Document elcerrito_gov_doc_cee57596af

147 SECTION 10: SUCCESSOR AGENCY Pursuant to AB1x26, which dissolved redevelopment agencies in California, the City of El Cerrito elected to serve as the El Cerrito Redevelopment Agency Successor Agency. The Successor Agency assumed all of the former Redevelopment Agency’s liabilities, obligations, and non-housing assets. The City’s role is to serve as a fiduciary agent for the Successor Agency, administering payments and performance of its obligations. INTRODUCTION In June 2011, the State of California enacted AB1x26 (Dissolution Act) to dissolve all redevelopment agencies in the State of California and establish successor agencies to wind down the former redevelopment agencies’ affairs. The El Cerrito Redevelopment Agency (RDA) suspended activities on July 1, 2011 and the City elected to serve as the Successor Agency on August 15, 2011. On December 29, 2011, the State Supreme Court ruled that dissolution of redevelopment agencies constitutional and the RDA was dissolved on February 1, 2012. The City’s role as the Successor Agency is limited to taking actions necessary to facilitate completion and/or payment of the Successor Agency’s obligations, as permitted by an oversight board and the California Department of Finance (DOF). The Successor Agency does not have budget discretion and therefore a budget was not proposed. For informational purposes, this section includes financial information regarding the Successor Agency. The City also elected to serve as the Successor Housing Agency, assumed the RDA’s affordable housing assets, and established the Housing Asset Fund. The City’s Housing Asset Fund and affordable housing functions are separate from the Successor Agency. All funds, assets and liabilities remaining in the RDA’s accounts as of dissolution and after transfer of Housing Assets to the Successor Housing Agency were transferred to a Fiduciary Fund called the Redevelopment Obligation Retirement Fund (RORF) established for the purpose of administering the Successor Agency. The Successor Agency is not a component unit of the City of El Cerrito and the City did not assume the Successor Agency’s assets and liabilities. Rather, the Successor Agency is charged with disposing of the assets and using any revenues that would have gone to the former RDA to pay enforceable obligations, and the City has simply elected to serve as the administrator. In El Cerrito’s case, the non-cash assets transferred were of nominal value and cash transferred was sufficient to meet the Successor Agency’s short-term obligations. The Dissolution Act provides a process for authorization of payments to be made on the Successor Agency’s recognized obligations. Each spring and fall, the Successor Agency prepares a Recognized Obligation Payment Schedule (ROPS) for an upcoming six-month period, which is subject to approval of an oversight board and DOF. Once approved, a ROPS serves as the spending plan during its operative period and the County Auditor-Controller (CAC) disburses funds sufficient for the Successor Agency to make payments on the approved ROPS. Expenditure or transfer of funds from the RORF is only permitted after consideration and approval of the payments on a ROPS by the Oversight Board, DOF and CAC. ---PAGE BREAK--- 148 In 2012, the state enacted amendments to the Dissolution Act, which included a provision for cash flow advances by the City to the Successor Agency, including litigation expenses related to dissolution as enforceable obligations, a requirement for a due diligence review of the former RDA’s funds, and a formula for repayment of loans to the Housing Asset Fund, detailed later in this section. SUCCESSOR AGENCY FINANCES The RDA was funded through tax increment generated from the City of El Cerrito Redevelopment Project Area, which was established and its Redevelopment Plan adopted in 1977. The Redevelopment Plan was amended and restated in 1993 and does not expire until 2025. Each year’s tax increment was the incremental difference in property tax revenue generated within the Project Area between that year and the base year of 1977. The Dissolution Act re-characterizes tax increment as Redevelopment Property Tax (RPT), but it is calculated in the same manner. Other than an insignificant amount of proceeds from loan receivables or asset sales, RPT is the only source of funding available to the Successor Agency to retire the former RDA’s enforceable obligations, which continue throughout the life of the Redevelopment Plan. Upon expiration of the Redevelopment Plan, property taxes collected in the Redevelopment Project Area will be distributed according to the allocations that existed prior to the adoption of the Redevelopment Plan. The Successor Agency’s obligations include all debts and costs to perform on obligations of the former RDA. Prior to distributing RPT to the Successor Agency, the CAC withholds administrative costs and pass-through payments paid to the taxing entities, which are calculated in the same manner as before dissolution. Any RPT not needed to make payments on the Successor Agency’s obligations is considered “residual” and is distributed to taxing entities that would have otherwise received the tax increment or property tax revenues in the Redevelopment Project Area. Table 10-1 is a summary of tax increment generated during redevelopment suspension, RPT generated through the end of ROPS 14-15A, and projected RPT that will be generated for subsequent ROPS periods through expiration of the City of El Cerrito Redevelopment Plan in FY 2024-25. The projection is based on a constant 3% annual growth in assessed value in the Redevelopment Project Area starting in FY 2014-15, which are reflected in the projection for ROPS 14- 15B. Table 10-1 also summarizes the amounts withheld by the County Auditor-Controller for administrative costs and pass-through payments, and the net tax increment or RPT remaining for enforceable obligations after these amounts are withheld. These costs and net amounts are actual through ROPS 14-15A and projected for subsequent ROPS periods. ---PAGE BREAK--- 149 Table 10-1 Tax Increment and Redevelopment Property Tax through FY2024-25 City of El Cerrito Redevelopment Project Area OBLIGATIONS The Successor Agency is responsible for the former RDA’s debts and obligations described below. The payment amounts are summarized on Table 10-2 that follows. Tax Allocation Bond Payments. The RDA had four tax allocation bonds issuances. All taxing entities had subordinated their pass-through payments to payments on the RDA’s bond debt, so if insufficient RPT is available to make bond debt service payments in a ROPS period, a portion the pass-through payments equal to the insufficient amount is deferred to a future ROPS period,. This occurred in ROPS II and deferred pass-through payments were made from RPT available for the ROPS 13-14A period. Valente Note. Payments of $288,215 are due in March each year. The purpose of the note was seller financing of land acquisition for a key transit-oriented development, revitalization site in the Del Norte BART area. The note is secured by a third-party deed of trust on the property, which is now owned by the El Cerrito Municipal Services Corporation (MSC). The MSC recorded a performance deed of trust against the property, which is an asset of the Successor Agency, agreeing to develop the property pursuant to Health & Safety Code 33433 and return any proceeds from future development to the RDA. The current value of the property is less than the balance due on the note. The Successor Fiscal Year ROPS Period Tax Increment or County Administration Pass-Thru Payments Net Available 2011-12 EOPS $2,710,783 $0 $0 $2,710,783 ROPS 1 $0 $0 $0 $0 2012-13 ROPS II $2,221,333 ($48,673) ($223,412) $1,949,248 ROPS III $2,606,039 ($48,009) ($482,915) $2,075,115 2013-14 13-14A $2,759,863 ($31,230) ($1,251,240) $1,477,393 13-14B $2,632,518 ($30,945) ($529,090) $2,072,483 2014-15 14-15A $2,630,209 ($39,968) ($529,090) $2,061,151 14-15B $2,641,321 ($31,036) ($528,264) $2,082,021 2015-16 15-16A $2,641,321 ($31,036) ($528,264) $2,082,021 15-16B $2,720,561 ($31,967) ($544,112) $2,144,482 2016-17 16-17A $2,720,561 ($31,967) ($544,112) $2,144,482 16-17B $2,802,178 ($32,926) ($560,436) $2,208,816 2017-18 17-18A $2,802,178 ($32,926) ($560,436) $2,208,816 17-18B $2,886,243 ($33,913) ($577,249) $2,275,081 2018-19 18-19A $2,886,243 ($33,913) ($577,249) $2,275,081 18-19B $2,972,830 ($34,931) ($594,566) $2,343,333 2019-20 19-20A $2,972,830 ($34,931) ($594,566) $2,343,333 19-20B $3,062,015 ($35,979) ($612,403) $2,413,633 2020-21 20-21A $3,062,015 ($35,979) ($612,403) $2,413,633 20-21B $3,153,875 ($37,058) ($630,775) $2,486,042 2021-22 21-22A $3,153,875 ($37,058) ($630,775) $2,486,042 21-22B $3,248,491 ($38,170) ($649,698) $2,560,623 2022-23 22-23A $3,248,491 ($38,170) ($649,698) $2,560,623 22-23B $3,345,946 ($39,315) ($669,189) $2,637,442 2023-24 23-24A $3,345,946 ($39,315) ($669,189) $2,637,442 23-24B $3,446,324 ($40,494) ($689,265) $2,716,565 2024-25 24-25A $3,446,324 ($40,494) ($689,265) $2,716,565 24-25B $3,549,714 ($41,709) ($709,943) $2,798,062 ---PAGE BREAK--- 150 Agency will need to coordinate with both the note holder and the MSC on future transactions involving development of the property and/or repayment or the note. Housing Loan Commitments. On January 31, 2012, the RDA had contracts with two affordable housing developers to make predevelopment loans on housing projects already underway. The City and Eden Housing have entered into a disposition and development agreement (DDA) for an affordable senior housing/mixed-use project adjacent to City Hall. Ohlone Gardens LP commenced construction on an affordable multi-family/special needs project on Portola Drive on property purchased in part with a loan from the RDA. The predevelopment portions of the two loans were funded on ROPS 13-14B. DOF continues to deny the enforceability of the post-DDA portion of the loan to Eden Housing, which is the $250,000 payment listed on Table 10-2 as an obligation for the ROPS 14-15B period, since the Successor Agency is continuing to pursue funding. ERAF and SERAF Loan Payments. The RDA borrowed housing funds from the Low & Moderate Income Housing Fund to make payments to the State for the Educational Revenue Augmentation Fund (ERAF) in 2005 and 2006 and to the Supplemental ERAF (SERAF) in 2010. The Successor Agency made a payment to the City Housing Asset Fund during the ROPS I period. Subsequent payments were delayed by the Dissolution Act, as interpreted by DOF, until the ROPS 14-15A period. The calculation of the maximum payment is one half the incremental change in residual RPT after all other obligations are paid. Cooperation Agreement with the El Cerrito Municipal Services Corporation. In February 2011, the RDA entered into a Public Improvements and Cooperation Agreement for the City of El Cerrito Redevelopment Project Area with the City of El Cerrito. The City partially assigned the Cooperation Agreement to the MSC, which is a separate nonprofit, public benefit corporation. The RDA made payments under the agreement to the MSC prior to dissolution, which were listed on the RDA’s Enforceable Obligations Payment Schedule prepared during suspension and not disputed by DOF. Despite Oversight Board approval of the Cooperation Agreement, DOF has not approved payments on the Cooperation Agreement by the Successor Agency. Projects being funded by the MSC include economic development activities, development of MSC-owned land, and coordination with City and other transit agencies on sustainable transit-oriented development efforts. The Cooperation Agreement is key to increasing the property tax base and will benefit all taxing entities serving the Redevelopment Project Area over the long term. The Successor Agency is continuing to pursue payments towards the Cooperation Agreement obligation and payments are listed on Table 10-2 beginning in the ROPS 15-16A period. The Successor Agency, the City, and the MSC have filed litigation challenging DOF’s denial of the Cooperation Agreement as an enforceable obligation. Other Obligations. The Successor Agency has several small obligations, such as a vacation accrual liability from the former RDA, required completion of a Due Diligence Review, and litigation expenses. The vacation accrual liability and Due Diligence Review obligations have been paid. Litigation expenses have been funded on ROPS 13-14B and ROPS 14-15A. Administrative cost allowance. The Successor Agency is entitled to an administrative cost allowance of $250,000 per fiscal year. Cash Flow Loan. Due to insufficient RPT during ROPS III, the City advanced a portion of the FY2012-13 administrative allowance and litigation expenses.The Department of Finance approved the cash flow loan for these advances, which was funded on ROPS 13-14A. Streetscape Project. The RDA and City undertook a multi-year capital improvement project beginning in 2004 and completed in 2012. A significant portion of the expenditures by the City on planning and construction were to be funded through a commitment of tax increment and bond proceeds by the RDA. However, during project close-out, it was determined the RDA had not funded its commitments on which the City had relied when letting contracts. The Successor Agency requested RPT on ROPS 14- ---PAGE BREAK--- 151 15A for this prior year RDA obligation, which was approved by the Oversight Board but denied by DOF. The Successor Agency will continue to pursue RPT for this obligation and is listing the unpaid amount on ROPS 14-15B. Table 10-2 is a summary of the Successor Agency’s obligations through FY 2024-25 including the Administrative Allowance, for which disbursements of RPT are requested for each ROPS period. If the obligations payable in a ROPS period exceed the amount of RPT available for that period, the Successor Agency may defer payment where possible or seek a cash flow loan from the City in order to avoid defaulting on an obligation. Starting with ROPS 14-15A, the Successor Agency requested a reserve for bond debt service due in the subsequent ROPS period in order to smooth out its cash flow. Table 10-2 Recognized Obligation Payment Schedules Through FY2024-25 City of El Cerrito Redevelopment Project Area Table 10-3 summarizes the projected residual RPT based on what has been projected to be available and obligated for each ROPS period. Any remaining residual is then paid to the taxing entities serving the Redevelopment Project Area according to their standard tax allocations. The City of El Cerrito will receive about 22% of RPT residual. Fiscal Year ROPS Period Debt Service Valente Note Housing Loans SERAF/ ERAF Loans Cooperation Agreement Other Admin Allowance Cash Flow Loan Streetscape Project 2011-12 EOPS $433,109 $0 $46,669 $0 $1,031,340 $245,677 $0 $0 $0 ROPS 1 $0 $288,215 $0 $415,773 $0 $0 $250,000 $0 $0 2012-13 ROPS II $1,949,250 $0 $0 $0 $0 $0 $0 $0 $0 ROPS III $1,621,140 $288,215 $0 $0 $0 $17,132 $142,487 $0 $0 2013-14 13-14A $389,243 $0 $531,152 $0 $0 $19,392 $250,000 $238,000 $0 13-14B $1,694,705 $288,215 $0 $0 $0 $96,655 $0 $0 $0 2014-15 14-15A $1,063,616 $0 $0 $24,803 $0 $90,000 $125,000 $0 $0 14-15B $1,063,616 $288,215 $250,000 $0 $0 $0 $125,000 $0 $604,041 2015-16 15-16A $1,084,561 $0 $0 $75,284 $300,000 $0 $125,000 $0 $0 15-16B $1,084,561 $288,215 $0 $0 $300,000 $0 $125,000 $0 $0 2016-17 16-17A $1,148,109 $0 $0 $250,000 $300,000 $0 $125,000 $0 $0 16-17B $1,148,109 $288,215 $0 $0 $300,000 $0 $125,000 $0 $0 2017-18 17-18A $972,242 $0 $0 $250,000 $300,000 $0 $125,000 $0 $0 17-18B $972,242 $288,215 $0 $0 $300,000 $0 $125,000 $0 $0 2018-19 18-19A $1,041,192 $0 $0 $250,000 $300,000 $0 $125,000 $0 $0 18-19B $1,041,192 $288,215 $0 $0 $300,000 $0 $125,000 $0 $0 2019-20 19-20A $860,586 $0 $0 $250,000 $0 $0 $125,000 $0 $0 19-20B $860,586 $288,215 $0 $0 $0 $0 $125,000 $0 $0 2020-21 20-21A $1,078,851 $0 $0 $147,231 $0 $0 $125,000 $0 $0 20-21B $1,078,851 $288,215 $0 $0 $0 $0 $125,000 $0 $0 2021-22 21-22A $1,104,200 $0 $0 $0 $0 $0 $125,000 $0 $0 21-22B $1,104,200 $288,215 $0 $0 $0 $0 $125,000 $0 $0 2022-23 22-23A $1,126,251 $0 $0 $0 $0 $0 $125,000 $0 $0 22-23B $1,126,251 $288,215 $0 $0 $0 $0 $125,000 $0 $0 2023-24 23-24A $0 $0 $0 $0 $0 $0 $125,000 $0 $0 23-24B $0 $288,215 $0 $0 $0 $0 $125,000 $0 $0 2024-25 24-25A $0 $0 $0 $0 $0 $0 $125,000 $0 $0 24-25B $0 $0 $0 $0 $0 $0 $125,000 $0 $0 ---PAGE BREAK--- 152 Table 10-3 Projected Residual RPT and City of El Cerrito Share City of El Cerrito Redevelopment Project Area ADMINISTRATIVE BUDGET The Dissolution Act requires the Successor Agency to prepare a budget for approval by the Oversight Board. Table 10-4 is the FY 2014-15 Administrative Budget approved by the Successor Agency on February 18, 2014 and by the Oversight Board on February 26, 2014. Fiscal Year ROPS Period Residual RPT City Share 2011-12 EOPS ROPS 1 2012-13 ROPS II ROPS III 2013-14 13-14A 49,606 10,913 13-14B - - 2014-15 14-15A 757,732 166,701 14-15B - - 2015-16 15-16A 497,176 109,379 15-16B 346,706 76,275 2016-17 16-17A 321,373 70,702 16-17B 347,492 76,448 2017-18 17-18A 561,574 123,546 17-18B 589,624 129,717 2018-19 18-19A 558,889 122,956 18-19B 588,926 129,564 2019-20 19-20A 1,107,747 243,704 19-20B 1,139,832 250,763 2020-21 20-21A 1,062,551 233,761 20-21B 993,976 218,675 2021-22 21-22A 1,256,842 276,505 21-22B 1,043,208 229,506 2022-23 22-23A 1,309,372 288,062 22-23B 1,097,976 241,555 2023-24 23-24A 2,512,442 552,737 23-24B 2,303,350 506,737 2024-25 24-25A 2,591,565 570,144 24-25B 2,673,062 588,074 ---PAGE BREAK--- 153 Table 10-4 Approved FY 2013-14 Administrative Budget Successor Agency to the El Cerrito Redevelopment Agency The amounts in Table 10-4 are included within the City’s Operating Budget and are displayed here for informational purposes. Actual expenses of administering the Successor Agency will be charged to the City’s General Fund and the Administrative Allowance will be reflected as revenue in the City’s General Fund when it is reimbursed by the Successor Agency. The City is entitled to the administrative allowance of $250,000 annually, regardless of its actual expenses. As such, City staff will minimize expenses to the greatest degree possible, but the budget was prepared recognizing the high cost of administering dissolution. Entity/Activity Successor Agency Oversight Board Staffing (Total Compensation plus Overhead) Administration $55,000 $35,000 Finance $60,000 $30,000 Community Development $20,000 $10,000 City Clerk $15,000 $10,000 Legal Services $50,000 Financial & Audit Services $10,000 Bond-related Costs $10,000 Supplies $1,000 $500 Postage $100 $100 Copies $100 $100 Website $1,000 $1,000 Advertising/Legal Notices $500 $500 Property Management $1,000 Totals $223,700 $87,200 ---PAGE BREAK--- 154 ---PAGE BREAK--- 155 SECTION 11: OTHER ENTITIES The City Council of the City of El Cerrito serves as members of the governing body of two other entities: the Employee’s Pension Board and the Public Financing Authority, These entities are separate agencies from the City and are accounted for separately. EMPLOYEES’ PENSION FUND The City of El Cerrito Employees’ Pension Fund is a component unit of the City of El Cerrito and a separate fund is maintained by the City to account for the Plan assets. The City Council serves as the Pension Board. The Pension Board has exclusive control over the pension plan and accordingly, the City is financially accountable for the Plan and its operation. This Fund provides a pension system for those former employees of the City who, on February 6, 1959, chose not to be covered by Social Security or by the California Public Employees’ Retirement System. The Plan is a single-employer defined benefit pension plan. There are three participants in this pension system—all retired. This Fund provides for the: x Disbursement of appropriate pension payments; x Maintenance of true and correct records of all contributions to and payments from the Pension Fund; and x Services of actuaries who render a report every three years, or as needed, as to the costs of maintaining properly funded reserves for this pension fund. The most recent report was prepared as of July 1, 2013. Payments into this Fund are based upon actuarial studies of the estimated costs of meeting the City’s obligations under the retirement contract with the members of this system. The goal is to have the reserve fund balances decrease as the pension liability decreases. No new members may join this plan. The revenues and expenditures of the Employees’ Pension Board are shown in Tables 11-1 and 11-2: Table 11-1 Pension Fund Revenues Revenue Source FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Contribution-General Fund $112,257 $112,500 113,976 113,976 Total $112,257 $112,500 $113,976 $113,976 Table 11-2 Pension Fund Expenditures Accounts FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Other Charges 1,455 $1,500 1,500 1,500 Pension Payments 110,802 111,000 112,476 112,476 Total $112,257 $112,500 $113,976 $113,976 ---PAGE BREAK--- 156 PUBLIC FINANCING AUTHORITY The City of El Cerrito Public Financing Authority (PFA) has been utilized since FY 2002-03 to account for the debt service for Measure A Lease Revenue Bonds used to fund the swim center reconstruction. In FY 2006-07 the PFA issued Lease Revenue Bonds needed to finance construction of the new City Hall and in FY 2007-08 issued Sales Tax Revenue Bonds to fund the Street Improvement Project. The Board of Directors of the Authority consists of members of the elected City Council of El Cerrito, the El Cerrito City Manager and the El Cerrito Finance Director. In FY 2012-13 the Measure A Lease Revenue Bonds were refinanced which allowed the reserve requirement to be reduced by half. Revenues and expenditures for the Authority are shown in Tables 11-3 through 11-8. Table 11-3 Measure A Finance Authority Revenues Revenue Source FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Interest Earnings $18 $100 $50 $50 Xfr in-Measure A Parcel Tax 334,057 359,058 369,524 368,039 Total $334,075 $362,605 $369,574 $368,089 Table 11-4 Measure A Finance Authority Expenditures Accounts FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Other Charges $52,313 $6,250 $6,250 $6,250 Transfer to Reduce Reserve 185,333 Principal Payments 2,685,000 312,800 323,300 328,200 Interest Payments 86,417 46,258 40,024 33,639 Total $3,009,063 $365,308 $369,574 $368,089 Table 11-5 City Hall Finance Authority Revenues Revenue Source FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Interest Earnings $1,885 $100 $4,000 $4,000 Xfr in- General Fund 595,527 596,308 593,768 594,246 Total $597,412 $596,408 $597,768 $598,246 Table 11-6 City Hall Finance Authority Expenditures Accounts FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Other Charges $1,080 $1,000 $1,000 $1,000 Principal Payments 215,000 220,000 230,000 240,000 Interest Payments 384,008 375,308 366,768 357,246 Total $600,088 $596,308 $597,768 $598,246 ---PAGE BREAK--- 157 Table 11-7 Street Improvement Finance Authority Revenues Revenue Source FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Interest Earnings $2,336 $100 $4,000 $4,000 Xfr in- Street Imp Fund 736,722 740,000 733,408 734,228 Total $739,058 $740,100 $737,408 $738,228 Table 11-8 Street Improvement Finance Authority Expenditures Accounts FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Other Charges $1,080 $1,000 $1,000 $1,000 Principal Payments 255,000 265,000 270,000 280,000 Interest Payments 484,078 470,780 466,408 457,228 Total $740,158 $736,780 $737,408 $738,228 ---PAGE BREAK--- 158 ---PAGE BREAK--- 159 SECTION 12: CAPITAL IMPROVEMENTS In the same manner that multi-year planning has proven to be beneficial as the City considers the programs and services which are supported by the operating budget, it also is desirable to do multi- year planning for the City's capital needs. Accordingly, when the City Council adopts the operating budget it also adopts a ten-year Capital Improvement Program, with the first year adopted as revenue and expenditure appropriations. THE CAPITAL PLANNING PROCESS The Capital Improvement Program (CIP) is a strategy for planning and programming public physical improvements. It includes improvements that are scheduled over the next 10 years. By creating the Strategic Plan goal to “Develop and Rehabilitate Public Facilities”, the City Council recognized that identifying the City’s needs for physical facilities stimulates policy discussion about methods of paying for those needs and for prioritizing among the various needs in multiple program areas. The CIP indicates the expected timing and the approximate cost for each project. Adoption of the CIP indicates City Council approval of the projects. The 10-Year CIP is comprised of those projects for which a scope and a cost estimate is available. In some cases, an ongoing program is shown simply as a project, and the specific year-to-year scope is yet to be identified. Funding sources have been identified where possible, but many projects are included for which no funding source has been secured or, at times, identified. The 10-Year CIP is reviewed and updated each year to reflect changes in priorities, scheduling realities, the availability of funding, and to include such new projects that have been identified over the past year. It can also be amended periodically as new projects or funding sources are identified. The 10-Year CIP is shown in Tables 12-1 and 12-2. The CIP Budget (CIPB), as shown in Table 12-3, serves to identify the appropriation of expenditures in the first two years. However, the CIPB is not a commitment to a particular project nor a limitation to a particular cost identified in the second year. The only exception are the projects shown as part of the Street Improvement Capital Fund (Fund 211 – Measure A 2008), which constitute the Annual Program of Maintenance and Improvement pursuant to the Measure A Street Improvement Program approved by voters in 2008. A distinction between the 10-Year CIP and CIPB is that the CIPB is adopted as a part of the operating budget, whereas the longer term CIP does not necessarily have legal significance nor commit the City to a particular expenditure in an out year. The 10-Year CIP is, essentially, a planning document: it is a basic tool for scheduling anticipated capital projects and capital financing. ---PAGE BREAK--- 160 CAPITAL IMPROVEMENT SUMMARY The CIP currently has 32 identified projects, including 14 active projects that are either in construction or undergoing planning/design. The category with the largest number of active projects in the next two years is the Streets category, followed by the Creeks & Trails category. The only active project in the Facilities category is within the Swim Center Capital Fund. FY 2014-15 expenditures total approximately $3.8 million and FY 2015-16 expenditures total approximately $2.8 million. As in recent years, the General Fund is making no contribution to the Capital Improvement Program. The largest projects (approximately $500,000 or over) in FY 2014-15 include construction of the Ohlone Nature Area and Rain Gardens, acquisition of the Madera property to expand the Hillside Natural Area, design of the Ohlone Greenway-BART Station Area Access, Safety and Placemaking Improvements, and two paving projects. These projects are largely funded through various regional, state and federal grants that have been leveraged with Measure A Street Improvements Funds. TABLES AND PROJECT INFORMATION SHEETS A complete list of the projects in the 10-Year CIP is provided in Table 12-1. The projects are arranged by Category (Administration, Facilities, Parks, Streets, etc.) with a column showing the planned Funding Sources (General Fund, Measure A, Grants, etc.) Table 12-2 provides a detailed summary of the same projects in Table 12-1 arranged by Funding Source instead of Category. Table 12-3 lists the the proposed appropriation for each fund in FY 2014-15 and FY 2015-16 (the CIPB), and is arranged in the same categories as the 10-Year CIP. Projects with no fiscal activity in these two years are not included in Table 12-3. Following these tables are the detailed Project Information Sheets. This section includes a sheet for each project in the 10-Year CIP that contains the following information: x A Description of the Project with a Discussion of Need, Service Level, Pertinent Issues, and Status x Estimates of capital and operating costs, or other fiscal impacts of the project to the future operations of the City x Project location, department involved, and the project manager ---PAGE BREAK--- 161 LEGEND The following codes are utilized in Tables 12-1, 12-2 and 12-3: Fund Source Categories 101 General Fund AD Administration 805, 806, 811 Redevelopment Agency Funds FA Facilities 201 Gas Tax PK Parks 204 Measure C CR Creeks and Trails 205 Measure J (Storm Drain) ST Streets and Transportation 206 Measure A (Swim Center) SD Storm Drain 210 Park-In-Lieu Fund 211 Measure A (Street Improvements) 501 Integrated Waste Services Fund A Other Sources/Secure B Other Sources/Non-Secure or Unidentified ---PAGE BREAK--- 162 Proposed Proposed Projected Projected Project # Fund Source 2014-15 2015-16 2016-17 2017-18 ADMINISTRATION 1 Energy & Water Efficiency Program C3043 A 15,247 $ - $ - $ - $ 2 Fire Flow Upgrade tbd B - - - - FACILITIES 3 Swim Center Capital Enhancements C3050-Varies 206 101,000 101,000 101,000 101,000 4 Access Modifications - Facilities varies B - - - - 5 Library C1005 B - - - - 6 Senior Center C4012 B - - - - 7 Public Safety Building tbd B - - - - 8 Corporation Yard Improvements tbd B - - - - 9 Facilities Seismic Retrofit tbd B - - 150,000 200,000 PARKS 10 Huber Park Improvements C3054 A 170,414 - - - 11 Hillside Natural Area Improvements C3075 A, B 594,693 - - - 12 Canyon Trail Clubhouse Enhancements tbd 206 150,000 - - - 13 Park Facilities Rehab & Improvement Program tbd B - - 100,000 - 14 Urban Forest Management Program C3042, tbd B - - 50,000 50,000 CREEKS & TRAILS 15 Ohlone Natural Area & Rain Gardens C3067 A 497,047 - - - 16 Ohlone Greenway Impr - Blake to Hill C3069 210 100,000 - 197,081 - 17 Ohlone-BART Station Access, Safety & Placemaking C3076 A, 210 545,000 1,690,013 1,690,013 - 18 Ohlone Greenway Wayfinding Signage tbd A, B 118,200 - - - 19 Ohlone Greenway Master Plan Improvements tbd B - - - - 20 Creek Major Maintenance & Restoration tbd B - - 50,000 - STREETS-TRANSPORTATION 21 Street Improvement Program C3027/C3074 204, 211, A 1,078,831 475,000 484,500 484,500 22 Access Modifications - Streets C3024 204, A 133,441 70,000 70,000 70,000 23 Arlington Curve at Brewster Drive Safety Imprv C3071 211, A 130,000 140,538 - - 24 City-Wide Signage C3028 B - - - - 25 Del Norte TOD Infrastructure C4014 A, B - - - - 26 Balra Retaining Wall Replacement C3058 B - - - - 27 Traffic Safety & Management Program C3070 211, B 50,000 25,000 325,000 300,000 28 Wildcat Drive Repair tbd B - - - - 29 PDA Streetscape Improvements tbd B - - - - 30 Safe Routes to School Program tbd B - - - 500,000 31 Citywide Path/Stairway/Boardwalk Rehab & Imprv tbd B - - 100,000 725,000 STORM DRAIN 32 Storm Drain Program tbd 205 100,000 330,000 250,000 250,000 TOTAL 3,783,873 $ 2,831,551 $ 3,567,594 $ 2,680,500 $ Table 12-1 2014-15 to 2023-24 Capital Improvement Program 10-Year Expenditure Plan (By Category) ---PAGE BREAK--- 163 Projected Projected Projected Projected Projected Projected Projected 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Unidentified Year - $ - $ - $ - $ - $ - $ - $ - - - - - - 4,383,000 - - - - - - - - - - - - - 3,228,550 - - - - - - 21,020,000 - - - - - - 11,438,200 - - - - - - 30,101,200 - - - - - - 309,300 250,000 300,000 300,000 300,000 300,000 300,000 874,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - 1,643,700 50,000 50,000 50,000 50,000 50,000 50,000 50,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - 200,800 - - - - - - 2,761,083 - - - - - - 854,050 484,500 484,500 484,500 484,500 484,500 484,500 - 70,000 71,400 72,900 74,400 75,900 77,500 5,300,000 - - - - - - - - - - - - - 200,000 - - - - - - 25,000,000 - - - - - - 325,000 300,000 300,000 300,000 300,000 300,000 300,000 - - - - - - - 2,500,000 - - - - - - 4,917,500 - 500,000 - 500,000 - 500,000 - - - - - - - - 250,000 350,000 350,000 350,000 350,000 350,000 - 1,404,500 $ 2,055,900 $ 1,557,400 $ 2,058,900 $ 1,560,400 $ 2,062,000 $ 115,106,383 $ ---PAGE BREAK--- 164 Proposed Proposed Projected Projected Project # Category 2014-15 2015-16 2016-17 2017-18 204 Measure J (CCTA) Access Modifications - Streets C3024 ST 115,441 70,000 70,000 70,000 SUBTOTAL Measure J (CCTA) 115,441 70,000 70,000 70,000 205 Measure J (Storm Drain) Storm Drain Program tbd SD 100,000 330,000 250,000 250,000 SUBTOTAL Measure J (Storm Drain) 100,000 330,000 250,000 250,000 206 Measure A (Swim Center) Swim Center Capital Enhancements C3050-Varies FA 101,000 101,000 101,000 101,000 Canyon Trail Clubhouse Enhancements tbd PK 150,000 - - - SUBTOTAL Measure A (Swim Center) 251,000 101,000 101,000 101,000 210 Park-in-lieu Fund Ohlone Greenway Impr - Blake to Hill C3069 CR 100,000 - 197,081 - Ohlone-BART Station Access, Safety & Placemaking C3076 CR 27,000 61,500 61,500 - Ohlone Greenway Master Plan Improvements tbd CR - - - - SUBTOTAL Park-in-lieu 127,000 61,500 258,581 - 211 Measure A (Street Improvements) Street Improvement Program C3027/C3074 ST 448,831 475,000 484,500 484,500 Arlington Curve at Brewster Drive Safety Imprv C3071 ST 13,000 19,738 - - Traffic Safety & Management Program C3070 ST 50,000 25,000 25,000 25,000 SUBTOTAL Measure A (Street Improvements) 511,831 519,738 509,500 509,500 A Other Sources - Secure Energy & Water Efficiency Program C3043 AD 15,247 - - - Huber Park Improvements C3054 PK 170,414 - - - Hillside Natural Area Improvements C3075 PK 594,693 - - - Urban Forest Management Program C3042, tbd PK - - - - Ohlone Natural Area & Rain Gardens C3067 CR 497,047 - - - Ohlone-BART Station Access, Safety & Placemaking C3076 CR 518,000 1,628,513 1,628,513 - Ohlone Greenway Wayfinding Signage tbd CR 118,200 - - - Street Improvement Program C3027/C3074 ST 630,000 - - - Access Modifications - Streets C3024 ST 18,000 - - - Arlington Curve at Brewster Drive Safety Imprv C3071 ST 117,000 120,800 - - Del Norte TOD Infrastructure C4014 ST - - - - SUBTOTAL Other (Secure) 2,678,601 1,749,313 1,628,513 - Indicates funding from multiple sources Table 12-2 2014-15 to 2023-24 Capital Improvement Program 10-Year Expenditure Plan (By Funding Source) ---PAGE BREAK--- 165 Projected Projected Projected Projected Projected Projected Projected 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Unidentified Year 70,000 71,400 72,900 74,400 75,900 77,500 5,300,000 70,000 71,400 72,900 74,400 75,900 77,500 5,300,000 250,000 350,000 350,000 350,000 350,000 350,000 - 250,000 350,000 350,000 350,000 350,000 350,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 200,000 - - - - - - 200,000 484,500 484,500 484,500 484,500 484,500 484,500 - - - - - - - - 25,000 25,000 25,000 25,000 25,000 25,000 - 509,500 509,500 509,500 509,500 509,500 509,500 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6,875,000 - - - - - - 6,875,000 ---PAGE BREAK--- 166 Table 12-2 (continued) Proposed Proposed Projected Projected Project # Category 2014-15 2015-16 2016-17 2017-18 B Other Sources - Nonsecure or Unidentified Fire Flow Upgrade tbd AD - - - - Access Modifications - Facilities varies FA - - - - Library C1005 FA - - - - Senior Center C4012 FA - - - - Public Safety Building tbd FA - - - - Corporation Yard Improvements tbd FA - - - - Facilities Seismic Retrofit tbd FA - - 150,000 200,000 Hillside Natural Area Improvements C3075 PK - - - - Park Facilities Rehab & Improvement Program tbd PK - - 100,000 - Urban Forest Management Program C3042, tbd PK - - 50,000 50,000 Ohlone Greenway Wayfinding Signage tbd CR - - - - Ohlone Greenway Master Plan Improvements tbd CR - - - - Creek Major Maintenance & Restoration tbd CR - - 50,000 - City-Wide Signage C3028 ST - - - - Del Norte TOD Infrastructure C4014 ST - - - - Balra Retaining Wall Replacement C3058 ST - - - - Traffic Safety & Management Program C3070 ST - - 300,000 275,000 Wildcat Drive Repair tbd ST - - - - PDA Streetscape Improvements tbd ST - - - - Safe Routes to School Program tbd ST - - - 500,000 Citywide Path/Stairway/Boardwalk Rehab & Imprv tbd ST - - 100,000 725,000 SUBTOTAL Other (non secure) - - 750,000 1,750,000 TOTAL 3,783,873 $ 2,831,551 $ 3,567,594 $ 2,680,500 $ Indicates funding from multiple sources ---PAGE BREAK--- 167 Projected Projected Projected Projected Projected Projected Projected 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Unidentified Year - - - - - - 4,383,000 - - - - - - 3,228,550 - - - - - - 21,020,000 - - - - - - 11,438,200 - - - - - - 30,101,200 - - - - - - 309,300 250,000 300,000 300,000 300,000 300,000 300,000 874,000 - - - - - - - - - - - - - 1,643,700 50,000 50,000 50,000 50,000 50,000 50,000 50,000 - - - - - - 200,800 - - - - - - 2,561,083 - - - - - - 854,050 - - - - - - 200,000 - - - - - - 18,125,000 - - - - - - 325,000 275,000 275,000 275,000 275,000 275,000 275,000 - - - - - - - 2,500,000 - - - - - - 4,917,500 - 500,000 - 500,000 - 500,000 - - - - - - - - 575,000 1,125,000 625,000 1,125,000 625,000 1,125,000 102,731,383 1,404,500 $ 2,055,900 $ 1,557,400 $ 2,058,900 $ 1,560,400 $ 2,062,000 $ 115,106,383 $ ---PAGE BREAK--- 168 Fund Proposed Proposed Project # Source 2014-15 2015-16 Capital Improvement Fund (301) ADMINISTRATION Energy & Water Efficiency Program C3043 A $15,247 $0 PARKS Huber Park Improvements C3054 A $170,414 $0 Hillside Natural Area Improvements C3075 A $594,693 $0 CREEKS & TRAILS Ohlone Greenway Impr - Blake to Hill C3069 210 $100,000 $0 Ohlone Nature Area & Rain Gardens C3067 A $497,047 $0 Ohlone-BART Station Placemaking Imprv C3076 210 $27,000 $61,500 Ohlone-BART Station Placemaking Imprv C3076 A $518,000 $1,628,513 Ohlone Greenway Wayfinding Signage TBD A $118,200 $0 STREETS-TRANSPORTATION Access Modifications - Streets C3024 A $18,000 $0 Arlington Curve at Brewster Drive Safety Imprv C3071 211 $13,000 $19,738 Arlington Curve at Brewster Drive Safety Imprv C3071 A $117,000 $120,800 Subtotal Capital Improvement Fund $2,188,601 $1,830,551 Measure J Return to Source (204) STREETS-TRANSPORTATION Access Modifications - Streets C3024 204 115,441 $ 70,000 $ Measure J Storm Drain (205) STORM DRAIN Storm Drain Program tbd 205 100,000 $ 330,000 $ Measure A Swim Center & Park Facilities (206) FACILITIES Swim Center Enhancements C3050 206 101,000 $ 101,000 $ PARKS Canyon Trail Clubhouse Enhancements tbd 206 150,000 $ - $ Subtotal Capital Improvement Fund 251,000 $ 101,000 $ Measure A Street Improvements (211)** STREETS-TRANSPORTATION Annual Street Improvement Program C3027 211 215,000 $ 475,000 $ Street Rehabilitation, Federal Paving C3074 211 233,831 $ - $ Street Rehabilitation, Federal Paving C3074 A 630,000 $ - $ Traffic Safety & Management Program C3070 211 50,000 $ 25,000 $ Subtotal Street Improvements Fund 1,128,831 $ 500,000 $ Total Capital Improvements Program Budget Appropriations 3,783,873 $ 2,831,551 $ Table 12-3 Capital Improvement Program Budget **Also See Public Works Department Budget for Non-Capital Expenditures in Annual Program of Maintenance and Improvement pursuant to the Measure A Street Improvement Program ---PAGE BREAK--- 169 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund CIP Fund (301) Unidentified Rebates/Misc Revenues Operating Energy Misc Prior Years - - - 20,701 - - - 2014-15 - - - 15,247 - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - - - - - - - Subtotal - - - 35,948 - - - Total Capital Costs: 35,948 Total Other Costs: - 35,948 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Cost Estimate: Admin. Design: Constr Mgt: - Equipment: Constr: - Other: 35,948 Contingency: - TOTAL: 35,948 $ C3043 Community Sustainability Division Project Rebates, Grants CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Energy and Water Efficiency Program Community Sustainability Division All A Various Because planning for efficiency projects requires time, establishing a CIP to pay for multi-year projects is critical to achieving success in energy and water efficiency CIP implementation. EWEP funds are also instrumental in providing match funds for grant sources and rebates. Having a ready pool of EWEP funds allows staff to quickly respond to grant and rebate opportunities. Capital Costs Other Costs Strategic Plan Goals: Ongoing TOTAL ALL COSTS: EWEP provides an ongoing mechanism for funding energy and water conservation projects in municipal buildings through an initial investment plus reinvestment of a portion of the financial savings generated through these conservation projects into current and future efficiency projects. The following energy and water efficiency projects are currently being investigated: additional pool pump controls at the Swim Center; LED replacement of sport lamps at the Moeser Lane Tennis Courts; a user friendly energy management system dashboard for City Hall and the Community Center; LED Streetlights for City-owned facilities; and additional satellites to hook park facilities into the City's centralized weather-based smart irrigation controls. EWEP helps achieve the following Strategic Plan Goals: A-Deliver Exemplary Govt Services; D-Develop & Rehabilitate Public Facilities; F-Foster Environmental Sustainability: By investing in resource saving municipal projects, the City is saving on both immediate and long-term operating costs. EWEP also uses energy efficiency as an opportunity to upgrade and modernize City equipment and reduce maintenance costs. There are numerous opportunities to incorporate energy and water efficiency into existing facilities and landscapes. Capitalizing on these opportunities will save energy and water as well as provide ongoing savings to the General Fund and other operating funds, such as LLAD. EWEP helps leverage outside sources of funds to help modernize equipment in City facilities, thereby improving equipment performance, lighting quality and user comfort. From 2009-2012, EWEP leveraged $24,000 to accomplish $183,000 to implement comprehensive lighting retrofits in all city buildings and along the Ohlone Greenway, to retro-commission the City Hall HVAC system, and to pay for incremental costs in purchasing high efficiency equipment at time of replacement. This work helped the City accomplish other goals, such as improving safety, aesthetics, and maintenance on the Ohlone Greenway, upgrading our lighting in advance of the State-mandated sunset of T-12 lighting, repairing inoperable lighting fixtures and controls, and fixing legacy code violations. ---PAGE BREAK--- 170 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund (101) Unidentified Operating Energy Misc Prior Years - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - 4,383,000 - - - - - Subtotal - 4,383,000 - - - - - 4,383,000 - $4,383,000 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. 76,900 Design: 461,400 Constr Mgt: - Equipment: Constr: 3,844,700 Other: Contingency: - TOTAL: 4,383,000 $ TOTAL ALL COSTS: A fire flow study was completed in 2006 that also included cost estimates. No funding source available at this time. This project is intended to upgrade the existing water supply system to improve the fire flow in the area located east of Arlington Blvd. to the city limits. This upgrade will include 10,440' of new and upgraded pipe and an addition of 11 new hydrants. With this upgrade the Fire Flow in this area will achieve our 3,000 gallons per minute (GPM) goal. General Plan Objective: El Cerrito Fire Department's objective is to improve the Fire Flow capability of the water distribution system within the City of El Cerrito, specifically, the area located east of Arlington Blvd. to the City limits. The desired Fire Flow selected in this area is 3000 gallons per minute (GPM) for two hours from three adjacent fire hydrants flowing simultaneously at a residual pressure of 20 pounds per square inch (PSI). These upgrades would improve the Fire Flow to combat a wildland interface fire in an area where the current water supply is sufficient for use on residential structure fires. At this point in time, a funding source has not been identified. When a funding source becomes available this project will be completed through a interfund agreement with EBMUD. Staff will explore grant funding possibilities and also work with EBMUD to request needed upgrades as standard maintenance is completed. This project will also have the ability to be completed in stages. B East of Arlington Blvd. CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Fire Flow Upgrade Fire Department tbd Public Works/Fire Department Unidentified Fire Department/General Public Capital Costs Other Costs In the interest of community fire safety, firefighting staff has set a long term goal of upgrading the Fire Flow between the East Bay Regional Park District and the City of El Cerrito Interface. Total Capital Costs: Total Other Costs: ---PAGE BREAK--- 171 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Measure A (206) Debt Costs Energy Rebates Prior Years ongoing - - - 51,000 (36,870) (15,450) 2014-15 101,000 - - - 51,000 (38,428) (15,373) 2015-16 101,000 - - - 51,000 (40,052) (15,269) 2016-17 101,000 - - - 51,000 (41,745) (15,220) 2017-18 101,000 - - - 51,000 (43,509) (15,143) 2018-19 - - - - 51,000 (45,348) 2019-20 - - - - 51,000 (47,262) - 2020-21 - - - - 51,000 (51,344) - 2021-22 - - - - 51,000 (53,514) - 2022-23 - - - - 51,000 (55,775) - 2023-24 - - - - 51,000 (58,006) - Unidentified - - - - - - - Subtotal 404,000 - - - 561,000 (511,853) (76,455) 404,000 (27,308) $376,692 Statement of Need, Service Level, and Issue: Project Description: Admin. 10,000 Design: 30,000 Constr Mgt: 10,000 Equipment: 40,000 Constr: 274,000 Other: - Contingency: 40,000 TOTAL: 404,000 $ TOTAL ALL COSTS: C3050-Varies Recreation Dept CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Swim Center Capital Enhancements Recreation Services Measure A - Swim Center Parcel Tax Recreation Dept/General Public 206 7007 Moeser Lane Many capital improvements (pool heaters, solar panels, variable speed drives) have resulted in a reduction of CO2 emissions from Swim Center apparatus. Staff continues to seek additional projects to further reduce the Swim Center's CO2 footprint. Capital Costs Misc Costs The project includes various capital upgrades or enhancements to the original construction of the Swim Center including those items listed in the "Needs" section below. This project furthers the Strategic Plan Goal D by maintaining and rehabilitating the Swim Center and Goal B of achieving long term financial stability by maintaining the Swim Center at a high level and minimizing costly maintenance projects. After completion of the Swim Center in 2004 and warranty work in 2005, there remained some modifications or enhancements needed to bring the Swim Center up to its highest effectiveness. Additionally, after 10 years of operation, capital replacements: including plumbing, floor heating, and pool plaster may soon need to be replaced. Pool users will be notified of proposed work and invited to comment through email or at a "Friends of the Pool" meeting. Additionally, major work will be agendized for consideration by the Park and Recreation Commission. Total Capital Costs: Total Other Costs: Dedicated funding for these projects is available in Fund 206, Measure A Swim Center, as a result of bond refinancing and unexpended contingency funds from the previous fiscal year. Strategic Plan Goals: Need to be Addressed/Service Level to be Achieved: Public Outreach/Input Process: Environmental Considerations: Financial Considerations: ---PAGE BREAK--- 172 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund CDBG LLAD Unidentified Operating Energy Misc Prior Years 11,250 33,750 8,750 - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - - 3,228,550 - - - Subtotal 11,250 33,750 8,750 3,228,550 - - - 3,282,300 - $3,282,300 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 44,100 Design: 264,400 Constr Mgt: 330,500 Equipment: - Constr: 2,202,700 Other: - Contingency: 440,600 TOTAL: $3,282,300 Various Other Costs Design and construction of exterior ADA improvements at the Senior Center were completed in FY2010/11. Work on other prioritized facilities is pending adequate funds. This project will implement the facilities portion of the City's American with Disabilities Act (ADA) Transition Plan Update, which was adopted in September 2009. The City's ADA Transition Plan establishes a priority-based plan to bring facilities into compliance. The Community Center, Public Safety Building, Senior Center and Civic Center were the highest ranked facilities. Specific locations and scopes of future work will be determined as funding opportunities arise. Capital Costs Many of the City's facilities are out of compliance with the ADA, and must be modified or updated. These facilities include buildings, parks and playgrounds. This program will bring facilities into compliance and make the full level of City's services accessible. In FY10, the City successfully applied for a Community Development Block Grant (CDBG) funds to improve access to the Senior Center by making a number of ADA improvements to the parking lot and building access areas. Funding for additional facilities must be identified. Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Access Modifications - Facilities Public Works varies Public Works - Engineering Division General Fund, CDBG/LLAD, Unidentified All Dept/General Public B ---PAGE BREAK--- 173 ---PAGE BREAK--- 174 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Revenues Prior Years - - - - - 2014-15 - - - - - 2015-16 - - - - - 2016-17 - - - - - 2017-18 - - - - - 2018-19 - - - - - 2019-20 - - - - - 2020-21 - - - - - 2021-22 - - - - - 2022-23 - - - - - 2023-24 - - - - - Unidentified - 11,438,200 - - - Subtotal - 11,438,200 - - - 11,438,200 - $11,438,200 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 232,000 Design: 927,800 Constr Mgt: 618,500 Equipment: 382,500 Constr: 7,731,100 Other: - Contingency: 1,546,300 TOTAL: 11,438,200 $ C4012 Unidentified The first baby boomers turned 65 in 2011 and baby boomers now represent over 1 in 4 Americans. Baby Boomers tend to be more active than their parents’ generation are less likely to gravitate towards the Senior Center in its current form. By providing a state of the art Adult Center it is feasible to explore a seven day a week multi activity center and expand programs to better meet the needs of the community. Many newer senior programs reach out to a wider segment of adults with more active programming. Funding is undetermined at this time. The location of the project remains an unknown, as the site shared by the Senior Center is located partially on property owned by the School District. The State of California’s takeaway of funding from the Redevelopment Agency forced the City to stop negotiations for purchase of the land. Alternative locations will continue to be explored; however, the elimination of Redevelopment funding in addition to additional State takeaways have significantly impacted the feasibility of the project. Total Capital Costs: Other Costs General Fund (101) Needs assessment is complete. Conceptual design will need to be done for any potential sites. The Senior Center project would encompass the development of a new or re-purposed multi-use building that would serve the adults of El Cerrito, allow for more flexible recreation programming, and provide community meeting space to accommodate larger groups and gatherings. CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Senior Center City Admin TOTAL ALL COSTS: TBD Capital Costs Recreation Dept. Total Other Costs: Recreation Dept/General Public Built in 1980, the existing Open House Senior Center has reached it's maximum potential for programming Senior and Adult activities as well as providing a quality rental facility for community use. Structural: Not designed to current code or seismic requirements. Building Systems: Electric and mechanical systems are outdated, undersized and inefficient. The lighting system does not meet Title 24 Energy Code. Disabled Access: Current site and building configuration make compliance with ADA very difficult. Any remodel scenarios would require full compliance and substantial modifications. B ---PAGE BREAK--- 175 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified 30,101,200 Subtotal 30,101,200 - - - - - - 30,101,200 - $30,101,200 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 590,100 Design: 2,360,300 Constr Mgt: 1,573,600 Equipment: 874,200 Constr: 19,669,100 Other: 1,100,000 Contingency: 3,933,900 TOTAL: 30,101,200 $ Project development pending funding Capital Costs Other Costs The City's consultant has performed an evaluation of the existing Public Safety Building and general needs of the Police and Fire Departments. Their recommendation is that a new facility would be more cost effective than retrofitting the existing facility. This takes into account the desired levels of service the two affected departments. Since the existing building is occupied by both the Fire and Police Departments, serious consideration must be given to build two separate buildings to keep with current laws pertaining to access and the distinct needs of each department. A funding source for this facility has not yet been identified. Total Capital Costs: Total Other Costs: Strategic Plan Goals: The Strategic Plan Goal D directs the City to “Develop and rehabilitate public facilities as community focal points.” TOTAL ALL COSTS: Construct new Public Safety Building at existing or new location. tbd Public Works - Engineering Division B 10900 San Pablo Avenue Unidentified Police & Fire Departments The Public Safety Building was built in 1960 and monies have not been committed to keep the building current. The building also does not have sufficient space for evidence, lockers, training, and working of employees. A new Public Safety facility will be designed to standards for an essential facility, meaning that it will remain operational under the most extreme seismic event. It will also provide for more efficient operations for both Police and Fire on an ongoing basis - both for administration and field operations. A new state-of-the-art facility could also serve as a back-up or auxiliary emergency operations center. CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Public Safety Building Police & Fire Departments ---PAGE BREAK--- 176 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Unidentified Operating Energy Misc Prior Years 65,000 - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - 309,300 - - - - - Subtotal 65,000 309,300 - - - - - 374,300 - $374,300 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 2,000 Design: 7,800 Constr Mgt: 6,500 Equipment: - Constr: 65,000 Other: 280,000 Contingency: 13,000 TOTAL: $374,300 tbd Public Works - Engineering Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Corporation Yard Improvements Public Works Department Total Capital Costs: Total Other Costs: Unidentified Public Works Department B 7550 Schmidt Lane Capital Costs Other Costs In FY 2009-2010, City staff moved into the former Stege Facility. A conceptual design for a new facility is pending funding. This project has been reconfigured to encompass only the modifications of the Corporation Yard remnants and conversion of the former Stege Sanitary District facility. This project includes demolition of the former Stege facility and remnants of the original Corporation Yard and construction of a new Corporation Yard. TOTAL ALL COSTS: The current Corporation Yard facility is nearly 50-years old. In addition, it was built for a different size and type of work force that is no longer applicable. New environmental requirements make it increasingly more difficult to remain in compliance with current laws and regulations. Per the master plan developed in 2005, the land swap with the Stege Sanitary District provided the City's corporation yard and recycling facility with a consolidated site. Reuse of the former Stege facility combined with the reconfigured corporation yard will continue to serve the operational needs until a new facility can be built. The source and timing of funding for a new corporation yard have not been identified. ---PAGE BREAK--- 177 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 150,000 - - - - - - 2017-18 200,000 - - - - - - 2018-19 250,000 - - - - - - 2019-20 300,000 - - - - - - 2020-21 300,000 - - - - - - 2021-22 300,000 - - - - - - 2022-23 300,000 - - - - - - 2023-24 300,000 - - - - - - Unidentified 874,000 - - - - - - Subtotal 2,974,000 - - - - - - 2,974,000 - $2,974,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 61,600 Design: 246,200 Constr Mgt: 205,100 Equipment: - Constr: 2,050,900 Other: - Contingency: 410,200 TOTAL: $2,974,000 Pending funding Capital Costs This project will implement seismic and other structural upgrades to various facilities. Specific projects and scopes of work will be developed to match any future funding sources. Many of the City's facilities are out of compliance with current standards. In the event of a significant earthquake, many City facilities may not be serviceable without this project. The Structural Facilities Report (2004) identified structural deficiencies associated with several of the City's buildings and facilities. Among the highest priorities is seismic retrofit of the existing buildings. The report estimated total cost of this work to be $1,526,000 (2004 costs) citywide, excluding the Corporation Yard and Recycling Center. At this time, funding is not available to begin this priority work. B Various TOTAL ALL COSTS: tbd Public Works - Engineering Division Unidentified All Dept/General Public Other Costs Total Capital Costs: Total Other Costs: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Facilities Seismic/Structural Repair Public Works ---PAGE BREAK--- 178 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Measure WW Operating Energy Misc Prior Years - 4,586 - - - - - 2014-15 - 170,414 - - - - - 2015-16 - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - - - - - - - Subtotal - 175,000 - - - - - 175,000 - $175,000 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. 2,000 Design: 20,000 Constr Mgt: - Equipment: Constr: 135,000 Other: - Contingency: 18,000 TOTAL: $175,000 A Huber Park This project presented significant challenges because of its hillside/creekside setting and its unique WPA-era construction. Because of the terrain, any significant improvements could trigger accessibility upgrades (per the ADA) that would be extremely challenging. There was a consensus from community meetings that the historic nature of the park should not be disturbed, and the large flat basketball court area should remain open for court play instead of converting it to a play structure area. Other minor upgrade preferences included replacing old play equipment in the upper areas (if feasible and allowed by the ADA), resurfacing the basketball court, improved picnic areas, pathway improvements including possible opening of second and third pathways to Terrace and Shevlin drives, and creek and drainage modifications. This project includes resurfacing of the basketball court and improving ADA access, making modest drainage improvements to minimize to recurrence of flooding, replacing and resurfacing play equipment, and making minor improvements to picnic areas. Other potential improvements pending funding include developing the second access path to Terrace Drive including steps and handrails, and opening access to third access path to Shevlin Drive. The play equipment is approximately 50 years old and needs replacement. Also, the paths, lower play area surface, picnic and drainage system are in disrepair. Capital Costs Other Costs Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: Application for Measure WW grant funding was submitted in March 2010. Work scope must be refined given available ADA assessment, community priorities, and input from the Park and Recreation Commission. CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Huber Park Improvements Recreation Department C3054 Public Works - Engineering Division Measure WW Recreation Department / General Public ---PAGE BREAK--- 179 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year LCWF Measure WW Donations Unsecure Grant Operating Energy Misc Prior Years - - 307 - - - - 2014-15 251,000 304,000 39,693 - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - - - - - - - Subtotal 251,000 304,000 40,000 - - - - 595,000 - $595,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: - Design: - Constr Mgt: - Equipment: - Constr: - Other: 595,000 Contingency: - TOTAL: $595,000 C3075 Community Dev and Public Works Various Grants Public Works Dept/General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Hillside Natural Area Improvements Community Dev and Public Works General Plan & Strategic Plan Goals: TOTAL ALL COSTS: Total Capital Costs: Total Other Costs: The Hillside Natural Area (HNA) is an approximate 85-acre City-ow ned open space identified as a Community-Serving Park and Recreation facility in the City’s General Plan. The HNA has a number of trails that are used for recreation and emergency access and extensive native plants, oak w oodland and riparian environments. This project includes acquiring the 8-acre Madera property to become part of the HNA open space, as w ell as, improving vegetation management and trail rehabilitation & development throughout. A, B Hillside Natural Area Acquisition of 8-acre Madera property to be finalized in December 2014. Planning Phase for other items pending funding. Cost show n is only for acquisition and limited planning in the amount of $20K General Plan Goal R1: Protect natural resources (important habitat, ecological resources, key visual resources, ridges and ridgelines, creeks and stream banks, steeper slopes, vista points, and major features) and General Plan Goal PR2: High quality open space protected for the benefit of present and future generations, reflecting a variety of important values: ecological, educational, aesthetic, economic and recreational. Strategic Plan Goal D-Develop & Rehabilitate Public Facilities As Community Focal Points and Goal F-Foster Environmental Sustainability Cityw ide The City’s Circulation Plan for Bicyclists and Pedestrians (2007) , Park Trail Connector Project identifies purchasing undeveloped properties bordering the HNA in order to enhance trail connection as an implementation strategy and recommends connecting Hillside Natural Area North and Hillside Natural Area South as a first phase. Acquisition of the Madera property w ould provide the opportunity to develop a trail through the site to establish a connection betw een the City’s southern and northern publicly-ow ned Hillside Natural areas. The site provides an opportunity to create a pedestrian connection through the HNA to Madera Elementary School from numerous points, including the trailheads along Navallier Street and along Schmidt Lane. A creek on the property is one of the contributing headw aters to Baxter Creek. Most of the City's current maintenance of the mostly unimproved 85-acre HNA is provided by the City’s Fire Department to reduce fire risk. Improved vegetation management and other public improvements, such as trails and signage, w ould need to be funded from future unidentified funding sources, such as grants and private fundraising, as w ell as through in-kind labor provided by volunteer organizations. In recent years, community groups (the Environmental Quality Committee’s “Green Teams”, Friends of Five Creeks and the City co-sponsored Trail Trekkers, in partnership w ith others) have organized to provide volunteer maintenance hours and to pursue trail and native plant enhancements of the HNA. The City w ith TPL has applied for a $80K grant. If successful, this w ould reduce the Measure WW appropriation by an equivalent amount. City Council has previously authorized use of Measure WW if these funds are not secured. Other Costs Capital Costs ---PAGE BREAK--- 180 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Measure A (206) Debt Costs Energy Rebates Prior Years - - - - - - - 2014-15 150,000 - - - - - - 2015-16 - - - - - - 2016-17 - - - - - - 2017-18 - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - - - - - - - Subtotal 150,000 - - - - - - Total Capital Costs: 150,000 Total Other Costs: - $150,000 Statement of Need, Service Level, and Considerations: Status: Cost Estimate: Admin. 10,000 Design: 15,000 Constr Mgt: 10,000 Equipment: 15,000 Constr: 90,000 Other: - Contingency: 10,000 TOTAL: 150,000 $ tbd Public Works/Recreation Departments CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Canyon Trail Clubhouse Enhancements Recreation Department Need to be Addressed/Service Level to be Achieved: Replace furnace which has exceeded suggested lifetime and improve energy efficiency. Replace roof which has several leaks when it rains despite multiple patches. Replace lighting fixtures with energy efficient LED fixtures. Increase rentability of building. Measure A - Swim Center Parcel Tax 206 Recreation Dept/General Public 206 6757 Gatto Ave Project Costs Misc Costs TOTAL ALL COSTS: Project Description: Renovate Canyon Trail Clubhouse to address aging infrastructure (roof, furnace, concrete patio area) and increase energy efficiency. Project will serve as an example of how all City Clubhouses can be renovated in the future. General Plan & Strategic Plan Goals: Goal D - develop and rehabilitate public facilities as community focal points: City Clubhouses are a treasured community resource. They have not seen extensive renovations and/or improvements since being built in the 1960's and 70's. Goal F - foster environmental sustainability citywide: improvements will include energy efficiency upgrades to reduce clubhouse CO2 footprint. Planning Public Outreach/Input Process: Park and Recreation Commission review and public comment. Financial Considerations: The renovation of Canyon Trail Clubhouse is provided for in the voter approved 2000 Measure A Swim Center initiative. Revenue collected in excess of what is needed for bond payments has been approved by the City Council for Capital Projects. ---PAGE BREAK--- 181 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 100,000 - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified 1,643,700 - - - - - - Subtotal 1,743,700 - - - - - - 1,743,700 - $1,743,700 Statement of Need, Service Level, and Issue: Admin: 34,100 Design: 136,100 Constr Mgt: 113,400 Equipment: - Constr: 1,133,400 Other: 100,000 Contingency: 226,700 TOTAL: 1,743,700 $ Project Description: The program is intended to provide a comprehensive evaluation of park facility rehabilitation and improvement needs throughout the City. These needs are diverse as demonstrated by previously itemized CIP projects including Central Park Playground, Cerrito Vista Field Rehab, Canyon Trail Park Improvements, Skate Park, Tennis Backboard, Park Path Rehabilitation, and Cerrito Vista Snack Shack Remodel. The program w ill include evaluation of park clubhouses, fields, playground equipment, pathw ays, landscaping, lighting, drainage and other equipment and amenities (benches, picnic tables, bbq, etc). A lifetime analysis including a long-term replacement schedule of play structures, surfaces and other equipment w ill be developed as part of this program. Costs show n for FY15-16 are for potential consultant support to update the previously completed needs assessments and to develop lifetime analysis and cost estimates. Capital costs show n in the unidentified year are for previously itemized projects. Other project costs are unknow n at this time. Dedicated funding for this program is currently unavailable. Recreation and Public Works Staff w ill w ork to develop a framew ork for further development and implementation pending availability of funding. Need to be Addressed/Service Level to be Achieved: The program w ould include revisiting and, as appropriate, incorporating and/or updating various plans including the Urban Greening Plan (anticipated completion Fall 2014), the Structural Facilities Management Plan (2004) and Landscape Management Plan (2003) as w ell as the Measure WW priorities previously identified. In addition to previously identified CIP projects, other identified park needs including replacement of aging playground equipment/structures including those at Harding and Madera. Also, playground surfacing materials may not be ADA compliant and some poured in place surfaces (such as at Arlington) may need to be replaced. Public Outreach/Input Process: The Program w ill be considered by the Park and Recreation Commission. City staff w ill also outreach to the public at key point in the program development process. Strategic Plan Goals: Strategic Plan Goal D-Develop & Rehabilitate Public Facilities As Community Focal Points including all three strategies 1) Develop a plan to address ongoing and deferred maintenance of facilities and infrastructure; 2) Continue the facilities assessment to prioritize and strategize investment ; and 3) Revisit and update the Structural Facilities Management Plan. Financial Considerations: TOTAL ALL COSTS: Total Capital Costs: Total Other Costs: Unidentified Recreation Dept/General Public B Various Capital Costs Other Costs tbd Recreation & Public Works Departments CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Park Facilities Rehab & Improvement Program Recreation & Public Works Departments ---PAGE BREAK--- 182 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund (101) EEMP Grant Unidentified Operating Energy Misc Prior Years 25,000 160,000 - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - 50,000 - - - - 2017-18 - - 50,000 - - - - 2018-19 - - 50,000 - - - - 2019-20 - - 50,000 - - - - 2020-21 - - 50,000 - - - - 2021-22 - - 50,000 - - - - 2022-23 - - 50,000 - - - - 2023-24 - - 50,000 - - - - Unidentified - - 50,000 - - - Subtotal 25,000 160,000 450,000 - - - - 635,000 - $635,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 11,300 Design: 45,000 Constr Mgt: 37,500 Equipment: - Constr: 375,000 Other: 91,200 Contingency: 75,000 TOTAL: $635,000 TOTAL ALL COSTS: This program is intended to be an ongoing effort to maintain existing City trees and develop and implement the planting of additional City trees as recommended in the Urban Forest Management Plan (2007). Over 1,000 trees have been installed in the last few years. This project w ill begin fulfilling the strategies and goals contained in the Urban Forest Management Plan including 1) Establish and maintain a cityw ide commitment to a healthy, grow ing urban forest; and Provide excellent professional maintenance for the City's urban forest. At this point in time, a continuing, permanent funding source has not been identified. Staff w ill explore grant funding opportunities. In 2008, staff w as aw arded $160,000 from the State Resources Board's Environmental Enhancement & Mitigation Program (EEMP) for street and park tree planting. The City received a tw o-year extension for use of the funds no later than June 2015. Ongoing capital and operating expenses need to be fully evaluated and identified. PW Maintenance is completing the installation of trees in parks as part of the EEMP grant. Total Capital Costs: Total Other Costs: This program is a spin off from the Urban Forest Management Plan project completed in 2007. The Plan identifies strategies for a successful urban forest w ithin the City that w ill greatly benefit the community. Capital Costs Other Costs B Various General Fun, EEMP Grant, unidentified Public Works Dept/General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Urban Forest Program Public Works Department C3042, tbd PW Operations + Environmental Services ---PAGE BREAK--- 183 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Prop 84 Urban Greening Operating Energy Misc Prior Years 406,674 - - - - - 2014-15 497,047 - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - - - - - - - Subtotal 903,721 - - - - - - Total Capital Costs: 903,721 Total Other Costs: - 903,721 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need/Service Level: Pertinent Issues: Status: Cost Estimate: Admin. 14,079 Design: 180,000 Constr Mgt: 37,432 Equipment: - Constr: 592,918 Other: 20,000 Contingency: 59,292 TOTAL: 903,721 $ C3067 TOTAL ALL COSTS: Grants General Public A CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone Natural Area & Rain Gardens Community Development Department Community Development & Public Works The City was awarded funding in January 2011 and hired a design consultant in February 2012. The project was valued engineered and rebid in 2013. A construction contract was awarded in March 2014 and construction is anticipated to begin in June 2014. The City received a Proposition 84/Urban Greening grant for this project. The project received letters of support from the City of Albany, BART, Albany Middle School, Friends of Five Creeks and the Contra Costa Public Health Department as it fosters a more active community. The project was also presented to the Parks and Recreation Commission. Construction was coordinated with the BART Earthquake Safety Retrofit program. Ohlone Greenway, south of Fairmount Capital Costs The project will add green elements to this Ohlone Greenway between the City of Albany and Fairmount Avenue by treating urban stormwater runoff; creating an informal exploration, natureplay and plaza area; improving walkability; utilizing and demonstrating low maintenance, low water using, native landscaping; improving riparian habitat and diversity; and fostering connection to nature along the Ohlone Greenway. The project implements elements and design goals within both the General Plan and the Ohlone Greenway Master Plan. The Ohlone Greenway Master Plan developed with extensive community input indicated a desire to create more attractive and usable "nodes" along the Greenway as well as to enhance ecological areas and incorporate community gathering areas. Other Costs ---PAGE BREAK--- 184 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Park-in-Lieu Fund Operating Energy Misc Prior Years 189,919 - - - - - - 2014-15 100,000 - - - - - - 2015-16 - - - - - - - 2016-17 197,081 - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - - - - - - - Subtotal 487,000 - - - - - - Total Capital Costs: 487,000 Total Other Costs: - 487,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need/Service Level: Pertinent Issues: Status: Cost Estimate: Admin. 45,000 Design: 45,000 Constr Mgt: 45,000 Equipment: Constr: 300,000 Other: Contingency: 52,000 TOTAL: 487,000 $ Funding was provided by Safeway as their Park-in-Lieu contribution. A portion of the funds ($150,000) have been transferred to the Ohlone Placemaking Project, C3076 as a local match and given that significant improvements are planned at the Hill Street crossings. Improvements have been and will be coordinated with Safeway development improvements, work on Greenway as part of the BART Seismic Retrofit Project, and other City-led improvements The first element will be a pedestrian path along the Safeway frontage to carry pedestrians from the BART crosswalk at Hill St up to the store's entrance. This will be designed in a manner such that it can ultimately connect to the BART path with full ADA accessibility near the Safeway outdoor cafe area. Design and construction of the full area is being coordinated with the BART Retrofit Project and other area improvements. TOTAL ALL COSTS: Improve the Ohlone Greenway consistent with the Greenway Master Plan includes landscaping, lighting, and street crossing improvements. The project implements elements and design goals within both the General Plan and the Ohlone Greenway Master Plan. The Ohlone Greenway Master Plan developed with extensive community input indicated a desire to create more attractive and usable "nodes" along the Greenway as well as to enhance ecological areas and incorporate community gathering areas. Capital Costs Other Costs 210 Ohlone Greenway C3069 Public Works - Engineering Division Park-in-Lieu Fund General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone Greenway Improvements between Hill and Blake Community Development & Public Works ---PAGE BREAK--- 185 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: A, 210 Location: Fiscal Year BART/ Measure J OBAG Federal Grant Park In-Lieu Operating Energy Misc Prior Years - - - - - - - 2014-15 38,000 480,000 27,000 - - - - 2015-16 131,000 1,497,513 61,500 - - - - 2016-17 131,000 1,497,513 61,500 - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - - - - - - - Subtotal 300,000 3,475,025 150,000 - - - - 3,925,025 - 3,925,025 $ Statement of Need, Service Level, Schedule and Issue: Project Description: General Plan Goal: Pertinent Issue: Status: Capital Cost Estimate: Admin: 26,025 Design: 545,000 Constr Mgt: 364,000 Equipment: Constr: 2,600,000 Other: Contingency: 390,000 Land: TOTAL: 3,925,025 $ C3076 Community Develop & Public Works CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone-BART Station Access, Safety & Community Develop & Public Works Design phase to begin in Summer 2014. TOTAL ALL COSTS The project will improve and widen the Ohlone Greenway path through the two El Cerrito BART stations and install two new crosswalks, upgrade three existing crosswalks, formalize desire lines, and establish "high use pedestrian zones" with new striping, special pavement and improved signage. The project also includes placemaking elements such as native landscaping, seating and lighting to increase a sense of connectivity to the rest of the Greenway and establish a strong sense of place at these transportation gateways to the community. To improve the security along the Greenway, the existing surveillance system will be upgraded and expanded to three key nodes between the BART Stations. Goal T1: A transportation system that allows safe and efficient travel by a variety of modes and promotes the use of alternatives to the single-occupant vehicle. Goal T2: A land use pattern that encourages walking, bicycling, and public transit use. Goal T3: A transportation system that maintains and improves the livability of the City. Need/Service Level: The improvements will better serve the needs of local and regional bicyclists and pedestrians, improve access to local amenities, and improve the integration of the two BART stations to the surrounding community. The project is a community-based multimodal transportation project that will improve connectivity, enhance sense of place, bring new vibrancy and support the higher-density transit-oriented neighborhoods adjacent to BART as a place where developers want to build and people want to live, work and visit. OBAG, Measure J,/BART Park In-Lieu The City was awarded a competitive federal grant in FY2013-14 and received authorization to proceed with Preliminary Engineering/Design from Caltrans in Spring 2014. Total Capital Costs: Total Other Costs: General Public Ohlone at Del Norte & Plaza BART Stations Capital Costs Other Costs ---PAGE BREAK--- 186 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Meas J TLC Grant Unidentified Operating Energy Misc Prior Years - - - - - - - 2014-15 118,200 - - - - - - 2015-16 - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - 200,800 - - - - - Subtotal 118,200 200,800 - - - - - 319,000 - 319,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. 11,000 Design: 22,000 Constr Mgt: 22,000 Equipment: Constr: 220,000 Other: - Contingency: 44,000 TOTAL: $319,000 CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone Greenway Wayfinding Signage Public Works Department Other Costs Public Works - Engineering Division The City participated on a WCCTAC-led Transit Wayfinding Sign Project funded by Regional Measure 2/Safe Routes to Transit. The project developed a concept design for signs to direct pedestrians and bicyclists to and from major transit facilities and major sites in West County and Albany and includes the Ohlone Greenway. TOTAL ALL COSTS: Install signage along the Ohlone Greenway that conforms to the prototype developed with the Baxter Creek Gateway Park, Ohlone Greenway Master Plan and West County Transit Enhancement & Wayfinding Plan. Measure J TLC, Unidentified General Public A comprehensive signage program will provide better wayfinding, provide distances for cyclers and walkers, and bring a unique and uniform appearance to the Ohlone Greenway. Current signage is sporadic and not consistent in its look. tbd The project implements elements and design goals within both the General Plan and the Ohlone Greenway Master Plan. Planning including coordination with WCCTAC. Could be a candidate for Measure WW funding or future Safe Routes to Transit funding. The City applied for and was awarded Measure J TLC grant for sign installation. Total Capital Costs: Total Other Costs: A, B Ohlone Greenway Capital Costs ---PAGE BREAK--- 187 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: B Fiscal Year Park-in-Lieu Fund RDA Capital ('03 Bonds) BART Unidentified Operating Energy Misc Prior Years 20,500 127,500 603,292 - - - - 2014-15 - - - - - - - 2015-16 - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified 200,000 - 2,561,083 - - - Subtotal 220,500 127,500 603,292 2,561,083 - - - 3,512,375 - $3,512,375 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $62,325 Design: $249,300 Constr Mgt: $207,750 Equipment: $500,000 Constr: $2,077,500 Other: $0 Contingency: $415,500 TOTAL: $3,512,375 BART-related improvements were completed in early 2014. Other related projects are the Ohlone Natural Area south of Fairmount Avenue (funded through a Prop 84 grant), Hill-to-Blake section (funded pursuant to the Safeway development agreement), and Wayfininding Program (funded by Measure J TLC). Future improvements are awaiting funding. The project is divided into three phases: Master Plan; BART-related upgrades; and future improvements. The master plan and BART-related improvements are now complete. Future improvements are outlined in the master plan, most are not funded at this point. Capital Costs Three primary conditions give rise to the need for this project. 1) The need for improving the facility to meet current and future users' needs and standards, as well as to improve the design and feel of the facility to fully actualize its potential to contribute to the surrounding areas; 2) To coordinate and optimize the opportunity provided by the BART Earthquake Safety Program and disruptive trail closure;3) To create a consistent and appealing design to coordinate future improvements with public or private projects. The Ohlone is considered by regional bicycle organizations as a backbone to the non-motorized transportation system in the region. 2007 counts found weekday use averaging 627 pedestrians/bicyclists per day, and according to a citywide survey completed in 2003, the Greenway is the 6th most used recreational facility. 2/3 of residents in a 2007 Citywide survey indicated they use the Greenway regularly or often. Through extensive negotiations with BART, Phase 1A of the Master Plan, for the most part, was completed as part of the BART Earthquake Safety Program. In order for BART to use City property along the Ohlone Greenway for construction purposes, BART purchased temporary construction easements from the City in July 2009 via the execution of an Acquisition Agreement. The City granted BART a Right of Entry to City property and, in lieu of payment to the City for the Right of Entry value in the amount of $603,292, BART offered to construct improvements beyond the equivalent value of BART's required restoration work. The Ohlone Greenway Master Plan is helping staff in searching for additional outside funding. Total Capital Costs: RDA Capital (2003 Bonds) (811), BART TOTAL ALL COSTS: tbd Community Development & Public Works Comm Design: Utilize the Greenway as one of the features that provides a more distinct identity for El Cerrito through enhancement of its landscape features, signage, maps and other features. (CD 3.9): Ohlone Greenway- Enhance the usability and aesthetic appeal of the Ohlone greenway by integrating it into the fabric of the City. (CD 3.10): Greenway Spur Trails- Develop greenway spur trails for creekside access. (CD3): A City with attractive landscaping of public and private properties, open space, and public gathering places. Other Costs Total Other Costs: v CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone Greenway Master Plan Imp Community Development & Public Works General Public Ohlone Greenway Park-in-Lieu Fund (210) ---PAGE BREAK--- 188 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 50,000 - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified 854,050 - - - - - - Subtotal 904,050 - - - - - - 904,050 - $904,050 Statement of Need, Service Level, and Issue: Project Description: Admin: 17,670 Design: 70,680 Constr Mgt: 58,900 Equipment: - Constr: 589,000 Other: 100,000 Contingency: 117,800 TOTAL: 954,050 $ At this point in time, a funding source has not been identified. Staff w ill explore funding opportunities. Ongoing capital and operating expenses need to be fully evaluated and identified. In FY14-15, the Operations + Environmental Services Division w ill investigate the requirements for a new Streambed Alteration Agreement and implement using in-house resources if feasible. Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: The program is intended to provide an evaluation of major maintenance and restoration needs for creeks throughout the City. The first phase w ill include obtaining a Stream Alteration Agreement and any other regulatory permits to conduct creek maintenance. Some of the creek w ork along the Ohlone Greenw ay has been identified in the Ohlone Greenw ay Master Plan. Other w ork includes repair of the creek erosion and w ashout at Huber Park, as w ell as, major maintenance efforts requiring permits in creeks throughout the City. Financial Considerations: Public Outreach/Input Process: City staff w ill continue to w ork w ith Friends of Five Creeks on this effort. Need to be Addressed/Service Level to be Achieved: Creek maintenance over the last few years has been limited to trash and debris removal and removal of invasive species, as w ell as, emergency response clean-ups related to flooding events. Permits are required for any other w ork including sediment removal. Strategic Plan Goals: B Various Strategic Plan Goal D-Develop & Rehabilitate Public Facilities As Community Focal Points including developing a plan to address deferred and major maintenance of creeks Capital Costs Other Costs CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Creek Major Maintenance & Restoration Public Works Department PW Operation + Environmental Services Unidentified General Public tbd ---PAGE BREAK--- 189 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Measure A Sales Tax Grants General Fund Revenues Cost Savings Prior Years 13,929,283 2,420,670 - - - - - - 2014-15 448,831 630,000 - - - - - - 2015-16 475,000 - - - - - - - 2016-17 484,500 - - - - - - - 2017-18 484,500 - - - - - - - 2018-19 484,500 - - - - - - - 2019-20 484,500 - - - - - - - 2020-21 484,500 - - - - - - - 2021-22 484,500 - - - - - - - 2022-23 484,500 - - - - - - - 2023-24 484,500 - - - - - - - Unidentified - - - - - - - Subtotal 18,729,114 3,050,670 - - - - - - 21,779,784 - $21,779,784 Statement of Need, Service Level, and Issue: Project Desc: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $435,596 Design $1,088,989 Constr Mgt: $1,524,585 Equipment: $0 Construction $16,334,838 Other: $217,798 Contingency: $2,177,978 TOTAL: $21,779,784 Project includes the design of a variety of roadway treatments including slurry seal, micropave, cape seal, asphalt overlay of various thicknesses, and repairs of failed sections. The scope will also include installation of curb ramps in compliance with the ADA for all streets that receive an overlay treatment, curb, gutter, and sidewalk upgrades as needed, upgrades to traffic control systems that pertain to pavement work (striping, crosswalks, bike facilities, and associated signage), and upgrades to road- related storm drainage facilities. The project will involve multiple specialty contracts such as seal coats, asphalt overlay, roadway repairs and concrete. This project will also fund the bi-annual Pavement Management Program update. Total Other Costs: The accelerated program was completed in 2010, and the annual project will perform scheduled capital maintenance, any needed rehabilitation and leverage grant funding. See above The primary issue has been that of funding. With the passage by voters in February 2008 of Measure A (Street Improvement Sales Tax), it is anticipated that there will be sufficient funding to maintain the overall system condition in the good category. The Measure A Street Improvement Program 2008 - 2010 invested approximately $15 million into street improvements bringing the Pavement Condition Index up from 52 to 85. The Measure A Sales Tax continues to fund this program to maintain the street system serviceable condition. Public Works - Engineering Division 204, 211, A C3027/C3074 Sales Tax - Street Impr (211) Grants (STP, Prop 1B, OBAG, SLPP) Measure J Return-to-Source (204) City of El Cerrito CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Street Improvement Program Public Works Department TOTAL ALL COSTS: Total Capital Costs: General Public City-wide Other Costs Project Budget/Capital Costs ---PAGE BREAK--- 190 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Measure C/J (204) Grant Unidentified Operating Energy Misc Prior Years ongoing - - - - - - 2014-15 115,441 18,000 - - - - - 2015-16 70,000 - - - - - - 2016-17 70,000 - - - - - - 2017-18 70,000 - - - - - - 2018-19 70,000 - - - - - - 2019-20 71,400 - - - - - - 2020-21 72,900 - - - - - - 2021-22 74,400 - - - - - - 2022-23 75,900 - - - - - - 2023-24 77,500 - - - - - - Unidentified 5,300,000 - - - - - - Subtotal 6,067,541 18,000 - - - - - 6,085,541 - $6,085,541 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $121,711 Design: $608,554 Constr Mgt: $486,843 Equipment: $0 Constr: $3,955,602 Other: $0 Contingency: $912,831 TOTAL: $6,085,541 CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET C3024 PW Engineering Division Access Modifications - Streets Public Works Total Capital Costs: Total Other Costs: Measure C/J, Grant General Public Capital Costs Other Costs 204, A Citywide This is an ongoing program. This project will implement the streets portion of the City's American with Disabilities Act (ADA) Transition Plan Update, which was adopted in September 2009. Specific locations and scopes of work will be determined annually in conformance with the Plan Update and based on guidance from ADA Working Group. This program is in addition to the curb ramp work required by street repaving program, however the access program may be contracted jointly with the Street Resurfacing Program. TOTAL ALL COSTS: The ADA requires that public facilities are accessible to people with disabilities. The City's ADA Transition Plan identifies deficiencies on major pedestrian routes in the public right-of-way, and recommends a strategy for eliminating these obstructions. The Plan prioritizes improvements to major pedestrian routes in the public right-of- way. Within the public streets, there are numerous obstructions to access for disabled persons. This capital program is an integral part of a compliance strategy for tackling this massive deficiency in the most practical manner. These actions require that requests from persons with disabilities be prioritized based on guidance from the ADA Working Group. This program will work toward bringing the pedestrian routes in the public right-of-way into compliance and making the City's programs accessible. We expect to construct approximately 20 curb ramps in Fall 2014. Approximately $18K is also available in grant funding from El Cerrito-Albany Access. ---PAGE BREAK--- 191 ---PAGE BREAK--- 192 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Unidentified Operating Energy Misc Prior Years 50,000 - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - 200,000 - - - - - Subtotal 50,000 200,000 - - - - - 250,000 - $250,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $10,000 Design: $30,000 Constr Mgt: $20,000 Equipment: $0 Constr: $190,000 Other: $0 Contingency: $0 TOTAL: $250,000 various Pending Funding Phased replacement of old signs (identification and wayfinding) with new signage that is consistent with the City's updated identity program on San Pablo Avenue. Capital Costs Current wayfinding and identification signage throughout town in inconsistent, out-of-date and/or not distinctive The project includes placing new signs at secondary city entrances, parks, facilities and where directional/wayfinding signage in needed. This project will expand that signage program outside of the San Pablo Ave area to create a city-wide consistency in the signage formats. Funds in this project will be used for signage that cannot be funded by other means (such as other city projects or development.) The City is participating on a WCCTAC-led Transit Wayfinding Sign Project funded by Regional Measure 2/Safe Routes to Transit. The project will develop technical specifications and design for signs to direct pedestrians and bicyclists to and from major transit facilities and major sites in West County and Albany. Other Costs Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET City-Wide Signage Program Public Works C3028 Public Works - Engineering Division General Fund (101), unidentified General Public B ---PAGE BREAK--- 193 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year STMP Unidentified Operating Energy Misc Prior Years - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified 6,875,000 18,125,000 - - - - - Subtotal 6,875,000 18,125,000 - - - - - 25,000,000 - $25,000,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $850,000 Design: $1,700,000 Constr Mgt: $1,700,000 Equipment: $0 Constr: $17,000,000 Other: $0 Contingency: $3,750,000 TOTAL: $25,000,000 C4014 Public Works - Engineering Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Del Norte TOD Infrastructure Improvements Public Works / Community Development Total Project Costs: Total Other Costs: STMP Developer Fees, unidentified Public Works / Community Development A, B Del Norte area Capital Costs Other Costs San Pablo Avenue is a State highway, and carries over 25,000 vehicles a day. The Del Norte BART Station was identified as one of the 21 regional transit hubs in the nine Bay Area counties by MTC because of the linkages its provides between the services of various transit operators. The BART Station has over 700 bus trips a day which contributes to this being the 10th busiest station of 43 BART stations. BART had previously committed $100,000 of its STMP fees for this area. Future efforts will build on the San Pablo Ave Specific Plan/Complete Streets Plan and BART Plan. Public Works will continue to seek additional funding for San Pablo Avenue based on its designation as a planned Priority Development Area under the FOCUS Program. The project is pending additional funding and coordination with the San Pablo Avenue Specific Plan/Complete Streets Plan TOTAL ALL COSTS: The project includes planning, engineering and construction of various public infrastructure improvements to facilitate transit-oriented development in the Del Norte Area including parking facilities; bicycle, pedestrian, and/or bus transit access improvements; signage; lighting; improvements to station access or station waiting areas; ADA improvements; improvements to adjacent streets, street crossings, or signals; and/or Ohlone Greenway improvements. Goal T1: A transportation system that allows safe and efficient travel by a variety of modes and promotes the use of alternatives to the single-occupant vehicle. Goal T2: A land use pattern that encourages walking, bicycling, and public transit use. Goal T3: A transportation system that maintains and improves the livability of the City. Traffic congestion and planned/proposed development in the vicinity of the Del Norte BART station require creative and effective transportation solutions. The proximity of San Pablo Avenue to I-80 (the most congested freeway in the Bay Area) makes it an attractive relief route during the commute hours in addition to the heavy BART-bound traffic to and from the freeway. The two primary intersections (San Pablo Avenue at Cutting and at Hill) cannot accommodate a pedestrian crosswalk on the leg that has the highest pedestrian crossing demand due to critical vehicle volumes, and this induces pedestrians to cross illegally in the mid-block locations. There is also a history of collisions involving vehicles and pedestrians in this area. In addition, BART is preparing a Station Modernization Plan as it considers improvements around and within its station. ---PAGE BREAK--- 194 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Unidentified Operating Energy Misc Prior Years 10,400 - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - 325,000 - - - - - Subtotal - 335,400 - - - - - 335,400 - $335,400 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $6,708 Design: $33,540 Constr Mgt: $33,540 Equipment: $0 Constr: $228,072 Other: $0 Contingency: $33,540 TOTAL: $335,400 General Fund, Unidentified General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET C3058 PW - Engineering Division Balra Retaining Wall Repair Public Works Planning Phase: Implementation pending funding. Repair or replace the retaining wall in front of 779 Balra Drive, and repair street and sidewalk damage above wall. Total Capital Costs: Total Other Costs: The gradual failure of this wall is causing subsidence of the street and sidewalk above, and has created some uneven surfaces in the walking and driving paths. The wall is leaning over onto private property, but is not causing any immediate damage. Geotech report prepared and measuring points marked on the wall. However, no funding source has been identified for this work. B 779 block of Balra Drive TOTAL ALL COSTS: The existing retaining wall above the Creek headwall in front of 779 Balra Drive is badly damaged and must be repaired. Capital Costs Other Costs ---PAGE BREAK--- 195 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Measure A (211) Unidentified Operating Energy Misc Prior Years 200,000 - - - - - - 2014-15 50,000 - - - - - - 2015-16 25,000 - - - - - - 2016-17 25,000 300,000 - - - - - 2017-18 25,000 275,000 - - - - - 2018-19 25,000 275,000 - - - - - 2019-20 25,000 275,000 - - - - - 2020-21 25,000 275,000 - - - - - 2021-22 25,000 275,000 - - - - - 2022-23 25,000 275,000 - - - - - 2023-24 25,000 275,000 - - - - - Unidentified - - - - - - Subtotal 475,000 2,225,000 - - - - - 2,700,000 - $2,700,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 35,000 Design: 255,000 Constr Mgt: 255,000 Equipment: - Constr: 1,700,000 Other: 100,000 Contingency: 355,000 TOTAL: $2,700,000 C3070 PW - Engineering Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Traffic Safety & Management Program Public Works Total Capital Costs: Total Other Costs: Measure A (211), Unidentified General Public 211, B various Capital Costs Other Costs The targeted street segments in the traffic safety audit were generally on arterial and collector streets which carry most of the City's traffic. The NTMP program will serve all streets in neighborhoods throughout the City. Funding has been secured and improvements implemented for several of the corridors. Public Works will continue to seek state and federal funding opportunities, and combine this program with others such as the PDA Streetscape Improvements Program to maximize funding opportunities as they arise. Planning Phase: Implementation pending funding. TOTAL ALL COSTS: This program would contain various capital projects that would improve safety for motorists, pedestrians and bicyclists traveling on city streets and implement various improvements under the Neighborhood Traffic Management Program consisting of educational, engineering and enforcement measures to address speeding, high traffic volumes, pedestrian and bicycle access and livability on residential streets. Goal T1: A transportation system that allows safe and efficient travel by a variety of modes and promotes the use of alternatives to the single-occupant vehicle. Goal T3: A transportation system, including safe and adequate streets, signals, sidewalks, pathways, curbs, gutters, street trees, signage, and streetlights, that maintains and improves the livability of the City. A 2006 traffic safety audit evaluated 14 street segments that had significantly higher collision rates than other arterial and collector streets in the City, and provided recommendations for improvements to mitigate collision rates. An increasing number of El Cerrito residents are concerned about vehicular speeds, traffic volumes and pedestrian and bicycle obstacles in their neighborhoods. The City has responded to community concerns by installing standard traffic control devices (warning and regulatory signs, pavement markings, striping and curb markings) and speed humps, deploying the speed feedback trailer, and enforcement of traffic and parking regulations. Generally, the City addressed resident requests on a case-by-case basis – with each request becoming a unique process and involving extensive City resources. The problem became how to place these requests in context – which have priority, which represent “normal” traffic conditions on residential streets, and what types of measures would provide equitable, effective and timely solutions. ---PAGE BREAK--- 196 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - Unidentified 2,500,000 - - - - - - Subtotal 2,500,000 - - - - - - 2,500,000 - $2,500,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 40,000 Design: 210,000 Constr Mgt: 150,000 Equipment: - Constr: 2,000,000 Other: - Contingency: 100,000 TOTAL: $2,500,000 Unidentified General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Wildcat Drive Repair Public Works tbd PW - Engineering Division Planning Phase: Implementation pending funding. The last in a series of landslides removed a section of Wildcat Drive (approximately 100 feet long and 10 feet wide) and the abutting valley gutter and embankment. Emergency work was performed that stabilized the remaining roadway. In its current configuration, the road serves the primary public need of access and utility pathways. However, the emergency repair work requires traffic to constrict to a one-lane path, and the sheet pile retaining wall is considered to be adverse in appearance. Conceptual design was completed in the late 1990s for a retaining wall that would enable restoration of the original roadway width. This remedy is costly and currently unfunded. Other possible remedies that include restoring the stability of the abutting private land could be considered along with a funding partnership with the affected property owners. B Wildcat Drive Capital Costs Other Costs TOTAL ALL COSTS: This project would restore Wildcat Drive to its original width. Total Capital Costs: Total Other Costs: ---PAGE BREAK--- 197 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - Unidentified - 4,917,500 - - - - - Subtotal - 4,917,500 - - - - - 4,917,500 - $4,917,500 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 98,400 Design: 393,400 Constr Mgt: 491,800 Equipment: - Constr: 3,278,200 Other: - Contingency: 655,700 TOTAL: $4,917,500 Unidentified General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET PDA Streetscape Improvements Public Works tbd PW - Engineering Division B Various TOTAL ALL COSTS: The project consists of streetscape improvements within and around the San Pablo Avenue Priority Development Area, which includes all of San Pablo Avenue and crossing arterials leading to the El Cerrito Plaza and Del Norte BART Stations. Improvements will be coordinated with neighboring cities and transit agencies. The scope of the project improvements includes sidewalk replacement, pedestrian level lighting, crosswalks improvements (curb bulb-outs, pedestrian refuge islands, and enhanced signing & striping), bike route signing & striping, street trees and street furniture. Capital Costs Other Costs Planning Phase: Implementation pending funding. Total Capital Costs: Total Other Costs: Goal T1: A transportation system that allows safe and efficient travel by a variety of modes and promotes the use of alternatives to the single-occupant vehicle; and Goal T3: A transportation system, including safe and adequate streets, signals, sidewalks, pathways, curbs, gutters, street trees, signage, and streetlights, that maintains and improves the livability of the City. The City's General Plan calls for three specific areas along the San Pablo Avenue corridor to become "pedestrian- friendly, mixed-use villages with ground floor retail uses and upper floor office and residential use". Each of the three identified areas has its own unique character and function and will be connected via the Ohlone Greenway and a vibrant San Pablo Avenue to two BART stations and multiple transit stops. The San Pablo Avenue Specific Plan calls for transit-oriented neighborhoods and in-fill development around the BART Stations. Continued streetscape and open space improvements in the corridor would capitalize on the momentum created by previous Redevelopment Agency projects. The San Pablo Avenue and BART Stations are important transportation facilities that serve residents and visitors of El Cerrito. The project will improve streets for users of all modes. For pedestrians, bicyclists and transit users, the addition of the proposed improvements will create a friendlier and safer environment. Identify funding opportunities through Transportation for Livable Communities Programs from the county through federal level. The program will likely be replaced by San Pablo Avenue Complete Street Plan improvements. ---PAGE BREAK--- 198 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 500,000 - - - - - - 2018-19 - - - - - - 2019-20 500,000 - - - - - - 2020-21 - - - - - - - 2021-22 500,000 - - - - - - 2022-23 - - - - - - - 2023-24 500,000 - - - - - - Unidentified - - - - - - - Subtotal 2,000,000 - - - - - - 2,000,000 - $2,000,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 50,000 Design: 180,000 Constr Mgt: 180,000 Equipment: 150,000 Constr: 1,200,000 Other: - Contingency: 240,000 TOTAL: $2,000,000 Unidentified General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Safe Routes to School Program Public Works tbd PW - Engineering Division Citywide TOTAL ALL COSTS: Develop a safe routes to school program including educational, engineering and enforcement measures. Capital Costs Other Costs Concept Phase: Implementation pending funding. Total Capital Costs: Total Other Costs: Goal T1: A transportation system that allows safe and efficient travel by a variety of modes and promotes the use of alternatives to the single-occupant vehicle; and Goal T3: A transportation system, including safe and adequate streets, signals, sidewalks, pathways, curbs, gutters, street trees, signage, and streetlights, that maintains and improves the livability of the City. The El Cerrito Circulation Plan for Bicyclists, adopted in 2007, and Pedestrians and Citywide Pedestrian Safety Assessment, conducted in 2009, both call for development of a safe routes to school program. School zones are particularly hazardous areas for pedestrians and bicyclists with many parents dropping off or picking up students. However, there are many benefits of having children walk or bike to school, including improving physical health and reducing traffic congestion. The safe routes to school program will serve K through 12th-grade students in public and private schools throughout the City. City staff is collaborating with WCCTAC Agencies and the Contra Costa County Health Division to provide a Safe Routes to School Program for education and encouragement activities at elementary schools throughout West Contra Costa as part of a federal Safe Routes to School grant. Staff will seek state and federal funding opportunities for capital improvements identified as part of this effort and other City efforts. ---PAGE BREAK--- 199 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 100,000 - - - - - - 2017-18 725,000 - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - 2022-23 - - - - - - - 2023-24 - - - - - - - Unidentified - - - - - - - Subtotal 825,000 - - - - - - 825,000 - $825,000 Statement of Need, Service Level, and Issue: Project Description: Financial Considerations: Admin: 15,000 Design: 60,000 Constr Mgt: 50,000 Equipment: - Constr: 500,000 Other: 100,000 Contingency: 100,000 TOTAL: 825,000 $ TOTAL ALL COSTS: The project is intended to provide an evaluation of rehabilitation and development of City paths, stairways and boardwalks throughout the City. The first phase will include conducting a study to evaluate costs and priorities. Strategic Plan Goals: Strategic Plan Goal D-Develop & Rehabilitate Public Facilities As Community Focal Points and Goal F-Foster Environmental Sustainability Citywide Need to be Addressed/Service Level to be Achieved: The City’s Circulation Plan for Bicyclists and Pedestrians (2007) identifies two projects— Park Trail Connector and Hillside Pathways and Stairs— to improve access, connectivity and promote walking in hillside neighborhoods and across the City. A Feasibility Study of El Cerrito Pathway Connections is also indentified as a need in the WCCTAC Transit Enhancement Study. The project would build off the efforts of the Trail Trekkers. Public Outreach/Input Process: City staff will continue to work with Trail Trekkers on this effort and outreach to the public at key point in the project development process. The Circulation Plan and WCCTAC Transit Enhancement Plans both incorporated public comments. B Various At this point in time, a funding source has not been identified. Staff will explore grant funding opportunities. Ongoing capital and operating expenses need to be fully evaluated and identified. Total Capital Costs: Total Other Costs: Capital Costs Other Costs Unidentified General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Citywide Path/Stairway/Boardwalk Rehabilitation & Improvement Public Works Department tbd Public Works Department ---PAGE BREAK--- 200 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Storm Drain Fund (205) Operating Energy Misc Prior Years ongoing - - - - - - 2014-15 100,000 - - - - - - 2015-16 330,000 - - - - - - 2016-17 250,000 - - - - - - 2017-18 250,000 - - - - - - 2018-19 250,000 - - - - - - 2019-20 350,000 - - - - - - 2020-21 350,000 - - - - - - 2021-22 350,000 - - - - - - 2022-23 350,000 - - - - - - 2023-24 350,000 - - - - - - Unidentified - - - - - - - Subtotal 2,930,000 - - - - - - 2,930,000 - $2,930,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 73,250 Design: 293,000 Constr Mgt: 293,000 Equipment: - Constr: 1,831,250 Other: 146,500 Contingency: 293,000 TOTAL: $2,930,000 tbd PW - Engineering Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Storm Drain Program Public Works Total Capital Costs: Total Other Costs: Storm Drain Fund (205) General Public 205 Various Capital Costs Other Costs Priority major maintenance to be completed in FY14-15. For FY14-15, priority locations include Kearney Street & San Pablo Avenue to clean out accumulated sediments and make upstream repairs to reduce sediment intrusion. Other projects to reduce localized flooding at locations such as Colusa Avenue and Carmel Avenue will be determined as funding permits. In FY15-16, an update to the Master Plan including to inventory condition of storm drain system, perform hydraulic modeling, make recommendations for future CIP, and link to City GIS, will be completed. TOTAL ALL COSTS: The 1992 Storm Drain Master Plan and 1999 update identified various deficiencies in the City's storm drain system. This program is designed to remedy those items as well as those identified in an update anticipated in FY 2015-16. Periodic updates to the storm drain system information have been made, but those have been on a project-specific basis. A system-wide plan update is warranted to incorporate all modifications to the storm drain system including work done by the City as well as others. As the storm drain system is improved, residents and businesses will experience less and less flooding during rain events. In addition, City maintenance crews' workload will decrease as the system's elements become more self- sustaining. Since 1994 the city has used Measure J storm drain funds to identify, repair and replace failing or inadequate storm drain infrastructure. Although the highest priority sites have been completed in the first 10 years, numerous smaller flooding and capacity issues continue to arise, and will be included in periodic capital projects. Claims have been increasing in recent years highlighting the need to complete some high priority repairs and capital improvements. It is prudent to use these funds to inventory the cumulative improvements and update the Storm Drain master plan in a comprehensive manner. ---PAGE BREAK--- 201 SECTION 13: LONG-TERM DEBT The City has various long- term commitments for payments to debt obligations to be repaid from various revenue sources. These obligations are discussed in this section and supported with the June 30, 2013 audited information. REVENUE BONDS 2008 Sales Tax Revenue Bonds- Street Improvements In FY 2007-08, $11.75 million of Sales Tax Revenue Bonds were issued at 4.4%-4.75% interest with approximately $10 million of bond proceeds to be used to finance the City’s Street Improvement Project. The estimated cost of the initial four-year project was approximately $17 million. After use of bond proceeds, remaining project funding will come from ongoing sales tax revenues not required for debt service and other funds available for this type of work. The City continues efforts to obtain all possible Federal and State funding for street improvements, including utilizing proceeds of the bonds as matching funds for Federal and State grant funding. The bond interest is payable each November 1 and May 1 through May 1, 2037. Table 13-1 2008 Sales Tax Revenue Bonds- Street Improvements Original Issue Amount Balance June 30,2012 Additions Retirements Balance June 30,2013 Street Improvement Bonds $11,750,000 $10,810,000 $0 $255,000 $10,555,000 Table 13-2 Future debt service payments on the 2008 Sales Tax Revenue Bonds – Street Improvements Fiscal Year Ending June 30 Principal Interest Total 2014 265,000 475,152 740,152 2015 270,000 466,408 736,408 2016 280,000 457,228 737,228 2017 290,000 447,078 737,078 2018 300,000 436,203 736,203 2019-2037 9,150,000 4,146,664 13,296,664 $10,555,000 $6,428,733 $16,983,733 Storm Drain Revenue Bonds The City of El Cerrito 1993 Storm Drain Revenue Bonds were issued in the principal amount of $6,300,000, bearing interest from 4.3% to 5.5% and maturing each August 1 through 2013. Interest was payable each February and August 1. The bonds consisted of $4,440,000 in serial bonds and $1,860,000 in term bonds. Bonds maturing on or after August 1, 2004 were subject to optional redemption by the City with premium. Bonds maturing August 1, 2013, (the term bonds) were subject to mandatory sinking fund redemption commencing August 1, 2010. In FY 2011-12, the City issued Storm Drain Revenue Refunding Bonds in the original principal amount of $1,026,800 at 1.683% interest. The bonds are secured by a first pledge of all revenues derived from ---PAGE BREAK--- 202 ownership and operation of the storm drain system and the monies held in funds established by the Bond Indenture in amount sufficient to pay the bond debt service, maintenance and operations costs of the system, and to maintain the bond reserve fund. The interest is payable each August 1 and February 1 through August 1, 2013. Table 13-3 Storm Drain Bonds Original Issue Amount Balance June 30,2012 Additions Retirements Balance June 30,2013 2012 Storm Drain Revenue Refunding Bonds $1,026,800 $1,026,800 $0 $512,300 $514,500 Table 13-4 Future Debt Service Payments on the Storm Drain Bonds Fiscal Year Ending June 30 Principal Interest Total 2014 $514,500 $4,330 $518,830 $514,500 $4,330 $518,830 Measure A Lease Revenue Bonds- Swim Center Project The El Cerrito Public Financing Authority issued 2002 Lease Revenue Bonds, which consisted of $4,615,000 in bonds bearing interest at 3.00% to 4.75%. The interest is payable each August 15 and February 15. Principal is payable each August 15, through August 15, 2020. The outstanding principal balance of the bonds at June 30, 2012 was $2,685,000. The bonds are secured by a pledge, security interest in, and a first and exclusive lien on all base rental payments and other payments paid by the City and received by the Authority and the monies in the funds and accounts established pursuant to the Bond Indenture of Trust. The payment of bond principal and interest is also covered by a financial guaranty insurance policy. In FY 2012-13, the 2002 Lease Revenue Bonds were refinanced at a rate of 1.80% on a refunded principal amount of $2,516,500 with the first principal payment due on September 1, 2013. The interest is payable each September 1 and March 1 through September 1, 2020. Table 13-5 2002 Lease Revenue Bonds Original Issue Amount Balance June 30,2012 Additions Retirements Balance June 30,2013 2002 Measure A Lease Revenue Bonds $4,615,000 $2,685,000 $0 $2,685,000 $0 2012 Measure A Refunding Bonds $2,516,500 $2,516,500 2,516,500 Table 13-6 Future scheduled annual minimum debt service requirements for the Measure A Lease Refunding Fiscal Year Ending June 30 Principal Interest Total 2014 312,800 46,258 359,058 2015 323,300 40,024 363,324 2016 328,200 33,639 361,839 2017 332,300 27,167 359,467 2018 340,800 20,610 361,410 2019-2021 879,100 22,743 901,843 $2,516,500 $190,442 $2,706,942 ---PAGE BREAK--- 203 City Hall Lease Revenue Bonds The El Cerrito Public Financing Authority issued 2006 Lease Revenue Bonds, which consisted of $9,610,000 in bonds bearing interest at 3.75% to 5.0%. The interest is payable each June 1 and December 1, with the final payment on November 15, 2036. The bonds are secured by a pledge, security interest in, and a first and exclusive lien on all base rental payments and other payments paid by the City and received by the Authority and the monies in the funds and accounts established pursuant to the Bond Indenture of Trust. Table 13-7 2006 City Hall Lease Revenue Bonds Original Issue Amount Balance June 30,2012 Additions Retirements Balance June 30,2013 2006 City Hall Lease Revenue Bonds $9,610,000 $9,020,000 $0 $215,000 $8,805,000 Table 13-8 Future Debt Service Payments on City Hall Lease Revenue Bonds Fiscal Year Ending June 30 Principal Interest Total 2014 220,000 375,308 595,308 2015 230,000 366,768 596,768 2016 240,000 357,246 597,246 2017 250,000 347,240 597,240 2018 260,000 337,740 597,740 2019-2036 7,605,000 3,632,478 11,237,478 $8,805,000 $5,416,780 $14,221,780 CAPITAL LEASE OBLIGATIONS Master Equipment Lease- Fire Trucks, Recycling Trucks and Toters Between FY 2005-06 and FY 2009-10, the City entered into lease agreements to finance the acquisition of three fire trucks. The leases interest rates varied from 3.90% to 4.80% with annual payments of about $165,000 through 2017. In FY 2008-09 and FY 2009-10, the City entered into lease agreements to finance the acquisition of recycling trucks and Toters (carts used for curbside recycling services). The lease interest rates varied from 3.980% to 4.85% with annual payments of about $183,000 through 2018. In FY 2012-13, the City entered into a single master equipment lease agreement with Chase Bank to refinance the leases for the fire trucks, recycling trucks, and Toters. The lease arrangement bears interest at a yield of 1.98% with interest payments due on July 25 and January 25 through July 25, 2019. Future minimum lease payments at June 30, 2013 are: Table 13-9 Master Equipment Lease Fiscal Year Ending June 30 Amount 2014 2015 248,420 248,420 2016 248,420 2017 248,420 2018 248,420 2019-2020 372,630 Total minimum lease payments 1,614,730 Less amounts representing interest (96,275) Present value of net minimum lease payments $1,518,455 ---PAGE BREAK--- 204 Recycling Center Capital Lease On November 1, 2010, the City entered into a capital lease agreement in the amount of $3,500,000 at 3.88% interest with Holman Capital to finance the reconstruction of the Recycling Center. The term of the lease provided for quarterly principal and interest payments of $80,225 through October 1, 2025. In July 2012, the Recycling Center Capital Lease was refinanced reducing the interest rate from 3.88% to 2.50%. The interest is payable each July 1, October 1, January 1, and April 1 through October 1, 2025. Table 13-10 Recycling Center Capital Lease Original Issue Amount Balance June 30,2012 Additions Retirements Balance June 30,2013 Recycling Center Capital Lease $3,500,000 $3,359,825 $0 $3,359,825 $0 Recycling Facility Refunding Bonds $3,405,000 $3,405,000 $109,500 $3,296,100 Table 13-11 Future Recycling Center Lease Payments Fiscal Year Ending June 30 Amount 2014 306,523 2015 306,619 2016 306,477 2017 306,497 20018 306,472 2019-2026 2,299,349 Total minimum lease payments 3,831,938 Less amounts representing interest (535,838) Present value of net minimum lease payments $3,296,100 Solar Equipment Capital Lease On December 5, 2012, the City entered into a capital lease agreement in the amount of $1,595,000 at 2.75% interest with Green Campus Partners to finance the purchase and installation of solar equipment on City facilities. The term of the lease provides for semi-annual principal and interest payments of $65,236 on December 1 and June 1 through December 1, 2027. Table 13-12 Solar Equipment Capital Lease Fiscal Year Ending June 30 Amount 2014 130,473 2015 130,473 2016 130,473 2017 130,473 2018 130,473 2019-2028 1,239,486 Total minimum lease payments 1,891,851 Less amounts representing interest (340,339) Present value of net minimum lease payments $1,551,512 ---PAGE BREAK--- 205 Changes in Long-Term Liabilities Long-term liability activity for the fiscal year ended June 30, 2013 was as follows: Table 13-13 Long-term Liabilities Original Issue Balance Balance Amount June 30, 2012 Additions Retirements June 30, 2013 General LTD Fund 792 Street Improvement Bonds 11,750,000 $ 10,810,000 $ 255,000 $ 10,555,000 $ Storm Drain Refunding Bonds 1,026,800 1,026,800 512,300 514,500 Measure A Lease Revenue Bonds 4,615,000 2,685,000 2,685,000 Measure A Refunding Bonds 2,516,500 2,516,500 2,516,500 City Hall Lease Revenue Bonds 9,610,000 9,020,000 215,000 8,805,000 Solar Photovoltaic Capital Lease 1,595,300 1,595,300 43,788 1,551,512 Total GLTD 31,113,600 $ 23,541,800 $ 2,516,500 $ 3,711,088 $ 22,347,212 $ Internal Service Fund 601 Fire Truck Capital Leases 1,429,108 $ 887,688 $ 887,688 $ Master Equipment Lease (51.74%) 842,417 842,417 56,769 785,648 Total IS Commitments 1,429,108 $ 887,688 $ 842,417 $ 944,457 $ 785,648 $ Enterprise Activity Debt Recycing Trucks Capital Lease 770,577 $ 485,067 $ 485,067 $ Recycling Toters Capital Lease 540,450 284,421 284,421 Recycling Center Capital Lease 3,500,000 3,359,825 3,359,825 Recycling Facility Refunding Bonds 3,405,600 3,405,600 109,500 3,296,100 Master Equipment Lease (48.26%) 785,755 785,755 52,950 732,805 Total Enterprise Activity 9,002,382 $ 4,129,313 $ 4,191,355 $ 4,291,763 $ 4,028,905 $ June 30, 2013 Long Term Debt City of El Cerrito Deferred Debt Expense Bond issuance costs are capitalized and amortized over the terms of the respective bonds using a method that approximates the effective interest method.