HomeMy WebLinkAbout2021-04-26 e-packet@3:00Monday, April 26, 2021
3:00 PM
City of South San Francisco
P.O. Box 711 (City Hall, 400 Grand Avenue)
South San Francisco, CA
TELECONFERENCE MEETING
Budget Standing Committee of the City Council
Regular Meeting Agenda
April 26, 2021Budget Standing Committee of the
City Council
Regular Meeting Agenda
TELECONFERENCE MEETING NOTICE
THIS MEETING WILL BE CONDUCTED PURSUANT TO THE PROVISIONS OF THE
GOVERNOR’S EXECUTIVE ORDERS N-29-20 AND N-63-20 ALLOWING FOR DEVIATION
OF TELECONFERENCE RULES REQUIRED BY THE BROWN ACT & 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 purpose of conducting the meeting as described in this notice is to provide the safest environment for staff
and the public while allowing for public participation.
Councilmembers Nicolas, Mayor Addiego and essential City staff will participate via Teleconference.
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Page 2 City of South San Francisco Printed on 7/14/2021
April 26, 2021Budget Standing Committee of the
City Council
Regular Meeting Agenda
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Page 3 City of South San Francisco Printed on 7/14/2021
April 26, 2021Budget Standing Committee of the
City Council
Regular Meeting Agenda
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MATTERS FOR CONSIDERATION
Motion to approve the Minutes for the meeting of January 28, 2021.1.
Study session regarding two Capital Improvement Projects at Orange Memorial Park,
synthetic turf sports field and proposed replacement of Orange Pool, and possible
funding strategies. (Sharon Ranals, Assistant City Manager, Janet Salisbury, Finance
Director)
2.
Review of Vacant and Frozen City Staff Positions and Preliminary Recommendations
for the 2021-2022 Operating Budget with Respect to Staffing. (Leah Lockhart,
Human Resources Director)
3.
Adjournment.
Page 4 City of South San Francisco Printed on 7/14/2021
City of South San Francisco
Legislation Text
P.O. Box 711 (City Hall, 400
Grand Avenue)
South San Francisco, CA
File #:21-335 Agenda Date:4/26/2021
Version:1 Item #:1.
Motion to approve the Minutes for the meeting of January 28, 2021.
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Call to Order. Time: 3:04 p.m.
Roll Call. PRESENT: Councilmember Nicolas and
Mayor Addiego.
AGENDA REVIEW
No changes
REMOTE PUBLIC COMMENTS
None.
MATTERS FOR CONSIDERATION
1. Motion to approve the Minutes for the meetings of July 27, 2020 and August 3, 2020.
Motion - Councilmember Nicolas / Second –Mayor Addiego: to approve the minutes. The motion carried
unanimously.
2. Report regarding the Comprehensive Annual Financial Report for fiscal year ended June 30,
2020, mid-year update for fiscal year ending June 30, 2021, and additional appropriation
considerations. (Janet Salisbury, Director of Finance)
Director Salisbury stated this report was meant to be more of a discussion with the presentation slides as a
guide for the Budget Standing Committee. The presentation covered the fiscal year 2019-2020 Financial
Highlights, General Fund Overview, 2nd Quarter Financial Update, Reserves and other considerations.
MINUTES
SPECIAL MEETING
BUDGET STANDING
COMMITTEE
OF THE
CITY OF SOUTH SAN FRANCISCO
P.O. Box 711 (City Hall, 400 Grand Avenue)
South San Francisco, California 94083
THURSDAY, JANUARY 28, 2021
3:00 p.m.
Teleconference via Zoom
Housing Standing Committee conducted this meeting
in accordance with California Governor Newsom’s
Executive Orders N-25-20 and N-29-20 and COVID-
19 pandemic protocols.
SPECIAL BUDGET STANDING COMMITTEE MEETING JANUARY 28, 2021
MINUTES PAGE 2
Mayor Addiego asked which categories were in Other Taxes under the General Fund revenues. Director
Salisbury advised it included business licenses and commercial parking which had been on a steady
decline over the last three years. She added that $2,000,000 of that was business license and the other
$2,500,000 was a combination of commercial taxes and commercial parking taxes.
Mayor Addiego inquired whether the property tax $1,500,000 increment was done annually. Director
Salisbury confirmed that it was and advised the amount was a snapshot of this fiscal year and will take
that into consideration of new buildings coming online.
Mayor Addiego queried whether the hotel operators were indeed paying their Transient Occupancy Tax
(TOT) that was due. Director Salisbury confirmed that they were. She added there were a couple of hotels
within the City that were permanently closed which does impact the budget.
Mayor Addiego asked whether the Library were creating jobs for the people that were involved in the
2020 Census. Library Director Sommer advised there were census navigators that were excellent
bilingual-bicultural. There were some languages that the Library wanted to find people to hire such as
Spanish, Tagalog, Mandarin and Cantonese for answering questions and connecting residents with the
social service agencies. Their goal was set to make more solid connections with local agencies to know
who to call or refer residents when there was a housing or food issue.
Budget Standing Committee members discussed the Library Community Navigator position and the
importance of hiring professionals and compensating them properly to ensure they stay as employees. The
Budget Standing Committee members believed if the employees were not paid properly, there was a
chance they would look for other opportunities and the City would lose the relationships they built with
the residents. Mayor Addiego suggested hiring a college student that was currently working on their
studies for social work.
3. Presentation regarding financing the Civic Campus and Street Paving Program. (Janet Salisbury,
Finance Director, and Matthew Ruble, Principal Engineer)
Director Salisbury advised the item before the Budget Standing Committee members was an overview of
Measure W funds and then going to focus on the Civic Campus financing and then also speak on the
options for a Streets Paving Program.
Budget Standing Committee members requested contractors to provide architectural renderings of what
the panels looked like installed on the buildings before they move forward with the project.
City Manager Futrell suggested they increase the size of the bonding by $4,000,000 to install the solar
panels and advised staff would continue to research solar with renderings and will present it as part of the
February 10, 2021 City Council meeting discussion.
Capital Projects Director Gilchrist stated he would have a conceptual return on the investment by
February 10, 2021. He recommended that as they go through the design of the solar array, he advised to
be sensitive to the overall architecture of the buildings.
Mayor Addiego stated that the Street Bond Program was a great idea but was concerned about some of
the signage was not clear to residents. He recommended for staff to be careful especially on a program
that disrupted a great amount of residents.
SPECIAL BUDGET STANDING COMMITTEE MEETING JANUARY 28, 2021
MINUTES PAGE 3
ADJOURNMENT
Being no further business Vice Mayor Addiego adjourned the meeting at 4:27 p.m.
Submitted by: Approved by:
Gabriel Rodriguez, Deputy City Clerk Mark Addiego, Mayor
City of South San Francisco City of South San Francisco
Approved by the Budget Standing Committee: / /
City of South San Francisco
Legislation Text
P.O. Box 711 (City Hall, 400
Grand Avenue)
South San Francisco, CA
File #:21-332 Agenda Date:4/26/2021
Version:1 Item #:
Study session regarding two Capital Improvement Projects at Orange Memorial Park,synthetic turf sports field
and proposed replacement of Orange Pool,and possible funding strategies.(Sharon Ranals,Assistant City
Manager, Janet Salisbury, Finance Director)
RECOMMENDATION
It is recommended that the City Council Budget Subcommittee consider and provide direction regarding two
Capital Improvement Program (CIP)projects at Orange Memorial Park,including potential funding strategies:
construction of a synthetic turf multi-use sports field to be built over the Storm Water Capture project,which
has previously been approved as a CIP project and is in the design phase;and the proposed replacement of the
Orange Pool with an Aquatic Center.
BACKGROUND
The two projects at Orange Memorial Park which are the subject of this Study Session,a synthetic turf sports
field and the proposed replacement of the Orange Pool,are being considered together in this report since their
construction could occur within a similar time frame, and both involve significant funding commitments.
This report and presentation will discuss each project, including the following:
- existing conditions/need for the new amenities;
- status of the sports field project, which was approved as a CIP project in 2019/20;
- results of a feasibility study and vision for a new aquatic center;
- estimated project costs and cash flow needs over the anticipated design and construction
timeframes;
- forecast of anticipated Parks Impact Fees, which have traditionally been the primary funding
source for park projects;
- discussion of alternative funding strategies for these projects.
Multi-Sport Synthetic Turf Field
City Council members are familiar with the synergy between the Storm Water Capture (Phase 1)and Sports
Field replacement projects,which created a unique opportunity to develop multi-sport synthetic baseball,
softball,and soccer fields for youth and adults over the top of the Storm Water Capture system (Phase 2).Both
projects are located in the quadrant of the park where the baseball and softball fields have historically been
located, on Orange Avenue between Memorial Drive and the Colma Creek canal.
The Sports Field project will conserve water,provide for year-round play,significantly expand the number of
hours of play that can be scheduled,improve safety for players,and enhance the appearance and beauty of
Orange Memorial Park.Both the Stormwater and Sports Field projects were approved in the 2018/19 Capital
Improvement Program.The sports field project includes:(1)baseball,(1)softball,and (2)youth baseball fields;
(2)adult soccer,(2)junior soccer,and (4)youth soccer fields.Amenities include synthetic turf,lighting and
electronic scoreboards,30’chain link backstops with netting,aluminum bleachers,a restroom/concession
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building, bullpens, dugouts, batting cages, portable goals and fencing, and landscape enhancements.
Project Duration and Timing of Expenditures
In November 2020,City Council awarded a contract to Verde Design to develop construction documents,
bidding and construction observation services for Phase 2,which continues to track to a $14 million total
budget.Staff anticipates that the full project funding is needed around March 2022 in order to award the
construction contract.This schedule is based on Engineering’s early-2022 projected completion of Phase 1,the
storm water capture project. Based on this schedule, staff expects the ballfield to open in late summer 2023.
Orange Pool/Aquatic Center
Orange Pool is South San Francisco’s only indoor municipal swimming pool. Opened in 1970, it continues to
serve as a community-wide destination for residents of all ages. The pool, which prior to the Covid-19
pandemic of 2020/21 was in operation year-round, seven days a week, offers critical life-skill/safety learn-to
swim programs, recreation, fitness, therapy, health and wellness activities. A list of the programs offered at the
pool includes the following:
•Open recreational swimming -includes special time slots for parents with babies or toddlers,
adults only (ages 18 years and up), all ages, and Friday Family Swim Nights.
•Sauna - adults 18 years and up
•Lap swim - adults 16 years and up
•Aqua-Zumba, aquatic exercise, and water aerobics (fitness exercise with music)
•Swimming lessons and classes for children and adults scheduled on a quarterly basis
•Swimming lessons/recreational swim for Parks and Recreation,and Boys and Girls Club
Summer Camp programs
•Red Cross lifeguard certification classes
•Red Cross health and safety classes
•Volunteer swim aide, instructor training
•Private pool rentals
•Co-sponsored competitive swim team, South San Francisco Aquatics Club (SSFAC)
User Data/Number of Participants
Pre-Covid-19,over 100,000 visits were made to Orange Pool annually (duplicated individuals).The pool serves
over 600 users per day during the summer,when program offerings are expanded to serve the demand for more
youth programming due to children being out of school for the summer,and to serve swimming lessons and
recreation swim offered through summer camp.During the fall,winter,and spring there are approximately 325
swimmers daily when lessons are in session.When lessons are not in session,which is about a two-week
period between each quarter,the pool continues to serve between 180-250 swimmers daily with lap swim and
open recreation swim programs.
The average daily attendance of pool patrons by age group is as follows:children age 0 -4,between 10 to 40;
ages 5 - 18, between 80 to 450; adults ages 18 - 65, 30 to 90; and seniors 65 and up, between 40 to 60.
Average daily attendance by program, which varies seasonally, is as follows: lap swim, 40; adult recreation
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swim, 50 ; the SSF Aquatics Club, 80; exercise classes, 25; swim lessons, 130 (290 summer); summer
recreation swim (daily), 140; and weekend recreation swim, 70.
Prior to the pandemic, public demand for aquatic programs has grown year over year, well beyond the pool’s
capacity. There were a total of 4,124 spaces requested on waiting lists for swimming classes and programs in
2019, which represents 1,112 unduplicated individuals, many of whom were on multiple waiting lists.
Annual Maintenance Costs
Operational costs are approximately $150,000 -$200,000 per year in personnel and materials for maintenance
of the pool systems,not including daily custodial work,which is approximately an additional $50,000 per year.
This does not include periodic capital improvement costs for various repairs that have been made over the
years,such as replacing the pool’s plaster and ceramic tile bottom,locker and fixture replacement,HVAC
system,etc.However,budget requests in recent years for significant renovations have not moved forward,
pending a decision on the future of the building.
Facility Description/Existing Conditions
The one-story building has a floor area of approximately 11,500 square feet,and contains a lobby,25-yard,6-
lane swimming pool,locker rooms,staff office,and mechanical room.Constant maintenance and ongoing
repairs have certainly been made during the pool’s 51-year history,and much effort is expended to keep the
pool as functional and pleasant as possible.However,high humidity,chlorine vapors,and heavy public use
create a very harsh environment. Since its construction, the facility has not undergone any major rehabilitation.
Today,the deteriorated condition is obvious upon even casual observation.Issues include crumbling and worn
finish materials,dry-rotted wood,rusting steel structural and non-structural elements,deteriorated light fixtures,
cracked,uneven and sometimes slippery floors,corroded aluminum window sash,and large expanses of non-
safety glass.Nearly every architectural element and mechanical/electrical system in the pool is due for
replacement, except for the filters, which were recently replaced.
In recognition of these conditions,and the fact that the typical life expectancy of an indoor aquatic facility is 40
-50 years,a professional feasibility study was conducted in 2016 by Marcy Wong Donn Logan Architects.Due
to the size of the document,it has not been attached to this report,but is available for review in the City
Council office.The study’s conclusions,architectural concept design studies,and preliminary rough-order-of-
magnitude (ROM)opinions of probable costs are based upon findings from a number of sources.Interviews
were taken with Parks and Recreation personnel and other city staff.Comments were solicited and documented
at several public forums.Input from Orange Pool users and community members was taken via survey forms.
Multiple site visits were made by the consultant team for the purpose of technical condition assessments of the
existing facility,and remediation recommendations.The existing facility’s spatial layout and square foot areas
were assessed. A space program for a renovated or new pool was developed based on all of these sources.
The consultant team examined all structural and architectural systems,including mechanical,lighting,
plumbing,floor and wall finishes,water treatment systems,and windows and glazing.The report confirms that
the building’s design and construction are typical of the late 1960’s to early 1970’s.By today’s standards,
Orange Pool’s architectural,structural and other building systems are significantly below current building code
requirements and building owner expectations for seismic resistance,energy efficiency,water efficiency,indoor
air quality and comfort,architectural lighting,room acoustics,ADA accessibility,daylight control,
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air quality and comfort,architectural lighting,room acoustics,ADA accessibility,daylight control,
sustainability,and a range of family/user accommodations.The existing facility is not compliant with
California Title 24 and federal ADA requirements for accessibility and energy efficiency.The building design is
well over a dozen code editions behind current applicable building code standards.
Typical of 1970’s construction,the building is not energy efficient.The exterior curtain walls and storefronts
have the original single glazed windows in aluminum frames.The majority of the building is comprised of
uninsulated CMU walls and concrete slab floors.The building’s lighting and electrical systems,mechanical
units and plumbing systems do not meet current water and energy conservation standards.
Timing for Replacement
Despite the City’s attentive custodianship of the building,overall,the building’s age and heavy use have
resulted in very worn condition of the shell and interior.As noted previously,virtually every observable
component and system named above is part of the original construction and is well beyond the point of meriting
replacement.
Based on a recent review of the feasibility study,and the known condition of systems in place to date,staff
expects the facility will need to be closed within the next 0 to 5 years unless there is significant capital
investment or wholesale replacement.
Orange Pool is used seven days per week,year-round,with the exception of annual maintenance closures,
typically for two to three weeks in December.Understanding the great community benefit provided to residents
of all ages,abilities,socio-economic backgrounds,and ability to pay for programs,the City subsidizes aquatics
programs,and has adopted affordable and inclusive fees.The Parks and Recreation Department also maintains
a donation-backed scholarship fund to provide financial assistance to those unable to pay full fees,and works
with customers as much as possible to avoid turning anyone away if unable to afford full fees.In addition to its
adult and youth learn to swim and fitness programs,the pool has a large senior aquatic therapeutic and fitness
program.
Options for Replacement or Renovation
After detailed analysis of existing conditions and community demand,the consultants drafted three scenarios
for replacement or rehabilitation of the existing pool facility, as summarized below.
Scenario A - Renovate the Existing Orange Pool Facility ($10,522,275 as of 2017)
This scenario consists of not only cosmetic architectural renovations,but also upgrading and/or replacement of
all the engineering systems to meet or come as close as possible to current design standards.Given severely
outdated layout of the facility,building systems and deteriorated physical conditions,any rehabilitation that is
designed to approach or meet conformance with current code standards would be no less,if not more
expensive, than a new ground up construction.
This scenario is the least beneficial long term option for many reasons:
1.The benefit to cost ratio is very low
2.Keeping the existing building precludes superior master planning options
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3.Renovations of this facility will likely result in unforeseen expenses from unknown conditions
Scenario B - Construct a Separate New Warm Pool Facility ($21,380,835 as of 2017)
In Scenario B the construction of a new warm pool facility was explored,independently of the Orange Pool
renovation described in Scenario A.Unfortunately,due to seismic requirements,the warm water pool would
essentially be a standalone building, bridged with a covered walkway. Benefits of this approach are:
1.The flexibility of phasing renovation of the existing pool and building a new teaching pool
2.Flexibility and funding of overall projects in phases
3.The completion of a new, code-compliant, warm water teaching pool facility
Disadvantages of this approach include:
1.A warm pool facility separate from the lap pool facility needs additional staffing
2.Separate warm and lap pool buildings require more complicated security measures
3.Renovation to existing facility (with low cost to benefit ratio) still needed
4.Keeping the existing building precludes superior master planning options
5.Renovations of this existing facility will likely result in unforeseen expenses from unknown conditions
Scenario C - Construct a New Two-Pool Facility ($22,363,600 as of 2017)
This scenario envisions demolishing Orange Pool and constructing a new facility.The new natatorium includes
both a lap pool and a warm water teaching pool.The bathhouse has the possibility of being two stories.This
approach has the most advantages of any of the scenarios:
1. The facility layout can be designed for maximum functional efficiency
2. A new facility with both pools in one natatorium does not require redundant staffing
3. A well-designed new facility with two pools can simplify facility and security management
4. A modern aquatics center can be designed with ancillary spaces that are ideal for modern
families with two working parents and young children
5. A new facility will be designed to be ADA accessible, environmentally healthy, energy
efficient, sustainably designed, architecturally inviting, and seismically safe
6. Razing the existing facility and building a ground-up facility allows park master planning options
7. A new facility reduces the likelihood of unforeseen expenses that occur in renovation projects
8. This scenario has the highest benefit to cost ratio
The Attachments to this report illustrate an exciting vision for a new aquatics center,as conceptualized in
Scenario C.In this amenity-rich concept,a new facility could be designed to complement the architecture of the
Fernekes Recreation Building, and create a campus feel to this quadrant of the park.
It is important to note that the pool feasibility study was completed in 2016,and only contemplated
construction of a new aquatics center at its current location.Should the aquatic center project move forward,
more analysis would be done to update design and construction cost estimates,and that all options are
considered. The concepts developed through the feasibility study are illustrative.
Project Duration and Timing of Expenditures
With a projected total project budget of $25 million,staff anticipates the need for approximately $3 million
dollars to establish professional services agreement for design,cost estimating,site investigation,and design
review in FY21-22.Following the planning and design phase,the balance of the project funding is needed at
the time of contract award,currently targeted for early 2023.Based on this schedule,staff projects the new
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the time of contract award,currently targeted for early 2023.Based on this schedule,staff projects the new
aquatics center to open Fall 2024.
FUNDING STRATEGIES
The above project(s), if approved by Council, require a funding plan.
A.Parks Impact Fees
Parks Impact Fees can provide partial funding for these projects.Authorized by the Mitigation Fee Act (Government
Code 66000,et seq.),the City of South San Francisco imposes impact fees on new development projects in order to
mitigate the impacts caused by new development on public services.While the City has a number of impact fees,the
impact fees related to parks consists of two separate categories:Park Construction Fee and Parkland Acquisition Fee
(together, the “Parks Impact Fee”).
The following is the available unappropriated Parks Impact Fee fund balances as of March 31, 2021:
Parks Construction:$3,878,281
Parks Acquisition:$ 940,559
TOTAL Available:$4,818,840
As shared with the City Council via a memorandum from the City Manager, Mike Futrell, dated February 10, 2021, the
following table shows the projected Park Impact Fee revenues over the next five years:
Fiscal Year
(“FY”)
Estimated Park Impact Fee*
21-22 $ 4,278,364
22-23 $ 3,664,986
23-24 $ 3,492,800
24-25 $ 3,883,575
25-26 $ 7,322,383
*Estimated based on current forecast of development environment; subject to change.
While the above revenues are dependent upon the size,scale and timing of the private developments throughout the City,
based upon current forecasts,it is expected that an additional $22.6 million may be available by June 30,2026.This is in
addition to the $4.8 million already available in the Parks Impact Fee Funds.
B.Funding the Sports Field Improvements Alone
The current expectation is that Sports Field Project will necessitate a total budget of $14 million with the facility open by
late summer/early fall of 2023.Based on the currently available Park Impact Fees plus the forecast for the next two fiscal
years, staff estimates that $12,762,190 would be available for the project.
Total Available as of 3/31/2021:$ 4,818,840
Forecasted Revenues (FY 21-23):$ 7,943,350
TOTAL Available:$12,762,190
With the above,the Sports Field Project would face an estimated $1.3 million shortfall.However,with the expected
availability of other sources of funding,such as grants,the Sports Field Project,if approved by Council,could be funded
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availability of other sources of funding,such as grants,the Sports Field Project,if approved by Council,could be funded
on a pay-as-you-go basis,with the lion’s share being funded through Parks Impact Fees.The risk is that developments
slow, thus slowing receipt of needed Parks Impact Fees to fund the Sports Field Project.
C.Funding the Orange Memorial Park Aquatic Center and Sports Field Improvements
The projected total budget to fully fund the construction of the Orange Memorial Park Aquatic Center is $25 million,with
the hopes that if approved by Council,the new aquatic facility would be completed by fall/early winter of 2024.
Combined with the Sports Field Project,the total expected cost for both the Aquatic Center and Field projects is $39
million.
Sports Field Project:$ 14,000,000
Orange Pool Project:$ 25,000,000
Total Capital Need:$ 39,000,000
If Council wishes to move forward with both projects,staff recommends that Council consider the sale of a
third tranche of Measure W Lease Revenue Bond to partially fund both the Aquatic Center and Sports Field
Projects.
The current Parks Impact Fee forecast as shown in Section A above shows that if development keeps pace with
expectations,over $16.2 million may be available to the City over the next three fiscal years ($4.8 million
available now in the Parks Impact Fee Fund plus an additional $11.4 million collected in FY21-24).Clearly,the
collection of Parks Impact Fee alone would not allow for fully funding both projects,even assuming all
developer fees are paid on-time as forecasted.
However,Council can consider the sale of additional Lease Revenue Bonds to coincide with the completion of
the storm water capture project.Issued in 12-15 months from now,the additional sale of approximately $25
million of Lease Revenue Bonds would allow the City to fund both the Aquatics Center and Sports Field
Projects. This would provide financial certainty that the funds will be available when needed.
As the Budget Subcommittee members are aware,the City issued the first tranche of Lease Revenue Bonds in
March 2020 to finance the bulk of the Police Station.The second tranche of Lease Revenue Bonds to fund the
Library, Parks and Recreation Building is expected to be completed by early June 2021.
The chart below shows a projection of Measure W revenues against all debt service obligations assuming
Council moves forward with an additional sale of $25 million of Lease Revenue Bonds in mid-2022 for the
Sports Field and Aquatic Center Projects.
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File #:21-332 Agenda Date:4/26/2021
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Chart 1: Measure W Revenues vs. Total Debt Service
The table below shows the numerical cash flow data of the above chart through FY2029-30:
Table 1: Measure W Revenues vs. Total Debt Service through FY2029-30
1 Assumes no growth in sales tax receipts from FY 2021-24 and 3.00% growth rate thereafter.
2 Assumes all-in total interest cost of 2.58%.
3 Assumes all-in total interest cost of 2.83%.
As shown above,Measure W revenues are expected to safely exceed any debt service obligations,even with
the issuance of another $25 million of debt.Staff would work to refine the projections over the course of the
next year should the City Council decide to move forward with the discussed capital projects.
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File #:21-332 Agenda Date:4/26/2021
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CONCLUSION
The two park and recreation assets described in this report,the Orange Park baseball/softball field,and the
Orange Pool,have served the community extremely well,providing recreation,fitness,and wellness
opportunities for thousands of residents for decades.Both are now well beyond their useful lives,and exhibit
all of the challenges that come with antiquated resources.This includes insufficient capacity for a growing
population,high maintenance and repair costs,safety concerns,ADA issues,poor energy and water efficiencies,
and poor aesthetics.
Although it would be possible to construct the Sports Field project alone using Park Impact Fees,current
economic conditions make the timing of development projects and the receipt of impact fees uncertain.Staff
recommends the sale of approximately $25 million of Lease Revenue Bonds,which would allow the City to
fund both the Aquatics Center and Sports Field Projects.This would provide financial certainty that the funds
will be available when needed.Addressing both of these needs at the same time is an extraordinary opportunity
to create safe,modern,efficient,environmentally sustainable,functional,and beautiful public assets that will be
transformative for Orange Memorial Park,and which will serve South San Francisco residents for generations
to come.
Attachments:
1.Presentation for City Council Study Session
2.Orange Park Multi-Sport Synthetic Turf Field Schematic
3.Aquatic Center Concept Site Plan, Wong Logan Feasibility Study, p. 131
4.Aquatic Center Concept Rendering Wong Logan Feasibility Study, p. 132
5.Aquatic Center Concept Floor Plan/1st Floor, Wong Logan Feasibility Study, p. 129
6.Aquatic Center Concept Floor Plan/2nd Floor, Wong Logan Feasibility Study, p. 130
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Orange Memorial Park Improvements
Multi-Sport Synthetic Field
Proposed Aquatic Center
Vision and Funding Strategy
Budget Sub-Committee
Monday, April 26th, 2021
Presentation
Overview
Sports Field Project
•Project status, estimated costs, schedule
Orange Memorial Pool/Aquatic Center
•Existing Conditions
•Results of a feasibility study and vision for a new Aquatics Center
•Estimated project costs, schedule
Forecast of anticipated Park Impact Fees
Alternative funding strategies for both projects
Multi-Sport Synthetic Turf Field
Project elements and features:
•Synergy with Stormwater Capture project
•Conserve water
•Provide for year-round play
•Significantly expand the number of hours of play that can be scheduled
•Improve safety for players
•Enhance the appearance of Orange Memorial Park
Sports Field Design
Fields
•Adult Baseball (1)
•Adult Softball (1)
•Youth Baseball (2)
•Adult Soccer (2)
•Junior Soccer (2)
•Youth Soccer (4)
Features
•Synthetic Turf
•Lighting & Electronic Scoreboards
•30’ Chain Link Backstops w/ Netting
•Aluminum Bleachers with Surround
•Concession Building
•Bullpens, Dugouts & Batting Cages
•Portable Goals
•Portable Fencing
Ballfield Project Costs, Duration, and Timing of Expenditures
•$14 million total budget
•Schedule based on early-2022 projected completion of Phase 1/ Storm Water Capture Project
•Project ballfield to open late summer 2023
•Anticipate full project funding needed March 2022 in order to award construction contract
Orange Pool -Programs
•Open recreational swimming
•Sauna -adults 18 years and up
•Lap swim -adults 16 years and up
•Aqua-Zumba, aquatic exercise, and water aerobics
•Swimming lessons and classes for children and adults scheduled on a quarterly basis
•Swimming lessons/recreational swim for Parks and Recreation, and Boys and Girls Club Summer Camp programs
•Red Cross lifeguard certification classes
•Red Cross health and safety classes
•Volunteer swim aide, instructor training
•Co-sponsored competitive swim team, South San Francisco Aquatics Club (SSFAC)
•Private pool rentals
Orange Pool: User Data/Number of Participants
•Over 100,000 visits annually
•325 -600 users per day depending on season
•Between 180-250 swimmers daily during session breaks
•4,124 spaces requested on waiting lists for swimming classes and programs in 2019;
(1,112 unduplicated individuals)
Orange Pool: Facility
Description/Existing Conditions
•Deteriorated condition
•Issues include crumbling and worn finish materials, dry-rotted wood, rusting steel structural and
non-structural elements, deteriorated light fixtures, cracked, uneven and sometimes slippery
floors, corroded aluminum window sash, and large expanses of non-safety glass.
•Nearly every architectural element and mechanical/electrical system in the pool is due for
replacement
Annual
Maintenance
Costs
•Operational costs approx. $150,000 -200,000 / year
in personnel and materials for maintenance of the
pool systems, not including daily custodial work,
approx. additional $50,000 per year
•Lower costs in 2020/21 due to closure of pool caused
by the pandemic
•Does not include periodic capital improvement costs
for repairs that have been made over the years, such
as replacing the pool’s plaster and ceramic tile
bottom, locker and fixture replacement, HVAC
system, etc
•Budget requests in recent years for significant
renovations have not moved forward, pending a
decision on the future of the building
Timing for Replacement
•Very worn condition of the shell and interior
•Virtually every observable component and system is part of the original construction and
is well beyond the point of meriting replacement
•Staff expects the facility will need to be closed within the next 0 -5 years unless there is
significant capital investment or wholesale replacement
Lobby
•Peeling/deteriorated flooring
•Slippery with high traffic use
•Daily 180-600+ people per day
Locker Rooms
•High moisture/poor
ventilation
•Cracked tiles/missing
grout
•Chipped and peeling
paint
•Challenging to clean
and sanitize (wet floor
for 16 hours/day)
•Missing locks/not
functional
Women’s Locker
Room
•Walls need repair and new paint
•Aesthetically unpleasing
Locker Room
Showers
•Not enough showers
•Difficult transition times
•Lack of ADA functionality
•No family changing area
Pool Deck
•Poor drainage on pool deck
•Creates flooding and puddles
•Slippery from chemical and calcium
buildup
Pool Deck
Surroundings
•Rusted and peeling acoustic
paneling
•Corroded window framing
HVAC System
•Inefficient and outdated
•High energy consumption 24/7
•Blows air directly upon
swimmers
•Dire need of replacement
•Old piping is very delicate for
repairs
Staff Shower/Changing Area
•Single person limit
•One changing area for staff
•Co-ed
•Rusted door frames
•Transition times 5-10 staff
•1 shower
•1 single use bathroom
Mechanical
•The staff office, locker rooms, and lobby
are connected to the same thermostat
•HVAC and domestic hot water boiler
need replacement
•Pool heater fails often
•No A/C
Orange Pool:
Feasibility
Study
Scope
Methodology
•A -Renovate the Existing Facility:
$10,522,275 (2017)
•B -Construct a Separate New Warm
Pool Facility: $21,380,835 (2017)
•C -Construct a New Two-Pool
Facility: $22,363,600 (2017)
Scenarios
Benefits of Scenario C/Preferred Option
1.Facility layout can be designed for maximum functional efficiency
2.New facility with both pools in one natatorium does not require redundant staffing
3.Well-designed new facility with two pools can simplify facility and security management
4.Aquatic center designed with ancillary spaces ideal for modern families with two working
parents and young children
5.Designed to be ADA accessible, environmentally healthy, energy efficient, sustainably designed,
architecturally inviting, and seismically safe
6.Razing existing facility and building a ground-up facility allows park master planning options
7.New facility reduces likelihood of unforeseen expenses that occur in renovation projects
8.Scenario has the highest benefit to cost ratio
Potential Site
Plan
Aquatic
Center
Concept
Renderings
Concept Floor Plan (1st & 2nd Floors)
Parks Impact Fee & Project Costs
Mitigation Fee Act Parks Impact Fees
Total Parks Impact Fee Available (3/31/21) = $4.8 million
Parks Construction = $3.9 million
Parks Acquisition = $0.9 million
5-Year Forecast for Parks Impact Fees
Projected $22.6 million by June 30, 2026
Subject to Development Risk
Fiscal Year Estimated Park Impact Fee
21-22 $ 4,278,364
22-23 $ 3,664,986
23-24 $ 3,492,800
24-25 $ 3,883,575
25-26 $ 7,322,383
Project Costs & Consideration
Sports Field Project
Considerations
–Projected Cost = $14 million
–Timing = Project Completion by Summer/Fall 2023
Funding Option
–Pay-as-you-go through Parks Impact Fees
Orange Memorial Aquatic Center
Considerations
–Projected Cost = $25 million
–Timing = Project Completion by Fall/Winter 2024
Sports Field + Aquatic Center
Total Cost = $39 Million
Funding Option
–Measure W Lease Revenue Bonds ($25 million)
–Parks Impact Fee ($14 million)
Measure W (Revenues vs. Expenditures)
$-
$2,500,000
$5,000,000
$7,500,000
$10,000,000
$12,500,000
$15,000,000
$17,500,000
$20,000,000
$22,500,000
2019 2021 2023 2025 2027 2029 2031 2033 2035 2037 2039 2041 2043 2045
FY19 Measure W Receipts = $12.6 million
FY20 Measure W Receipts = $11.7 million
Series 2021 –Library, P&R, Council
Measure W Projected
Revenues
Series 2022 –Sports Field & Pool
Series 2020 –Police Station
Projected Cashflow Detail
Date Estimated Sales
Tax Receipts
(Measure W)1
Series 2020:
Debt Service
(Police Station)
Series 2021:
Debt Service
(Library,P&R,
Council and
Street Paving)2
Series 2022:
Debt Service
(Swimming
Pool)3
Director of
Capital
Project
Remaining
Measure W
Funds
6/30/21 $ 11,704,090 $ 2,767,200 $350,000 $8,586,890
6/30/22 11,704,090 2,765,450 5,477,327 357,000 3,104,313
6/30/23 11,704,090 2,766,450 5,475,000 1,436,333 364,140 1,662,167
6/30/24 11,704,090 2,764,950 5,474,600 1,438,200 371,423 1,654,917
6/30/25 12,055,213 2,765,950 5,475,800 1,434,800 2,378,663
6/30/26 12,416,869 2,764,200 5,478,400 1,435,600 2,738,669
6/30/27 12,789,375 2,764,700 5,477,200 1,435,400 3,112,075
6/30/28 13,173,056 2,762,200 5,477,200 1,439,200 3,494,456
6/30/29 13,568,248 2,764,800 5,478,200 1,431,800 3,893,448
6/30/30 13,975,296 2,765,200 5,475,000 1,438,600 4,296,496
281Assumes no growth in sales tax receipts from FY 2021 –2024 and 3.00% CAGR thereafter
2 Assumes all-in true interest cost of 2.58%.
3 Assumes all-in true interest cost of 2.83%.
Conclusion/Summary
Possible to fund Sports Field with Park Impact Fees
Current economic climate makes timing of Impact Fees
uncertain
50+ year old pool beyond useful life
Extraordinary opportunity to provide two legacy projects
Measure W Revenues expected to safely exceed debt service
obligations
Staff recommends sale of $25M Lease Revenue Bonds
Questions
City of South San Francisco
Legislation Text
P.O. Box 711 (City Hall, 400
Grand Avenue)
South San Francisco, CA
File #:21-333 Agenda Date:4/26/2021
Version:1 Item #:3.
Review of Vacant and Frozen City Staff Positions and Preliminary Recommendations for the 2021-2022
Operating Budget with Respect to Staffing.(Leah Lockhart, Human Resources Director)
RECOMMENDATION
It is recommended that the Budget Standing Committee provide feedback to staff in preparation for the
City Council budget study session on June 9, 2021.
BACKGROUND/DISCUSSION
In March 2020,due to the anticipated economic downturn resulting from the COVID-19 global epidemic,staff
recommended a temporary hiring freeze for all vacant positions within the City.Following direction from
Council,vacant positions were authorized to fill on a case-by-case basis,where it was determined necessary in
order to continue essential operations and respond to emergency needs related to the COVID-19 pandemic.
This strategy allowed the City to retain current staff while implementing a temporary reduction in payroll
expenditures by leaving vacant positions unfilled.
By June 2020,it was clear that the COVID-19 pandemic would have significant economic consequences for the
U.S.and local economy.While the City of South San Francisco maintains a stable economic base and is well-
positioned to weather an economic downturn,significant reductions in projected revenues,particularly in
Transient Occupancy Taxes (TOT),led staff to recommend the continuation of a hiring freeze for certain vacant
positions in the 2021-2022 fiscal year operating budget.On June 25,2021,Council adopted the 2021-2022
fiscal year operating budget,which contained approximately $7.3 million in reductions of General Fund
expenditures along with the application of $3 million in reserves,and $4.6 million in General Fund surplus
from the prior fiscal year.The majority of spending reductions were in the form of reduced payroll
expenditures from frozen positions.
While recent the reduction in COVID-19 cases and increasing vaccine availability holds promise for the
nation’s recovery from the COVID-19 pandemic,the pace of economic recovery remains uncertain.Staff
anticipates that revenues will recover slowly over the next year,making continued temporary reductions in
expenditures necessary.Therefore,staff recommends a continuation of the City’s hiring freeze in order to
maintain reduced expenditures in the 20-21 fiscal year.
The status of vacant and frozen positions is listed in Attachment 1.Below is a summary of the frozen positions
and resulting operational impacts for each department:
City Clerk
No positions were vacant at the time the hiring freeze was implemented and no positions are frozen.
City Manager
One Management Analyst II position was frozen in the fiscal year 2020-2021 budget,and is recommended to
remain frozen.The workload of this position is distributed among other administrative and managerial staff
within the City Manager’s office,resulting in delays of non-urgent administrative work,with non-essential
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projects deferred.
Economic and Community Development
One Management Analyst II position was frozen.Administrative workload Administrative Assistant II,and
other management staff, with some delay of non-urgent administrative work.
Finance
A Financial Analyst II position was frozen.In the February mid-year budget amendment,Council authorized
funding to restore this position, and recruitment remains in progress.
Fire
The Fire Department currently has the following vacant and frozen positions:
·Paramedic Firefighter
·Senior Administrative Assistant
·Deputy Fire Marshal
Administrative work is currently being performed by the Management Analyst and Administrative Assistant I,
resulting in some delay in processing and non-urgent administrative work.The freeze of Paramedic/Firefighter
results in increased reliance on overtime to maintain services at current levels.The Deputy Fire Marshal
position had originally been added to the 2019-2021 operating budget,to begin in fiscal year 2020-2021.
However,this position was frozen prior to being filled.This results in continued reliance on the Fire Marshal
and Safety Inspectors to complete fire investigations and administrative or supervisory duties.
Human Resources
No positions were vacant at the time the hiring freeze was implemented,and there are currently no vacant
positions.
Information Technology
No positions were vacant at the time of the hiring freeze was implemented,and there are currently no vacant
positions.
Library
One Librarian II position was frozen for the fiscal year,along with a reduction in approximately $53,000 in
hourly staff positions.This reduction was accommodated by the suspension of in-person library services
during the past year due to the COVID-19 restrictions.The Library has resumed limited in-person services as
of April 5,2021,and plans to fully reopen in May.The continued hiring freeze will result in a reduced capacity
for Library programming and services.
Parks and Recreation
The following are the frozen positions in the Parks and Recreation Department:
·Business Manager
·Administrative Assistant II
·Building Maintenance Custodian
·Arborist Technician
The frozen Business Manager and Administrative Assistant II positions result in an increased workload for
Program Managers and other administrative support staff,resulting in delays non-urgent administrative work.
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Program Managers and other administrative support staff,resulting in delays non-urgent administrative work.
The Building Maintenance custodian workload has been partially absorbed due to reduced facility use and
public closures,but will continue to result in increased workload for remaining custodial staff as facilities
reopen.The Arborist Technician position was added to the operating in fiscal year 2019-2020,but had not been
filled at the time the hiring freeze was implemented.Work will continue to be performed by remaining tree
maintenance staff and supervisor.
Police
The following vacant positions remain frozen in the Police Department:
·Crime Analyst
·Communications Dispatcher
·Public Records and Communications Manager
The frozen Communications Dispatcher position results in increased reliance on overtime to maintain essential
services.The Public Records and Communications Manager position,which became vacant due to a retirement
in December 2020,results in additional workload for the Administrative Police Lieutenant and other
supervisory staff.Staff recommends that this position be restored in fiscal year 2021-2022,with offsets
resulting from reduced police reserve staffing (hourly),and a restructuring of management positions following
anticipated retirements in late 2021.
Public Works
The following vacant positions remain frozen in the Public Works Department:
·Electrical Technician
·Sweeper Operator
·Equipment Operator
·Management Analyst II
·Public Works Maintenance Worker (2)
The vacant Electrical Technician position and Public Works Maintenance worker positions results in an
increased workload for other maintenance staff,with non-urgent or non-essential maintenance activities
deferred.Currently,the Sweeper Operator and Equipment Mechanic positions are filled by temporary acting
assignments for Public Works Maintenance Workers on a rotational or as-needed basis.The Management
Analyst II position is currently a temporary acting assignment for an Administrative Assistant II,with
remaining workload assigned to other administrative support staff.
FISCAL IMPACT
The current hiring freeze,if continued into fiscal year 2021-2022 results in approximately $4 million in general
fund savings.
RELATIONSHIP TO STRATEGIC PLAN
The City’s operating budget,and recommended expenditure reductions,supports the Council’s strategic priority
of Fiscal Sustainability.
CONCLUSION
The continued hiring freeze,while significantly impacting City operations,is recommended in order to achieve
continued expenditure reductions as the economy recovers from the deep impact of the COVID-19 pandemic.
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Attachments
Attachment 1: Current Vacant and Frozen City Positions and Estimated Cost Savings
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Attachment 1
Current Vacant and Frozen Positions
Total Filled Hiring
(Funded)Frozen
City Clerk
City Clerk Records
Technician 2 1 1 Recruitment in Progress.
City Manager Management Analyst II 2 1 1 One MA II assigned to Finance, one
vacant.
200,083
ECD Planner - Senior 3 2 1 New vacancy in 20-21 (70% GF).
ECD Management Analyst II 1 2 1 Continued from 20-21 budget.200,083
Finance Financial Analyst II 2 1 1 Funding authorized in mid-year budget
amendment.
Fire Administrative Assistant -
Senior 1 0 1 Continued from 20-21 budget.146,317
Fire Deputy Fire Marshal 1 1 Continued from 20-21 budget.279,602
Fire Paramedic Firefighter 39 38 1 Continued from 20-21 budget.245,903
Library Literacy Services
Coordinator 3 2 1 New Vacancy in 20-21. Recruitment in
progress.
Library Librarian II 5 4 1
One position underfilled as Librarian I.
One frozen position continued from 20-
21.152,400
Library Library Program
Manager 4 3 1 New vacanciy in 20-21. Recruitment in
progress.
Parks and Rec Administrative Assistant
II 3 2 1 1 One new vacancy, one frozen position
continued from 20-21 budget.139,296
Parks and Rec Arborist Technician 1 1 1 Continued from 20-21 budget.159,792
Parks and Rec Building Maint Custodian 5 4 1 Continued from 20-21 budget.105,242
Parks and Rec Business Services
Manager 1 1 1 Continued from 20-21 budget.255,201
Department Position Description
Positions Vacant Positions
Other Action/ Notes GF Budget
Savings
As of 4/16/21
Attachment 1
Current Vacant and Frozen Positions
Total Filled
Hiring
(Funded)Frozen
Parks and Rec Park Maintenance
Worker 12 11 1 Recruitment requested.130,501
Parks and Rec Preschool Teacher II 8 7 1
One position filled with PT staff, one
vacant position continued from 20-21
budget.106,191
Parks and Rec Rec Comm Srvcs
Coordinator 15 12.75 2
One position underfilled as 0.75 FTE
Comm. Srvs. Coord. 2 vacant after
school program coordinators on hold.133,748
Parks and Rec Tree Trimmer 2 1 1 Common Greens fund position.145,266
Police Communications
Dispatcher 14 13 1 Continued from 20-21 budget.155,516
Police Crime Analyst 1 0 1 Continued from 20-21 budget.186,979
Police Parking Enforcement
Officer 2 1 1 Recruitment in progress.
Police Police Records and
Comm. Manager 1 0 1
New vacancy in 20-21. Frozen until
June 2021. Recommend funding
position in 21-22.
248,142
Public Works Plant Mechanic,
Apprentice 1 0 1 Sewer Fund position.
Public Works Code Enforcement
Officer 3 2 1 Recruitment on hold.
Public Works Public Works Inspector 1 0 1 Recruitment on hold.
Public Works Electrical Technician 2 1 1 Frozen Senior Electrical Tech replaced
with frozen Electrical Tech.201,509
Public Works Equipment Mechanic 3 1 2 New vacancies in 20-21. Recruitment
on hold.
Public Works Plant Mechanic II 4 3 1 Sewer Fund position.
Public Works Plant Utility Worker 2 1 1 Sewer Fund position.
GF Budget
Savings Department Position Description
Positions Vacant Positions
Other Action/ Notes
As of 4/16/21
Attachment 1
Current Vacant and Frozen Positions
Total Filled
Hiring
(Funded)Frozen
Public Works Sweeper Operator 2 1 1 Continued from 20-21 budget.141,789
Public Works Management Analyst II 1 0 1 Continued from 20-21 budget.201,169
Public Works Equipment Operator 1 0 1 Continued from 20-21 budget.150,207
Public Works Public Works
Maintenance Worker 11 9 2 Continued from 20-21 budget.243,638
Total
Vacant
Total
Frozen
Total Hiring
Freeze
Savings
37 19 $3,928,574
Additional Frozen Or Reduced Hourly Positions
ECD Rehab Specialist PT 9,266
ECD Rehab Specialist PT 9,266
Library Library Assistant I 16,540
Library Library Clerk 8,635
Library Office Specialist 34,157
Total Savigs - Hourly $77,864
GF Budget
Savings Department Position Description
Positions Vacant Positions
Other Action/ Notes
0.2
0.2
0.25
0.18
0.5
Department Position Description GF Budget
Savings FTE Reduction
As of 4/16/21