,556,505 130,939 - - - - - 130,939
pf1806 x Orange Memorial Park Aquatic Center 582 - - - - - - -
pf1807 x Orange Library Conversion Feasability Study 75,012 1,500 - - - - - 1,500
pf1903 x Electric Vehicle Charging Stations 60,000 5,845 - - - - - 5,845
pf2001 x Oyster Point Fuel Tank Removal 100,000 91,135 200,000 - - - - 291,135
pf2002 x Oyster Point Marina Water-Taxi Ferry Terminal 50,000 50,000 300,000 - - - - 350,000
pf2003 x Police Operations & 911 Dispatch Center - 44,287,340 57,615 - 3,000,000 - - 47,344,955
pf2101 New Preschool Facility Design and Construction - - 5,500,000 - - - - 5,500,000
pfpp01 Fire Station 65 Personnel Protective Equipment (PPE)
Storage Room - - - 100,200 - - - 100,200
pfpp02 Emergency Operations Center Second Story Addition - - - - 250,000 2,500,000 - 2,750,000
pfpp03 Pool Locker Rooms - - - 500,000 - - - 500,000
pfpp04 Station 62 Replacement - - - - 150,000 15,000,000 - 15,150,000
pfpp04 Elevator Update - - - 150,000 - - - 150,000
Total Public Facilities 37,558,467 51,957,786 105,140,257 13,133,556 13,082,423 17,500,000 - 200,814,022
Proposed CIP FY 2020-21 - Page 113 -City of South San Francisco
Appendix 1: CIP SUMMARY BY PROJECT TYPE
Project Number Existing
Project Title ITD Budget Need to Complete Remaining
Appropriation FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 Total
Parks Projects
pk1402 x Orange Memorial Park Sports Field Renovation 900,000 790,656 - 9,200,000 - - - 9,990,656
pk1601 x Adult Fitness Equipment Installation - - - - - - - -
pk1701 x Gateway Monument Signs 501,423 150,721 - 1,300,000 - - - 1,450,721
pk1702 x Sign Hill Improvements 100,000 7,446 - - - 99,346 - 106,792
pk1801 x City Hall Landscape Area Master Plan - - - - - - - -
pk1802 x Urban Forest Master Plan 78,710 9,185 - - - - - 9,185
pk1803 x Sellick Park Renovation Project 65,358 55,575 - - 1,054,642 - - 1,110,217
pk1804 x Buri Buri Park Baseball and Basketball Court Improvements 29,420 24,079 - 290,580 - - - 314,659
pk1805 x Avalon Park Improvements 24,867 18,524 - - 231,133 - - 249,657
pk1806 x Gardiner Park Playground Replacement 1,109,217 775,723 - - - - - 775,723
pk1807 x Hillside School Soccer Field Renovations 27,412 20,099 - - - 221,788 - 241,887
pk1902 x Oyster Point Development Conduits 85,000 85,000 - - - - - 85,000
pk2001 Alta Loma Baseball Field Renovation - - - - 97,500 312,500 - 410,000
pk2002 Alta Loma Park Tennis Court and Landscaping - - - 47,400 254,200 - - 301,600
pk2003 Southwood Field Renovation - - - 176,000 932,000 - - 1,108,000
pk2004 Newmann & Gibbs Playground Replacement - - - 47,500 256,500 - - 304,000
pk2005 Westborough Park Pathways - - - 75,000 405,000 - - 480,000
pk2006 Dundee Park Improvements - - - 43,750 236,250 - - 280,000
pkpp01 Sign Hill Fire Detection Equipment - - - - 134,400 - - 134,400
pkpp02 Orange Memorial Park Master Plan Update - - - 100,000 - - - 100,000
Total Parks 2,921,407 1,937,008 - 11,280,230 3,601,625 633,634 - 17,452,497
Proposed CIP FY 2020-21 - Page 114 -City of South San Francisco
Appendix 1: CIP SUMMARY BY PROJECT TYPE
Project Number Existing
Project Title ITD Budget Need to Complete Remaining
Appropriation FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 Total
Storm Drain Projects
sd1401 x Storm Water Trash Capture Device 482,818 152,947 - - - - - 152,947
sd1602 x Shaw Road Storm line By-Pass 18,817 - - - - - - -
sd1603 x Green Infrastructure Planning Study 133,815 53,825 - - - - - 53,825
sd1701 x Francisco Terrace Storm Drain 840,000 87,774 (56,913) - - - - 30,861
sd1801 x Orange Memorial Park Storm Capture Project 9,500,000 8,628,138 6,000,000 - - - - 14,628,138
sd2001 x Hickey/Camaritas Slide Repairs 75,000 75,000 - - - - - 75,000
sd2002 x South Linden Storm Drain Repairs 140,156 140,156 - - - - - 140,156
sd2101 Storm Drain Master Plan 0 0 - - 600,000 - - - 600,000
sdpp03 Miscellenous Storm Water Repairs - - - 400,000 - - - 400,000
sdpp05 Regional Sea Level Rise USACE Study - - - 500,000 - - - 500,000
Total Storm Drain Projects 11,190,606 9,137,841 5,943,087 1,500,000 - - - 16,580,928
Sanitary Sewer Projects
ss1205 x WQCP Solar Photovoltaic System 875,800 690,965 - - - - - 690,965
ss1301 x Wet Weather and Digester Improvements Project 67,330,004 23,660,442 - - - - - 23,660,442
ss1307 x Plant-Wide Industrial Re-Coating Program 5,173,016 4,904,905 1,750,000 1,500,000 - - - 8,154,905
ss1502 x Pump Station #4 Force Main Design/Contingency Pipes
Under Utah Avenue 8,800,000 8,296,257 - - - - - 8,296,257
ss1503 x Vactor-Sweeper Waste Receiving Station Improvements 31,260 - - - - - - -
ss1601 x Sodium Hypochlorite Storage Tank Replacement Project 2,385,000 1,498,576 - - - - - 1,498,576
ss1701 x WQCP Maintenance Building Roof Replacement 79,254 0 - - - - - 0
ss1702 x Pump Station #2 Upgrade 7,800,000 7,172,051 - - - - - 7,172,051
ss1703 x Water Quality Control Plant Secondary Clarifiers No. 1 and
2 Reconstruction 400,000 285,120 6,200,000 - - - - 6,485,120
ss1704 x Water Quality Control Plant Effluent Storage Basin Liner
Replacement 1,010,000 163,950 - - - - - 163,950
ss1705 x Water Quality Control Plant Switchgear and Cogeneration
Controls Upgrade 3,680,000 3,080,368 1,700,000 - - - - 4,780,368
ss1801 x Sewer Master Plan 500,000 158,201 - - - - - 158,201
ss1802 x Sea Level Rise Study and Planning at WQCP 600,000 599,428 403,572 3,850,000 - - - 4,853,000
ss1901 x Pump Station Industrial Re-Coating Program 1,500,000 1,500,000 750,000 - - - - 2,250,000
ss1902 x Pump Station #14 Upgrade 300,000 300,000 4,000,000 - - - - 4,300,000
ss2001 x Sanitary Sewer Rehabilitation 500,000 500,000 1,575,000 3,500,000 3,500,000 3,500,000 3,500,000 16,075,000
Total Sewer Projects 100,964,333 52,810,262 16,378,572 8,850,000 3,500,000 3,500,000 3,500,000 88,538,834
Proposed CIP FY 2020-21 - Page 115 -City of South San Francisco
Appendix 1: CIP SUMMARY BY PROJECT TYPE
Project Number Existing
Project Title ITD Budget Need to Complete Remaining
Appropriation FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 Total
Streets Projects
st1004 x South Linden Avenue Grade Separation 242,773 115,765 - - - - - 115,765
st1204 x Underground Utility District - Rule 20A Spruce Avenue 132,726 0 - - - 190,835 - 190,835
st1301 x South Airport Boulevard Bridge Replacement 10,832,390 149,452 - - - - - 149,452
st1403 x Grand Boulevard Project Phase 1 (Chestnut to Arroyo Way)2,919,083 2,114,281 - - - - - 2,114,281
st1502 x Grand Boulevard Project Phase 2 (Kaiser Way to McLellan
Drive)5,770,780 2,362,475 200,000 - - - - 2,562,475
st1601 x Linden Avenue Complete Streets (California to Aspen),
Pedestrian & Bike Safety Improvements (Phase 1)1,577,045 1,339,930 900,000 - - - - 2,239,930
st1602 x Linden Avenue/Spruce Avenue Traffic Calming
Improvements (Phase 2)2,508,000 2,255,001 300,000 - - - - 2,555,001
st1603 x Caltrain Station Enhancements 11,036,000 7,523,386 - (1,105,767) - - - 6,417,619
st1604 x Paint Restriping of City Streets 130,000 96,932 (96,932) - - - - (0)
st1605 x Spruce Avenue Pedestrian Safety Improvements Project 179,600 37,822 - - - - - 37,822
st1702 x Underground Utilities District (UUD) Rule 20A for
Antoinette Lane 3,359,704 2,595,857 - - - - - 2,595,857
st1703 x Bridge Preventative Maintenance Program 1,749,000 1,704,511 250,000 500,000 - - - 2,454,511
st1801 x Grand Ave Streetscape / Grand Ave & Airport Blvd Intersect 367,500 242,614 1,525,000 - 6,650,000 6,915,000 7,180,000 22,512,614
st1803 x Street Lighting Enhancement Program 100,000 76,157 - - - - - 76,157
st1804 x Bridge Preventative Maintenance Program - Grand Avenue
Overpasses 700,000 697,515 - - - - - 697,515
st1805 x El Camino Real Gateway Sign and Median Improvement
(Noor to Spruce)575,000 123,256 - - - - - 123,256
st1806 x North Access Road Bike and Pedestrian Improvements 888,375 336,878 (76,042) - - - - 260,836
st1807 x Grand Boulevard Project Phase 3 (Arroyo Drive to Kaiser
Way)1,095,106 1,080,891 400,000 - - - - 1,480,891
st1808 x Oak Avenue Extension 195,817 6,280 (6,280) - - - - 0
st1902 x 3rd Avenue Rail Extension Feasibility Study 149 (0) - - - - - (0)
st1903 x Street Rehabilitation Program 3,762,994 1,699,760 - - - - - 1,699,760
st1904 x Underground Utilities District (UUD) Rule 20A for Mission
Road 283,845 203,745 72,000 - - - - 275,745
st1905 x Railroad Avenue Extension Feasibility Study 226,000 136,422 (136,422) - - - - 0
st2002 x Survey Monument (On Going)75,000 - 75,000 100,000 100,000 100,000 100,000 475,000
st2003 x Caltrain to East Grand Bike Gap Closure 585,000 585,000 1,100,000 - - - - 1,685,000
st2004 x South Airport / Belle Aire Improvements 150,000 122,015 368,000 - - - - 490,015
st2101 El Camino Real Median Improvement (Chestnut to Spruce)- - 75,000 2,500,000 - - - 2,575,000
st2102 Broadband Expansion Project - - 450,000 - - - - 450,000
st2103 PMP - 2020 Surface Seal - - 2,700,000 - - - - 2,700,000
st2104 PMP - 2020 Pavement Rehabilitation - - 1,667,000 - - - - 1,667,000
st2105 PMP - 2021 Surface Seal - - 100,000 2,700,000 - - - 2,800,000
st2106 PMP - 2021 Pavement Rehabilitation - - 100,000 1,667,000 - - - 1,767,000
stpp02 Harbor Way Reconstruction FDR - - - - - 2,500,000 - 2,500,000
stpp03 Littlefield Ave Reconstruction FDR - - - - 4,000,000 - - 4,000,000
stpp04 Poletti Way Dedication - - - - 75,000 - - 75,000
stpp05 West Winston Manor Cut Through Evaluation - - - - 150,000 - - 150,000
Total Streets Projects 49,441,887 25,605,944 9,966,324 6,361,233 10,975,000 9,705,835 7,280,000 69,894,336
Proposed CIP FY 2020-21 - Page 116 -City of South San Francisco
Appendix 1: CIP SUMMARY BY PROJECT TYPE
Project Number Existing
Project Title ITD Budget Need to Complete Remaining
Appropriation FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 Total
Traffic Projects
tr1013 x Traffic Impact Fee Study 715,356 287,579 - - - - - 287,579
tr1404 x US-101 Produce Avenue Interchange [TIF #39]3,820,660 1,827,866 - - - - - 1,827,866
tr1503 x Safe Routes to Transit 300,000 23,691 (23,691) - - - - -
tr1602 x Oyster Point and East Grand Corridor Improvements 5,179,452 5,054,888 620,000 - - - - 5,674,888
tr1701 x Sunshine Gardens Safety and Connectivity Improvement
Program 1,230,000 0 - - - - - 0
tr1702 x East of 101 Traffic Model Update 450,000 116,888 - 400,000 - - - 516,888
tr1703 x Avalon-Brentwood Park Neighborhood Traffic Study 368,818 (390) - - - - - (390)
tr1704 x Misc Traffic Improvements FY16-17 42,674 0 - - - - - 0
tr1705 x Update Pedestrian and Bicycle Master Plan 390,000 157,236 - - - - - 157,236
tr1801 x Commercial and Spruce Signalized Intersection 1,275,500 1,274,679 - - - - - 1,274,679
tr1901 x Adaptive Traffic Control System 2,700,000 199,265 600,000 - - - - 799,265
tr1902 x East of 101 Traffic Signal Improvements 825,808 824,563 - - - - - 824,563
tr1903 x North Connectivity Bicycle Lanes 390,000 331,296 - - - - - 331,296
tr1904 x Miscellaneous Traffic Improvements 173,992 170,342 250,000 - - - - 420,342
tr1905 x Littlefield Avenue Extension Feasibility Study 448 0 - - - - - 0
tr1906 x Hillside and Lincoln Traffic Improvements 149 (0) 1,500,000 - - - - 1,500,000
tr1907 x South Connectivity Bicycle Lanes 342,000 308,059 - - - - - 308,059
tr2001 x West Orange and Hillside Pedestrian Crossing Improvements 204,000 116,000 - - - - 320,000
tr2101 Utah and Harbor Intersection Improvements - - 250,000 2,500,000 - - - 2,750,000
tr2102 DNA Way at E. Grand Ave and Allerton Ave at E. Grand Ave
Signalized Intersections - 3,500,000 - - - - 3,500,000
tr2103 Local Road Safety Program (LRSP)- 80,000 - - - - 80,000
trpp01 Chestnut & Commercial New Traffic Signal - - - - - - 1,000,000 1,000,000
trpp05 Intersection Premption - - - 100,000 100,000 1,000,000 - 1,200,000
Total Traffic Projects 18,204,856 10,779,965 6,892,309 3,000,000 100,000 1,000,000 1,000,000 22,772,274
Total 220,281,558 152,228,805 144,320,548 44,125,019 31,259,048 32,339,469 11,780,000 416,052,889
Proposed CIP FY 2020-21 - Page 117 -City of South San Francisco
APPENDIX 2: CIP SUMMARY BY FUNDING SOURCE
Number Existing
Project Title Remaining
Appropriation
FY20-21
Proposed FY21-22 Projected FY22-23 FY23-24 FY24-25
General Fund
pf1602 x HVAC Replacements Citywide (16,931) - - - - -
pf1704 x Training Tower Maintenance 0 - 180,768 - - -
pf1705 x City Hall Security Upgrades 67,390 - 140,388 - - -
pf1802 x Brentwood Parking Lot Improvements 0 - - 350,000 - -
pf1804 x City Hall Roof Replacement 1,500 (1,500) - - - -
pf1805 x Fire Station 64 Dormitory and Bathroom Remodel 108,644 - - - - -
pf2001 x Oyster Point Fuel Tank Removal 91,135 200,000 - - - -
pf2002 x Oyster Point Marina Water-Taxi Ferry Terminal 50,000 300,000 - - - -
pfpp01 Fire Station 65 Personnel Protective Equipment (PPE) Storage Room - - 74,600 - - -
pfpp02 Emergency Operations Center Second Story Addition - - - 250,000 2,500,000 -
pfpp04 Station 62 Replacement - - - 150,000 15,000,000 -
pfpp04 Elevator Update - - 150,000 - - -
pk1701 x Gateway Monument Signs - - 1,300,000 - - -
pk1702 x Sign Hill Improvements 7,446 - - - 99,346 -
pk1902 x Oyster Point Development Conduits 85,000 - - - - -
pkpp01 Sign Hill Fire Detection Equipment - - - 99,994 - -
sd1603 x Green Infrastructure Planning Study - - - - - -
sd1701 x Francisco Terrace Storm Drain 58,618 (7) - - - -
sd2001 x Hickey/Camaritas Slide Repairs 75,000 - - - - -
sd2002 x South Linden Storm Drain Repairs 140,156 - - - - -
sdpp03 Miscellenous Storm Water Repairs - - 400,000 - - -
st1301 x South Airport Boulevard Bridge Replacement 149,452 - - - - -
st1502 x Grand Boulevard Project Phase 2 (Kaiser Way to McLellan Drive)450,030 - - - - -
st1601 x Linden Avenue Complete Streets (California to Aspen), Pedestrian & Bike Safety
Improvements (Phase 1)932,100 900,000 - - - -
st1602 x Linden Avenue/Spruce Avenue Traffic Calming Improvements (Phase 2)- 300,000 - - - -
st1603 x Caltrain Station Enhancements 94,417 - - - - -
st1605 x Spruce Avenue Pedestrian Safety Improvements Project 37,822 - - - - -
st1703 x Bridge Preventative Maintenance Program - 250,000 500,000 - - -
st1806 x North Access Road Bike and Pedestrian Improvements 61,206 (16,042) - - - -
st1808 x Oak Avenue Extension 6,280 (6,280) - - - -
st1902 x 3rd Avenue Rail Extension Feasibility Study (0) - - - - -
st1903 x Street Rehabilitation Program 168,815 - - - - -
st1904 x Underground Utilities District (UUD) Rule 20A for Mission Road - - - - - -
st2101 El Camino Real Median Improvement (Chestnut to Spruce)- 75,000 2,500,000 - - -
st2102 Broadband Expansion Project - 450,000 - - - -
st2103 PMP - 2020 Surface Seal - 1,300,000 - - - -
st2104 PMP - 2020 Pavement Rehabilitation - 200,000 - - - -
st2105 PMP - 2021 Surface Seal - 100,000 1,100,000 - - -
st2106 PMP - 2021 Pavement Rehabilitation - 100,000 - - - -
stpp05 West Winston Manor Cut Through Evaluation - - - 150,000 - -
tr1703 x Avalon-Brentwood Park Neighborhood Traffic Study (390) - - - - -
tr1704 x Misc Traffic Improvements FY16-17 - - - - - -
tr1904 x Miscellaneous Traffic Improvements 24,530 250,000 250,000 - - -
tr1906 x Hillside and Lincoln Traffic Improvements (0) - - - - -
tr2103 Local Road Safety Plan (LRSP)- 8,000 - - - -
trpp02 Hillside (Lawndale to Lincoln) Road Diet - - - 80,000 - -
Total General Fund 2,592,218 4,409,171 6,595,756 1,079,994 17,599,346 -
Proposed CIP FY 2020-21 - Page 118 -City of South San Francisco
APPENDIX 2: CIP SUMMARY BY FUNDING SOURCE
Number Existing
Project Title Remaining
Appropriation
FY20-21
Proposed FY21-22 Projected FY22-23 FY23-24 FY24-25
Measure W
pf1707 x Community Civic Campus 6,473,202 12,000,000 12,000,000 9,332,423 - -
st1903 x Street Rehabilitation Program 836,104 - - - - -
st2104 PMP - 2020 Pavement Rehabilitation - 667,000 - - - -
st2106 PMP - 2021 Pavement Rehabilitation - - 667,000 - - -
Total Measure W 7,309,306 12,667,000 12,667,000 9,332,423 - -
Park -in-Lieu Zone 4
pf1806 x Orange Memorial Park Aquatic Center - - - - - -
pfpp03 Pool Locker Rooms - - 500,000 - - -
pk1402 x Orange Memorial Park Sports Field Renovation 790,656 - 9,200,000 - - -
pk1601 Adult Fitness Equipment Installation - - - - - -
pk1806 x Gardiner Park Playground Replacement 313,312 - - - - -
pk1807 x Hillside School Soccer Field Renovations 20,099 - - - 221,788 -
pkpp02 Orange Memorial Park Master Plan Update - - 100,000 - - -
Total Park-in-Lieu Zone 4 1,124,067 - 9,800,000 - 221,788 -
Proposed CIP FY 2020-21 - Page 119 -City of South San Francisco
APPENDIX 2: CIP SUMMARY BY FUNDING SOURCE
Number Existing
Project Title Remaining
Appropriation
FY20-21
Proposed FY21-22 Projected FY22-23 FY23-24 FY24-25
Park Land Construction
pk1803 x Sellick Park Renovation Project 55,575 - - 1,054,642 - -
pk1804 x Buri Buri Park Baseball and Basketball Court Improvements 24,079 - 290,580 - - -
pk1805 x Avalon Park Improvements 18,524 - - 231,133 - -
pk2001 Alta Loma Baseball Field Renovation - - - 97,500 312,500 -
pk2002 Alta Loma Park Tennis Court and Landscaping - - 47,400 254,200 - -
pk2003 Southwood Field Renovation - - 176,000 932,000 - -
pk2004 Newmann & Gibbs Playground Replacement - - 47,500 256,500 - -
pk2005 Westborough Park Pathways - - 75,000 405,000 - -
pk2006 Dundee Park Improvements - - 43,750 236,250 - -
Total Park Land Construction 98,177 - 680,230 3,467,225 312,500 -
Infrastructure Reserves
sd1701 x Francisco Terrace Storm Drain 7,117 (18,342) - - - -
st1603 x Caltrain Station Enhancements 5,659,923 - (1,105,767) - - -
st1702 x Underground Utilities District (UUD) Rule 20A for Antoinette Lane - - - - - -
st1703 x Bridge Preventative Maintenance Program 175,421 - - - - -
st1801 x Grand Ave Streetscape / Grand Ave & Airport Blvd Intersection Improvements 242,614 - - 6,650,000 6,915,000 7,180,000
st1804 x Bridge Preventative Maintenance Program - Grand Avenue Overpasses 171,389 - - - - -
st1805 x El Camino Real Gateway Sign and Median Improvement (Noor to Spruce)107,179 - - - - -
Total Infrastructure Reserves 6,363,645 (18,342) (1,105,767) 6,650,000 6,915,000 7,180,000
Gas Tax
sd1701 x Francisco Terrace Storm Drain 22,040 (38,564) - - - -
st1004 x South Linden Avenue Grade Separation 45,728 - - - - -
st1204 x Underground Utility District - Rule 20A Spruce Avenue 0 - - - 190,835 -
st1502 x Grand Boulevard Project Phase 2 (Kaiser Way to McLellan Drive)- 200,000 - - - -
st1604 x Paint Restriping of City Streets 96,932 (96,932) - - - -
st1803 x Street Lighting Enhancement Program 76,157 - - - - -
st1806 x North Access Road Bike and Pedestrian Improvements 42,460 - - - - -
st1904 x Underground Utilities District (UUD) Rule 20A for Mission Road 203,745 72,000 - - - -
st1905 x Railroad Avenue Extension Feasibility Study 12,073 - - - - -
st2002 x Survey Monument (On Going)- 75,000 100,000 100,000 100,000 100,000
tr1404 x US-101 Produce Avenue Interchange [TIF #39]71,762 - - - - -
tr1704 x Misc Traffic Improvements FY16-17 - - - - - -
tr1801 x Commercial and Spruce Signalized Intersection 124,920 - - - - -
tr1903 x North Connectivity Bicycle Lanes 12,742 - - - - -
tr1904 x Miscellaneous Traffic Improvements 145,812 - - - - -
trpp01 Chestnut & Commercial New Traffic Signal - - - - - 1,000,000
trpp05 Intersection Premption - - 100,000 100,000 1,000,000 -
Total Gas Tax 854,370 211,504 200,000 200,000 1,290,835 1,100,000
SMC Measure W
st1903 x Street Rehabilitation Program 135,511 - - - - -
st2103 PMP - 2020 Surface Seal - 600,000 - - - -
st2105 PMP - 2021 Surface Seal - - 600,000 - - -
Total SMC Measure W 135,511 600,000 600,000 - - -
Proposed CIP FY 2020-21 - Page 120 -City of South San Francisco
APPENDIX 2: CIP SUMMARY BY FUNDING SOURCE
Number Existing
Project Title Remaining
Appropriation
FY20-21
Proposed FY21-22 Projected FY22-23 FY23-24 FY24-25
Measure A
st1004 x South Linden Avenue Grade Separation 70,037 - - - - -
st1301 x South Airport Boulevard Bridge Replacement - - - - - -
st1403 x Grand Boulevard Project Phase 1 (Chestnut to Arroyo Way)1,389,984 - - - - -
st1502 x Grand Boulevard Project Phase 2 (Kaiser Way to McLellan Drive)651,537 - - - - -
st1601 x Linden Avenue Complete Streets (California to Aspen), Pedestrian & Bike Safety
Improvements (Phase 1)67,972 - - - - -
st1602 x Linden Avenue/Spruce Avenue Traffic Calming Improvements (Phase 2)125,877 - - - - -
st1806 x North Access Road Bike and Pedestrian Improvements 170,643 - - - - -
st1903 x Street Rehabilitation Program 95,430 - - - - -
st2103 PMP - 2020 Surface Seal - 300,000 - - - -
st2104 PMP - 2020 Pavement Rehabilitation - 300,000 - - - -
st2105 PMP - 2021 Surface Seal - - 500,000 - - -
st2106 PMP - 2021 Pavement Rehabilitation - - 500,000 - - -
tr1503 x Safe Routes to Transit 23,691 (23,691) - - - -
tr1701 x Sunshine Gardens Safety and Connectivity Improvement Program 0 - - - - -
tr1801 x Commercial and Spruce Signalized Intersection 666,071 - - - - -
tr1903 x North Connectivity Bicycle Lanes 21,237 - - - - -
tr1907 x South Connectivity Bicycle Lanes 37,832 - - - - -
tr2001 x West Orange and Hillside Pedestrian Crossing Improvements 0 116,000 - - - -
trpp03 Sister Cities/Hillside Neighborhood Traffic Calming - - 250,000 - - -
Total Measure A 3,320,312 692,309 1,250,000 - - -
Road Maintenance and Rehabilitation (SB1)
st1502 x Grand Boulevard Project Phase 2 (Kaiser Way to McLellan Drive)445,821 - - - - -
st1602 x Linden Avenue/Spruce Avenue Traffic Calming Improvements (Phase 2)1,348,685 - - - - -
st1806 x North Access Road Bike and Pedestrian Improvements 28,441 - - - - -
st1807 x Grand Boulevard Project Phase 3 (Arroyo Drive to Kaiser Way)93,871 400,000 - - - -
st1903 x Street Rehabilitation Program - - - - - -
st2103 PMP - 2020 Surface Seal - 500,000 - - - -
st2104 PMP - 2020 Pavement Rehabilitation - 500,000 - - - -
st2105 PMP - 2021 Surface Seal - - 500,000 - - -
st2106 PMP - 2021 Pavement Rehabilitation - - 500,000 - - -
stpp02 Harbor Way Reconstruction FDR - - - - 2,500,000 -
stpp03 Littlefield Ave Reconstruction FDR - - - 4,000,000 - -
tr1801 x Commercial and Spruce Signalized Intersection 39,974 - - - - -
tr1907 x South Connectivity Bicycle Lanes 162,041 - - - - -
Total RMRA (SB1)2,118,833 1,400,000 1,000,000 4,000,000 2,500,000 -
Proposed CIP FY 2020-21 - Page 121 -City of South San Francisco
APPENDIX 2: CIP SUMMARY BY FUNDING SOURCE
Number Existing
Project Title Remaining
Appropriation
FY20-21
Proposed FY21-22 Projected FY22-23 FY23-24 FY24-25
Grants
pk1806 x Gardiner Park Playground Replacement 209,803 - - - - -
pk1806 x Gardiner Park Playground Replacement 179,696 - - - - -
st1301 x South Airport Boulevard Bridge Replacement - - - - - -
st1403 x Grand Boulevard Project Phase 1 (Chestnut to Arroyo Way)724,296 - - - - -
st1502 x Grand Boulevard Project Phase 2 (Kaiser Way to McLellan Drive)815,087 - - - - -
st1601 x Linden Avenue Complete Streets (California to Aspen), Pedestrian & Bike Safety
Improvements (Phase 1)339,858 - - - - -
st1602 x Linden Avenue/Spruce Avenue Traffic Calming Improvements (Phase 2)780,439 - - - - -
st1703 x Bridge Preventative Maintenance Program 1,529,090 - - - - -
st1804 x Bridge Preventative Maintenance Program - Grand Avenue Overpasses 526,126 - - - - -
st1807 x Grand Boulevard Project Phase 3 (Arroyo Drive to Kaiser Way)987,019 - - - - -
st1903 x Street Rehabilitation Program 463,900 - - - - -
st1905 x Railroad Avenue Extension Feasibility Study 124,349 (136,422) - - - -
st2003 x Caltrain to East Grand Bike Gap Closure 400,000 - - - - -
tr1404 x US-101 Produce Avenue Interchange [TIF #39]1,674,458 - - - - -
tr1503 x Safe Routes to Transit - - - - - -
tr1701 x Sunshine Gardens Safety and Connectivity Improvement Program 0 - - - - -
tr1705 x Update Pedestrian and Bicycle Master Plan 40,317 - - - - -
tr1801 x Commercial and Spruce Signalized Intersection 443,714 - - - - -
tr1902 x East of 101 Traffic Signal Improvements 626,817 - - - - -
tr1903 x North Connectivity Bicycle Lanes 297,317 - - - - -
tr1907 x South Connectivity Bicycle Lanes 108,186 - - - - -
tr2103 Local Road Safety Plan (LRSP)0 72,000 - - - -
Total Grants 10,270,473 (64,422) - - - -
Proposed CIP FY 2020-21 - Page 122 -City of South San Francisco
APPENDIX 2: CIP SUMMARY BY FUNDING SOURCE
Number Existing
Project Title Remaining
Appropriation
FY20-21
Proposed FY21-22 Projected FY22-23 FY23-24 FY24-25
Sewer Enterprise
ss1205 x WQCP Solar Photovoltaic System 370,357 - - - - -
ss1301 x Wet Weather and Digester Improvements Project 1,468,706 - - - - -
ss1307 x Plant-Wide Industrial Re-Coating Program 3,426,026 1,222,375 1,047,750 - - -
ss1502 x Pump Station #4 Force Main Design/Contingency Pipes Under Utah Avenue 8,296,257 - - - - -
ss1503 x Vactor-Sweeper Waste Receiving Station Improvements - - - - - -
ss1601 x Sodium Hypochlorite Storage Tank Replacement Project 1,095,117 - - - - -
ss1701 x WQCP Maintenance Building Roof Replacement 0 - - - - -
ss1703 x Water Quality Control Plant Secondary Clarifiers No. 1 and 2 Reconstruction 208,353 4,530,960 - - - -
ss1704 x Water Quality Control Plant Effluent Storage Basin Liner Replacement 119,791 - - - - -
ss1705 x Water Quality Control Plant Switchgear and Cogeneration Controls Upgrade 2,251,089 1,242,340 - - - -
ss1801 x Sewer Master Plan 158,201 - - - - -
ss1802 x Sea Level Rise Study and Planning at WQCP 438,062 317,773 3,031,496 - - -
ss1901 x Pump Station Industrial Re-Coating Program 1,500,000 750,000 - - - -
ss2001 x Sanitary Sewer Rehabilitation 500,000 1,575,000 3,500,000 3,500,000 3,500,000 3,500,000
Total Sewer Enterprise 19,831,960 9,638,448 7,579,246 3,500,000 3,500,000 3,500,000
East of 101 Sewer Impact Fees
ss1702 x Pump Station #2 Upgrade 3,034,329 - - - - -
ss1902 x Pump Station #14 Upgrade 300,000 4,000,000 - - - -
Total East of 101 Sewer Impact Fees 3,334,329 4,000,000 - - - -
Sewer Capacity Charge
ss1301 x Wet Weather and Digester Improvements Project 2,155,194 - - - - -
ss1702 x Pump Station #2 Upgrade 4,137,722 - - - - -
Total Sewer Capacity Charge 6,292,916 - - - - -
San Bruno/NBSU Share
ss1205 x WQCP Solar Photovoltaic System 320,608 - - - - -
ss1301 x Wet Weather and Digester Improvements Project 1,270,189 - - - - -
ss1307 x Plant-Wide Industrial Re-Coating Program 1,478,879 527,625 452,250 - - -
ss1503 x Vactor-Sweeper Waste Receiving Station Improvements - - - - - -
ss1601 x Sodium Hypochlorite Storage Tank Replacement Project 403,459 - - - - -
ss1701 x WQCP Maintenance Building Roof Replacement (0) - - - - -
ss1703 x Water Quality Control Plant Secondary Clarifiers No. 1 and 2 Reconstruction 76,766 1,669,040 - - - -
ss1704 x Water Quality Control Plant Effluent Storage Basin Liner Replacement 44,159 - - - - -
ss1705 x Water Quality Control Plant Switchgear and Cogeneration Controls Upgrade 829,279 457,660 - - - -
ss1802 x Sea Level Rise Study and Planning at WQCP 161,366 85,799 818,504 - - -
Total San Bruno/NBSU Share 4,584,705 2,740,124 1,270,754 - - -
Proposed CIP FY 2020-21 - Page 123 -City of South San Francisco
APPENDIX 2: CIP SUMMARY BY FUNDING SOURCE
Number Existing
Project Title Remaining
Appropriation
FY20-21
Proposed FY21-22 Projected FY22-23 FY23-24 FY24-25
Other Funding Sources
pf1707 x Community Civic Campus - - - - - -
pf1801 x Parking Garage Number 2 865,866 - - - - -
pf1903 x Electric Vehicle Charging Stations 2,435 - - - - -
pf1903 x Electric Vehicle Charging Stations 3,410 - - - - -
pf2003 x Police Operations & 911 Dispatch Center - - - 2,000,000 - -
pf2003 x Police Operations & 911 Dispatch Center - - - 1,000,000 - -
pf2003 x Police Operations & 911 Dispatch Center - 57,615 - - - -
pk1701 x Gateway Monument Signs 150,721 - - - - -
pk1801 x City Hall Landscape Area Master Plan - - - - - -
pk1802 x Urban Forest Master Plan 9,185 - - - - -
sd1401 x Storm Water Trash Capture Device 150,787 - - - - -
sd1801 x Orange Memorial Park Storm Capture Project 8,628,138 6,000,000 - - - -
sdpp05 Regional Sea Level Rise USACE Study - - 500,000 - - -
st1204 Underground Utility District - Rule 20A Spruce Avenue - - - - - -
st1301 x South Airport Boulevard Bridge Replacement - - - - - -
st1702 x Underground Utilities District (UUD) Rule 20A for Antoinette Lane 2,595,857 - - - - -
st1904 x Underground Utilities District (UUD) Rule 20A for Mission Road - - - - - -
tr1705 x Update Pedestrian and Bicycle Master Plan 116,919 - - - - -
Other Funding Sources 12,523,318 6,057,615 500,000 3,000,000 - -
Storm Water Fund
sd1401 x Storm Water Trash Capture Device 2,160 - - - - -
sd1602 x Shaw Road Storm line By-Pass - - - - - -
sd1603 x Green Infrastructure Planning Study 53,825 - - - - -
sd2101 Storm Drain Master Plan - - 600,000 - - -
Total Storm Water Fund 55,985 - 600,000 - - -
Proposed CIP FY 2020-21 - Page 124 -City of South San Francisco
APPENDIX 2: CIP SUMMARY BY FUNDING SOURCE
Number Existing
Project Title Remaining
Appropriation
FY20-21
Proposed FY21-22 Projected FY22-23 FY23-24 FY24-25
East of 101 Traffic Impact Fees
st1801 x Grand Ave Streetscape / Grand Ave & Airport Blvd Intersection Improvements - 1,525,000 - - - -
st1806 x North Access Road Bike and Pedestrian Improvements 34,129 (60,000) - - - -
st2003 x Caltrain to East Grand Bike Gap Closure 185,000 1,100,000 - - - -
st2004 x South Airport / Belle Aire Improvements 122,015 368,000 - - - -
tr1013 x Traffic Impact Fee Study 287,579 - - - - -
tr1404 x US-101 Produce Avenue Interchange [TIF #39]81,646 - - - - -
tr1602 x Oyster Point and East Grand Corridor Improvements 5,054,888 620,000 - - - -
tr1702 x East of 101 Traffic Model Update 116,888 - 400,000 - - -
tr1901 x Adaptive Traffic Control System 199,265 600,000 - - - -
tr1902 x East of 101 Traffic Signal Improvements 197,745 - - - - -
tr1905 x Littlefield Avenue Extension Feasibility Study 0 - - - - -
tr1906 x Hillside and Lincoln Traffic Improvements 0 1,500,000 - - - -
tr2101 Utah and Harbor Intersection Improvements - 250,000 2,500,000 - - -
tr2102 DNA Way at E. Grand Ave and Allerton Ave at E. Grand Ave Signalized Intersectio - 3,500,000 - - - -
Total East of 101 Traffic Impact Fees 6,279,157 9,403,000 2,900,000 - - -
Other Impact Fees
pf1704 x Training Tower Maintenance (0) - 62,200 - - -
pf1805 x Fire Station 64 Dormitory and Bathroom Remodel 22,295 - - - - -
pf2101 New Preschool Facility Design and Construction - 5,500,000 - - - -
pf1807 x Orange Library Conversion Feasability Study 1,500 - - - - -
pfpp01 Fire Station 65 Personnel Protective Equipment (PPE) Storage Room - - 25,600 - - -
pkpp01 Sign Hill Fire Detection Equipment - - - 34,406 - -
st1603 x Caltrain Station Enhancements 950,990 - - - - -
stpp04 Poletti Way Dedication - - - 75,000 - -
Total Other Impact Fees 974,785 5,500,000 87,800 109,406 - -
Bonds/Loans
pf1707 x Community Civic Campus - 87,084,142 - - - -
pf2003 x Police Operations & 911 Dispatch Center 44,287,340 - - - - -
ss1301 x Wet Weather and Digester Improvements Project 18,766,352 - - - - -
Total Bonds/Loans 63,053,692 87,084,142 - - - -
Grand Total 151,117,760 144,320,548 44,625,019 31,339,048 32,339,469 11,780,000
Proposed CIP FY 2020-21 - Page 125 -City of South San Francisco
CAPITAL IMPROVEMENT PROGRAM
FY2020-21
CITY COUNCIL STUDY SESSION
JUNE 9, 2020
Attachment 2
Capital Improvement Program FY2020-21
AGENDA
•CIP Budget Overview
•New Projects
•Featured Projects
•Questions
Capital Improvement Program FY2020-21
$296.5 MILLION BUDGET FY2020-21
Public Facilities, 157,098,000
Parks, 1,937,000
Storm Drains, 15,081,000
Sanitary Sewer, 69,189,000
Streets, 35,572,000
Traffic, 17,672,000
Capital Improvement Program FY2020-21
LARGE MIX OF FUNDING SOURCES
General Fund
3%
Measure W
9%SMC Measure W
0%
Measure A
0%
Road Maintenance Acct (SB1)
1%
Grants
0%
Sewer Enterprise
7%
Sewer Capacity Charge
0%
San Bruno/ NBSU
2%
Other Funding
Sources
4%
Traffic Impact Fees
7%
Other Impact Fees
4%
Bonds/Loans
63%
Capital Improvement Program FY2020-21
GENERAL FUND APPROPRIATIONS
Number Existing
Project Title FY20-21
Proposed
General Fund Appropriations
pf1804 x City Hall Roof Replacement $ (1,500)
pf2001 x Oyster Point Fuel Tank Removal $ 200,000
pf2002 x Oyster Point Marina Water-Taxi Ferry Terminal $ 300,000
sd1701 x Francisco Terrace Storm Drain $ (7)
st1601 x Linden Avenue Complete Streets (California to Aspen), Pedestrian & Bike Safety
Improvements (Phase 1)$ 900,000
st1602 x Linden Avenue/Spruce Avenue Traffic Calming Improvements (Phase 2)$ 300,000
st1703 x Bridge Preventative Maintenance Program $ 250,000
st1806 x North Access Road Bike and Pedestrian Improvements $ (16,042)
st1808 x Oak Avenue Extension $ (6,280)
st2101 El Camino Real Median Improvement (Chestnut to Spruce)$ 75,000
st2102 Broadband Expansion Project $ 450,000
st2103 PMP -2020 Surface Seal $ 1,100,000
st2104 PMP -2020 Pavement Rehabilitation $ 400,000
st2105 PMP -2021 Surface Seal $ 100,000
st2106 PMP -2021 Pavement Rehabilitation $ 100,000
tr1904 x Miscellaneous Traffic Improvements $ 250,000
tr2103 Local Road Safety Plan (LRSP)$ 8,000
Total General Fund $ 4,409,171
10 New Projects
Capital Improvement Program FY2020-21
(PF2101 NEW PROJECT) NEW PRESCHOOL FACILITY
Capital Improvement Program FY2020-21
(PF2101 NEW PROJECT) NEW PRESCHOOL FACILITY
Project Funding Detail
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation Out years
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Childcare Impact Fee 5,500,000 5,500,000
-
-
-
Total Funding Sources -5,500,000 ---5,500,000
Capital Improvement Program FY2020-21
(ST2101 NEW PROJECT) ECR MEDIAN IMPROVEMENT PROJECT
New Project
Capital Improvement Program FY2020-21
(ST2101 NEW PROJECT) ECR MEDIAN IMPROVEMENT PROJECT
Project Funding Detail
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation Out years
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 75,000 2,500,000 2,575,000
-
-
-
Total Funding Sources -75,000 2,500,000 ---2,575,000
Capital Improvement Program FY2020-21
(ST2102 NEW PROJECT) BROADBAND EXPANSION PROJECT
Capital Improvement Program FY2020-21
(ST2102 NEW PROJECT) BROADBAND EXPANSION PROJECT
Project Funding Detail
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation Out years
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 750,000 750,000
-
-
-
Total Funding Sources -750,000 ----750,000
Capital Improvement Program FY2020-21
(ST2103, ST2104, ST2105, ST2106 NEW PROJECTS)
PAVEMENT MANAGEMENT PROGRAM(PMP)
Capital Improvement Program FY2020-21
(ST2103) PMP –2020 SURFACE SEAL
Project Funding Detail
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation Out years
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 1,300,000 1,300,000
Measure A 300,000 300,000
Measure W
SMC Measure W 600,000 600,000
Road Maint & Rehab
(SB1)500,000 500,000
Total Funding Sources 2,700,000 2,700,000
Capital Improvement Program FY2020-21
(ST2104) PMP –2020 PAVEMENT REHABILITATION
Project Funding Detail
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation Out years
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 200,000 200,000
Measure A 300,000 300,000
Measure W 667,000 667,000
SMC Measure W
Road Maint & Rehab
(SB1)500,000 500,000
Total Funding Sources 1,667,000 1,667,000
Capital Improvement Program FY2020-21
(ST2105) PMP –2021 SURFACE SEAL
Project Funding Detail
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation Out years
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 100,000 1,100,000 1,200,000
Measure A 500,000 500,000
Measure W
SMC Measure W 600,000 600,000
Road Maint & Rehab
(SB1)500,000 500,000
Total Funding Sources 100,000 2,700,000 2,800,000
Capital Improvement Program FY2020-21
(ST2106) PMP –PAVEMENT REHABILITATION
Project Funding Detail
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation Out years
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 100,000 300,000
Measure A 500,000 500,000
Measure W 667,000 667,000
SMC Measure W
Road Maint & Rehab
(SB1)500,000 500,000
Total Funding Sources 100,000 1,667,000 1,767,000
Capital Improvement Program FY2020-21
(TR2101 NEW PROJECT) UTAH AND HARBOR
INTERSECTION IMPROVEMENTS
Capital Improvement Program FY2020-21
(TR2101 NEW PROJECT) UTAH AND HARBOR
INTERSECTION IMPROVEMENTS
Project Funding Detail
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation Out years
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Traffic Impact Fees 250,000 2,500,000 -2,750,000
-
-
-
Total Funding
Sources -250,000 2,500,000 ---2,750,000
Capital Improvement Program FY2020-21
(TR2102 NEW PROJECT) EAST GRAND & ALLERTON AND
EAST GRAND & DNA WAY INTERSECTION IMPROVEMENTS
Capital Improvement Program FY2020-21
Project Funding Detail
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation Out years
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Traffic Impact Fees 3,500,000 -3,500,000
-
-
-
Total Funding Sources -3,500,000 ----3,500,000
(TR2102 NEW PROJECT) EAST GRAND & ALLERTON AND
EAST GRAND & DNA WAY INTERSECTION IMPROVEMENTS
Capital Improvement Program FY2020-21
(TR2103 NEW PROJECT) LOCAL ROADWAY SAFETY PLAN (LRSP)
Project Funding Detail
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation Out years
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Grant -HSIP 72,000 -72,000
General Fund 8,000 8,000
-
-
Total Funding Sources -80,000 ----80,000
Featured Projects
Capital Improvement Program FY2020-21
(PF1707) CIVIC CENTER CAMPUS
Capital Improvement Program FY2020-21
(PF1707) CIVIC CENTER CAMPUS
Project Funding Detail
Total Appropriation
Adopted
Appropriation
Projected
Appropriation Out years
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Measure W 33,583,435 12,000,000 12,000,000 9,332,423 --66,915,858
Lease Revenue Bonds -87,084,142 ----87,084,142
Other Sources [1]-
Asset Seizure Fund -------
Public Safety Impact Fee -------
Interest Earnings from
Proceeds -------
Total Funding Sources 33,583,435 99,084,142 12,000,000 9,332,423 --154,000,000
Capital Improvement Program FY2020-21
(PF2003) POLICE OPERATIONS AND 911 DISPATCH CENTER
Capital Improvement Program FY2020-21
(PF2003) POLICE OPERATIONS AND 911 DISPATCH CENTER
Project Funding Detail
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation Out years
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Measure W -------
Lease Revenue Bonds 53,800,000 -----53,800,000
Other Sources [1]-
Other -Asset Seizure Fund ---2,000,000 --2,000,000
Other -Public Safety Impact
Fee ---1,000,000 --1,000,000
Other -Interest Earnings
from Proceeds -57,615 ----57,615
Total Funding Sources 53,800,000 57,615 -3,000,000 --56,857,615
Capital Improvement Program FY2020-21
(PF2001) OYSTER POINT FUEL TANK REMOVAL
Capital Improvement Program FY2020-21
(PF2001) OYSTER POINT FUEL TANK REMOVAL
Project Funding Detail
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation Out years
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 100,000 200,000 300,000
-
-
-
Total Funding Sources 100,000 200,000 ----300,000
Capital Improvement Program FY2020-21
(PF2002) OYSTER POINT MARINA WATER-TAXI FERRY TERMINAL
Capital Improvement Program FY2020-21
(PF2002) OYSTER POINT MARINA WATER-TAXI FERRY TERMINAL
Project Funding Detail
Total Appropriation
Adopted
Appropriation
Projected
Appropriation Out years
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 50,000 300,000 350,000
-
-
-
Total Funding Sources 50,000 300,000 ----350,000
Capital Improvement Program FY2020-21
(PK1402) OMP SPORTS FIELD AND
(SD1801) OMP STORM WATER CAPTURE
Capital Improvement Program FY2020-21
(SD1801) OMP STORM WATER CAPTURE
Project Funding Detail
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation Out years
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Other -Caltrans 9,500,000 6,000,000 15,500,000
-
-
-
Total Funding Sources 9,500,000 6,000,000 ----15,500,000
Capital Improvement Program FY2020-21
(PK1402) OMP SPORTS FIELD
Project Funding Detail
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation Out years
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Park-in-Lieu Z4 900,000 9,200,000 10,100,000
-
-
-
Total Funding Sources 900,000 -9,200,000 ---10,100,000
Capital Improvement Program FY2020-21
(TR1906) HILLSIDE AND LINCOLN TRAFFIC IMPROVEMENTS
Capital Improvement Program FY2020-21
(TR1906) HILLSIDE AND LINCOLN TRAFFIC IMPROVEMENTS
Project Funding Detail
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation Out years
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
General Fund 149 149
Traffic Impact Fees 1,500,000 1,500,000
-
-
Total Funding Sources 149 1,500,000 ----1,500,149
Capital Improvement Program FY2020-21
(ST1801) GRAND AVE STREETSCAPE / GRAND AVE & AIRPORT BLVD
INTERSECTION IMPROVEMENTS
Capital Improvement Program FY2020-21
(ST1801) GRAND AVE STREETSCAPE / GRAND AVE & AIRPORT BLVD
INTERSECTION IMPROVEMENTS
Project Funding Detail
Total
Appropriation
Adopted
Appropriation
Projected
Appropriation Out years
Funding Sources Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Total
Infrastructure Reserves 367,500 6,650,000 6,915,000 7,180,000 21,112,500
Traffic Impact Fees 1,525,000 1,525,000
-
-
Total Funding Sources 367,500 1,525,000 -6,650,000 6,915,000 7,180,000 22,637,500
Capital Improvement Program FY2020-21
WATER QUALITY CONTROL PLANT
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1Comments regarding matters not listed on the agenda will be heard during Public Comment. in compliance with the Brown Act, no
discussion or action will be taken by the City Council.
QConsent Calendar Item #:
For matters on the agenda, you will have on opportunity to speak following the staff report and prior to the vote.
Public Hearing
Legislative Business
Administrative Business
NAME: (please print) ___
ORGANIZATION (If applicable): —_
OPTIONAL: ADDRESS:
Item #:
Item #:
Item #:
CITY:
ZA
CITY OF SOUTH SAN FRANCISCO SPEAKER CARD
if you wish to speak under Public Comment or on any other Agenda Item please complete this card and hand it to the City Clerk
prior to your item being heard by the City Council.
� v
OCity Council: Meeting Date Special City Council° Meeting Date UJ' ! lanning Commission: Meeting Date
SPEAKERS A E LIMITED TO 3 MINUTES PER PERSON (subj to modification by the Mayor)
AGENDA ITEM: Please check the box of the agenda item(s) yod wish to provide public comment.
Public Comment
Cam ents regarding matters not listed on the agenda will be heard during Public Comment. In compliance with the Brown Act, no
discussion or action will be taken by the City Council.
Consent Calendar
For matters on the agenda, you will have an opportunity to
Public Hearing
QLegislative Business /
QAdministrative Business
NAME: (please print) __ /Vi f L
ORGANIZATION (If applicable):
I" OPTIONAL: ADDRESS:
EMAIL:
Item #:
following the staff, report and prior to the vote.
Item #: /
Item #:
Item #: _
CITY:
DAYTIME PHONE:
Public participation is encouraged at all meetings. Thank you for your my>ut and interest hi the City of South San Francisco.
CITE' OF SOUTH SAN FRANCISCO SPEAKER CARD
If you wish to speak under Public. Cornment or on any other Agenda Item please complete this card and hand it to the City Clerk
prior to your item being heard by the City Council.
O City Council: Meeting Date AC. Special City Council: Meeting Datedz ca% O Planning Commission: Meeting Date
SPEAKERS ARE LIMITED TO 3 MiNUTES PER PERSON (subject to modification by the Mayor)
AGENDA ITEM: Please check the box of the agenda item(s) you wish to provide public comment.
Public Comment
Comments regarding matters not listed on the agenda will be heard during Public Comment. In compliance with the Brown Act, no
discussion or action will be taken by the City Council.
Consent Calendar Item #:
For matters on the agenda, you will have an opportunity to speak following th'a staff report and prior to the vote.
Q Public Hearing It+ m #:
QLegislative Business Item #:
Administrative
Business Item #:
NAME: (please print) �;o Tn
ORGANIZATION (If applicable): _ ,.�'.
OPTIONAL. ADDRESS:
CITY: RN �'�ti.�.:�e
EMAIL:
DAYTIME PHONE:
CITY OF SOUTH SAN FRANCISCO SPEAKER CARD_
ea
If you wish to spk under Public Comment or on any other Agenda Item please complete this card and hand it to the City Clerk
City Council: Meeting Date
prior to your item being heard by the City Council.
Q
0 Special City Council: Meeting Date__ Planning Commission: Meeting Date
0
SPEAKERS ARE LIMITED TO 3 MINUTES PER PERSON (subject to modification by the Mayor)
AGENDA ITEM: Please check the box of the agenda item(s) you wish to provide public comment.
Public Comment a .'
".
Comments regarding matters not listed on the agenda will be heard during Public Comment. In compliance with the Brown Act, no
discussion or action will be taken by the City Council.
Consent Calendar
Item #:
For matters on the agenda you will have an opportunity to speak following the staff report and prior to the vot-P
Public Hearing
Legislative Business
QAdministrative Business
NAME: (please print)
7
ORGANIZATION Of applicable): _
OPTIONAL
Item #:
Item #:
Item #:
2l
ADDRESS:
ITY:
EMAIL:
AYTIME PHO�
Public partici
You
or your input and interest in the City of South San Francisco,
CITY OF SOUTH SAN FRANCISCO SPEAKER CARD_
If you wish to speak under Public Comment or on any other Agenda Item please complete this card and hand it to the City Clerk
prior to your item being heard by the City Council.
City Council: Meeting Date 0Special City Council: Meeting Date_ Planning Commission: Meeting Date
SPEAKERS ARE LIMITED TO 3 MINUTES PER PERSON (subject to modification by the Mayor)
AGENDA ITEM: Please check the box of the agenda item(s) you wish to provide public comment.
QPublic Comment
Comments regarding matters not listed on the agenda will be he arc; during Public Comment, /n compliance with the Brown Act, no
discussion or action will be taken by the City Council.
EDConsent Calendar
Item #:
For matters on the agenda, you mt! have an opportunity to speak foliowing the staff report and prior to the vote.
L� Public Hearing Item #:
QLegislative Business Item #:
Administrative Business Item #:
NAME: (please print) __
ORGANIZATION (If applicable):__
OPTIONAL: ADDRESS:
EMAIL:
CITY:
DAYTIME PHONE:
Public participation is encouraged at all meetings. Thank you for your input and interest in the City of South San Francisco.
CITY OF SOUTH SAN FRANCISCO SPEAKER CARD
If you wish to speak under Public Comment or on any other Agenda Item please complete this card and hand it to the City Clerk
�
, prior to your item being heard by the City Co(incil.
City Council: Meetin Date ` /
g J Special City Council: Meeting Date__ 0 Planning Commission: Meeting Dane
SPEAKERS ARE LIMITED TO 3 MINUTES PER PERSON (subject to modification by the Mayor)
AGENDA ITEM: Please check the box of the agenda item(s) you wish to provide public comment.
fmPublic Comment
Comments regarding matters not listed on the agenda will be heard during Public Comment. In complir.=rce with the Brown Act no
discussion or action will be taken by the City Council.
EDConsent Calendar
item #:
For matters on the agenda you will have an opportunity to speak following the staff report and prior to the vote.
MPublic Hearing Item #:
QLegislative Business item #:
QAdministrative Business Item #:
NAME: (please print) _
ORGANIZATION (if applicable):