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Home My WebLink AboutCapital Improvement Program Adopted FY 2006-2007 '" r ...- .. ~ c .c c c ,. h ( C C C .,.. '- C ~, r .. C C ( ( .' ~t~."'" .~_ ~ r. ...~ , . ' , -.p , ~~,~- III " , ,'. ';if '~J>.<f\tf~ll>" I' . -' i~"::' '\" . <; ~ '~~J~?"~'~ . r' ::.~c( , "'~rr-~ '~';"":.. ... .~ "\l;:>j~:f.",' ,. ,',,' '.' .~: ~t ... '. ,,' -:t; -\A..t"J,. '- ~ ;1(.' .; ,,;' ".f\fiv.-.f~j -l ..... .J~' ..\ -~~ ~. ~ . "I .. .. .:; -J' ,~' . ~." ~ '. III ,City of Mountain. View California . Capital Improv~ment Program ~dopted 2006/2,007 f - Planned 2007/08 through 2010/11 . , a " . III On the Cover: Mission Statement: The City of Mountain View provides quality services and " .Facilities that meet the needs of a caring and diverse Community in a financially responsible manner. :J :J :J J J , ~ ~ .,.. I. .~ ) J J J .J I~ J J J .J J' The Shoreline Golf Links Pro Shop building renqvation and expansion was completed in Novembe,r 2005. .The remodel added about 3,500 additional square feet that houses the .new electric golf carts, a larger retail Pro Shop, staff offices, storage, and restrooms. 'The newly ienovated bujlding successfully blends the existing and new portions ofthe I structure by using the same exterior materials and replicating the existing co'urtyard trellis structure, whiJe still maintaining an architectural identity with the adjacent Michaels at Shoreline building. ' - IIIlIlI - .. City of Mountain View ". .. Capital Improvement Program Adopted 2006/2007, Planned 2007/08 Through 2010/11 .. .. .. .. City Council - .. .~ ilL Nick Galiotto, Mayor - Greg Perry, Vice Mayor ill .... .. R. Michael Kasperzak, Jr. "'" Laura Macias .. Tom Means .. lIIII Matt Neely ""' .. Matt Pear - ... ". Submitted by: .... . Kevin C. Duggan, City Manager Cathy R. Lazarus, Public Works Director Timothy Y. Ko, Assistant Public Works Director - - ... Prepared by: .. Michael A. Fuller, Capital Projects Engineer Fred Irwin, Senior Administrative Analyst ... - .. ..... IIIlIlI ... .. CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 ,.. ... .. ill .. ... TABLE OF CONTENTS .. .. Subject Pages ... .. Transmittal Memo .. .. Active Projects 1-4 .. Adopted 2006/2007 Projects 5-14 \. ... Planned 2007/2008 Projects 15-21 .. Planned 2008/2009 Projects 22-27 ... .. Planned 2009-2010 Projects 28-33 ... Planned 2010/2011 Projects 34-38 '. Projects to Close June 30, 2006 39-40 - .. Unscheduled Projects 41-48 .. Appendix List - - Appendixes 1-11 .. '!III '- !Ill .. - .. .. ... .. .. - - - .. "'" .. ,... ... .. .. ".. .. CITY OF MOUNTAIN VIEW MEMORANDUM DATE: July 3, 2006 TO: City Council FROM: Kevin C. Duggan, City Manager Cathy R. Lazarus, Public Works Director Michael A. Fuller, Capital Projects Engineer SUBJECT: ADOPTED FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM .. (2006-07 THROUGH 2010-11) - - .., .. .. ,... .. ,.. .. .. .. - '. - .. ., .. ". " .. ., ,. . - till INTRODUCTION The Five-Year Capital Improvement Program (CIP) (2006-07 through 2010-11) is the City's plan to add, maintain and improve City facilities and infrastructure. The plan was adopted by the City Council on May 9, 2006 after review at a Study Session on April 18, 2006. Funding for the first-year projects was approved with the 2006-07 operating budget on June 13,2006. Funding for projects in subsequent years will be considered in future budgets. Next year (2007-08) will be the second year in the two-year CIP cycle, so the CIP development process will focus on amendments to active projects and 2007-08 projects. Despite the economic downturn, the City Council approved many important commu- nity improvements in recent years that are moving forward to completion. Major projects under construction include the Senior Center, California/Bryant parking structure, Shoreline Sailing Lake water supply and Graham Reservoir. Projects in design that will move into construction this fiscal year include Shoreline Boulevard reconstruction, Shoreline maintenance facility, Devonshire Park, child-care center, Stevens Creek Trail overcrossing at Moffett Boulevard, Stevens Creek Trail-Yuba Drive through EI Camino Real, Huff and Bubb Park rest rooms and relocation of the Fire and Environmental Protection Division to the fourth floor of City Hall. Work is progressing on the Library automation project and bicycle boulevards. The Rengstorff Park facility modernization study and traffic signal design at Middlefield Road/Logue Avenue will begin soon. As an early product of the energy conservation project approved last year, several alternative methods of heating Eagle Pool are being evaluated, including solar or a microturbine. Over the five-year capital project planning horizon, the plan envisions substantial progress toward the goal of completing Stevens Creek Trail in Mountain View with trail - City Council July 3,2006 Page 2 .. - .. extensions to Sleeper Open Space and over Highway 85 to Dale Avenue/Heatherstone Way, establishing an important pedestrian/bicycle link in the City. The design and construction of new playfields at the site selected by the City Council are programmed in the early years of the program, as is the renovation of the Crittenden Middle School play field to artificial turf similar to the project under way at Graham Middle School. Sierra Vista Park design, deferred in recent years due to lack of funding, is programmed this year. .. - .. .. .. - Although no new major facilities are programmed in the early years of the plan, studies will evaluate the structural integrity, condition and adequacy of the Police/Fire Administration Building and various structures and infrastructure in Rengstorff Park. Depending on the outcome of this initial reconnaissance, major facility expansion, refurbishment or replacement may be needed in the future. A critical public safety project proposed in the first year of the plan will replace the old and inadequate emer- gency generator that supports Police/Fire administration, including the Emergency Operations Center. The new generator will meet modern-day emission requirements, improve reliability and be large enough to also provide emergency power to the nearby Water Well 22. Projects are also included to address the most critical deficiencies in the Police/Fire Administration Building, including renovating lockers and showers, providing more storage in the Police Evidence Room and removing the slick tile at the building entry. - - .. . .. . - - .. - As the City is not planning to replace the Community Center in the near term, in 2003 the City Council appropriated funds to renovate and upgrade public and staff spaces in the building. That project is essentially complete and one final upgrade, to install air conditioning in the classrooms and auditorium, is included in 2006-07. The Civic Center complex is now 16 years old and due for major maintenance of building systems and finishes. Major roof and elevator repairs are under way and the first of three phases of carpet replacement will occur this year. While the Library is a relatively new facility, the unprecedented success of its programs and skyrocketing patronage have generated the need to reconfigure shelving to accommodate use patterns and make more efficient use of space and also to begin planning for more major reconfigurations in the not-too-distant future. - . .. - - .. .. - .... The plan reflects a commitment to upgrade critical City technology systems, including upgrades to the Supervisory Control and Data Acquisition System (SCADA) that automates monitoring and control of the water, wastewater and landfill infrastructure, replacing the utility billing system, improving technology in the Council Chambers and further enhancements to the City web site. A critical project is included to complete the process of entering the 15-year backlog of infrastructure projects into the Geographic Information System (GIS), so up-to-date information is available to field crews, Public Safety personnel, Design Engineers, Planners and other system users. .... - w .... - - ... - .. - ... - ... .. .. ... .. ... -- ... .. .. .. r..... . !III. - ... .. - - ~~ - - .. - '. ".. ., ., III ... -. - .. - .. City Council July 3,2006 Page 3 Water and sewer master plans will be under way this summer. Recommendations from this effort will set the framework for future capital investments in maintenance, capacity, operations and treatment over the next decade in future CIPs. Additional funding is included for the City's street, sidewalk and storm drainage systems. The CIP also includes, in Appendix 2, a memo from the Assistant Public Works Director in response to the Council's major goal of analyzing the cost of City capital improve- ment projects. BACKGROUND AND ANALYSIS This memo outlines: (1) one deactivated project that will be reactivated; (2) active projects to be a.mended; (3) new projects for 2006-07 and 2007-08 through 2010-11; and (4) CIP funding forecasts. The projects in the plan meet the City criteria for selecting capital projects (Attachment 2). These criteria include: . Health and safety requirements or legal mandates. . Preservation of existing assets. . City Council priorities and/or neighborhood interest. . Economic development/revitalization goals. . Reduction in operation and maintenance costs. The CIP groups projects into three categories: . Amendments to Active Projects (approved projects that require funding and/ or scope adjustment). . Infrastructure Maintenance, Studies and Technology (large annual projects to respond to nonroutine infrastructure problems, special studies that can be generally accomplished within one year and technology upgrades). . Capital Improvement Projects (all capital projects, including those which are either longer than one year in duration or are not specifically maintenance-related). MIl City Council July 3, 2006 Page 4 *- - .. The City of Mountain View places a high priority on preventive maintenance and infra- structure repair and replacement to preserve the City's investment in existing infra- structure and on replacing infrastructure that has outlived its useful life. There are ongoing annual projects for the maintenance of streets, sidewalks, water mains, sewer mains, forestry, facilities and landfill postclosure systems. Of the $68.1 million for projects in the five-year crp, approximately 85 percent ($58.0 million) is related to preserving/replacing existing facilities, infrastructure, equipment and technology. .. - .. ... - .. Reactivated Project ... - . Fire Station No.5 Design, Project 03-23 ($500,000)-Fire Station No.5 is located at the northeast corner of Shoreline Boulevard and Crittenden Lane, and currently consists of a temporary modular fire station and steel apparatus structure that was put in service in 1999. Design of a permanent station was funded as Project 03-23 ($500,000) but delayed pending confirmation of the need and best program for the facility. Design will begin in 2006-07 and construction, Project 09-28 ($4,500,000), is proposed in 2008-09. The City Council requested information regarding Fire Station No.5 which is provided in Appendix 3. .. .. -; "llll" .. - Amended Projects \IIIIIl - . Street Tree Reinventory, Project 03-26 ($185,000) - Current Funding: Proposed Additional Funding: $155,000 30,000 - t~ Total $185,000 .. - This project had funding to inventory approximately 33,000 street trees. Work to date indicates that the street tree inventory is closer to 38,000. An additional $30,000 from Construction Conveyance Tax ($23,000) and the Shoreline Community ($7,000) provides funding to inventory the additional trees and add the inventory to the City's GIS system. - .. ........ . Stevens Creek Trail, Yuba Drive to EI Camino Real, Project 04-40 ...... Current Funding: Proposed Additional Funding: -- $6,001,000 300,000 .. ... Total $6,301,000 ... - .. .. . - .. "'" lilt ~ .. ... .. .. - - ... - .. - ,... ... ... ... '"' ... .., ..... .. - ... ... .. .. III' ". .. - ... - .. - .. City Council July 3, 2006 Page 5 Staff is completing project design and construction is scheduled in fall 2006. In December, when Council approved the purchase of the Yuba Drive property, the need for additional funding to finish the project was identified. The estimated project cost is $6,301,000, including property acquisition, and. the current project funding is $6,001,000. An appropriation of $300,000 completes project funding. More information is available in Appendix 5. . Miramonte Avenue and California Street Resurfacing, Project 06-20 Current Funding: Proposed Additional Funding: $486,000 399,000 Total $885,000 Miramonte Avenue Resurfacing, Project 06-20, has an approved budget of $486,000, of which $367,000 is from Federal Surface Transportation Program (STP) funds, $99,000 from City Gas Tax funds and $20,000 from the Construction/Conveyance Tax Fund. A recent report by the Chief Economist of the Associated General Contractors indicated that for the 12-month period ending September 2005, material cost for paving asphalt rose 15 percent. In addition to inflation, the original budget did not allocate sufficient funds for the pavement repair work that occurs before the overlay. A budget increase of $160,000 is included, resulting in a total adjusted budget of $646,000. The City recently received $153,000 in 2005-06 Federal STP funds to resurface California Street from Castro Street to Mariposa Avenue. A local match of $86,000 will cover the total cost of $239,000. The two projects are combined to take advantage of the econo- mies of scale and reduced staff cost associated with one contract. The combined project has a total budget of $885,000. . Facilities Major Planned and Emergency Repairs, Project 06-25 Current Funding: Proposed Additional Funding: $450,000 150,000 Total $600,000 This amendment provides an additional $150,000 to Project 06-25 to fund the first-phase carpet replacements in City Hall. The carpet in many areas of the 15-year-old building is stained, faded and worn out. The recommended approach is to replace the carpet floor by floor over the next three years. City Council July 3, 2006 Page 6 . Eagle Pool Replastering and Repairs, Project 06-26 Current Funding: Proposed Additional Funding: $100,000 170,000 Total $270,000 This project was originally budgeted with $100,000 for replastering the pool. Upon further review of existing conditions, additional work is required to retile, waterproof, replace expansion joint material and perform related work around the pool. The amendment adds $170,000 for a total project budget of $270,000. . ADA Improvements at City Facilities, Project 06-27 Current Funding: Proposed Additional Funding: $100,000 75,000 Total $175,000 The Fiscal Year 2005-06 budget included a new CIP to fund.removal of remaining access barriers at City facilities and parks in a strategically phased approach, spreading staff and financial impacts over multiple years. The original project budget was $100,000, with a plan to add $75,000 annually until barriers are removed. This project amend- ment provides the additional $75,000 for Fiscal Year 2006-07. ADA-mandated accessibility improvements under way or recently completed include automatic door openers at City buildings, an ADA-compliant bathroom at the Community Center, and a wheelchair-accessible podium and assisted listening system for the City Council Chambers. The work for remaining funding from Project 06-27 will include improvements to parking lots, bathrooms, paths of travel, signage, picnic and barbeque areas, sidewalks, and curb-cuts at City facilities and parks. The additional funding will allow continued progress in Fiscal Year 2006-07. . Permanente Creek Pedestrian/Bike Overcrossing Highway 101, Construction, Project 06-33 Current Funding: Proposed Additional Funding: $2,850,000 775,000 Total $3,625,000 - .. .. ".. - - - - - - - .. .. - .. . - - 'f"'. .. l'M .. - - .. .. - - .. - - ... .. - .. - . ,... .. .. .. ..' ... - III - - ".. .... - .. - - .. - /III ... .. - ~ - ... - ... '. .. - ... '. ,... - - .. .. . ilIIiIii1 ~" ., W.'11i"." "j City Council July 3, 2006 Page 7 Design of the Permanente Creek trail overcrossing of Highway 101 is currently at the 30 percent level, and the details have been reviewed with Caltrans and the Santa Clara Valley Water District (District) as they affect the State and District rights-of-way. The project faces a number of challenges as details emerge from design. The construction cost estimate has been updated based on the latest design information and feedback from the two agencies, and it exceeds the 2004 budget by $775,000. Factors contributing to this increase include a longer structure, higher estimates to relocate existing utilities and to detour freeway traffic during construction, and inflation. The project also faces other challenges. North of the freeway, the District land next to the creek is too narrow to fit the ramp structure and avoid interfering with the District's future construction of flood protection improvements on the same land. The District has indicated they would withhold permits until they determine the flood protection measures for this reach of the creek and the impact on construction if an overcrossing structure is built. A similar constraint exists south of the freeway, but it could be mitigated by acquiring a small easement from the adjacent property. Project staff is working through these challenges; however, the time line for resolution is uncertain. More information is available on this project in Appendix 4. . ADA Playground Improvements, Project 06-38 Current Funding: Proposed Additional Funding: $417,000 38,000 Total $455,000 This project includes ADA-compliant playground equipment at Jackson, Thaddeus and Eagle Parks. A construction contract and budget amendment were approved by the City Council for Jackson Park on February 28, 2006. Based on recent bid prices for similar work, additional funding of $38,000 is included to complete Thaddeus and Eagle Parks. Funding sources include a $13,000 State waste tire grant and $25,000 from Construction/ Conveyance Tax. New Projects for 2006-07 . Street Lane Line and Legend Repainting, Project 07-12 ($270,000)-City street lane lines, legends, crosswalks and curbs are repainted each year for safety purposes. The 2005-06 annual project has a budget of $181,000. With more streets in the City from new development, more markings for traffic control and neighborhood traffic management, and inflation, a 20 percent adjustment to the base budget is included. City Council July 3, 2006 Page 8 Because lane lines and markings using water-based paint fade quickly and require annual repainting, many cities have converted to thermoplastic material for legends and for solid lines. The initial cost to apply thermoplastic is about six times more than paint; however, the material lasts seven years or more, making it cost-effective in certain applications. The plan further increases the base annual striping budget by $50,000 to begin replacing paint with thermoplastic material. Over time, the base annual striping budget could be reduced as more lines and markings are converted to thermoplastic. With the proposed adjustments, the total project budget for 2006-07 is $270,000. . Information Technology Computer Projects, Project 07-18 ($635,OOO)-The Information Technology project for 2006-07 is comprised of three major components, including: New utility billing system ($500,000): The City's utility billing system operates on outdated and/ or nonsupported hardware and software that must be replaced to ensure reliable operation. The existing system was imple- mented in 1992. Web Forms Development and Web Site Enhancements ($75,000): In conjunc- tion with the redesign of the City's web site, which will be completed in 2005-06, this effort will provide web-base forms and reporting capabilities for activities, including Police crime reports, Employee Services job applications and contact information for bidders. This effort will streamline data entry and administration of forms-intensive City processes. Upgrade Supervisory Control and Data Acquisition (SCADA) system ($60,000): SCADA is a critical system that monitors the City's water, waste- water and landfill systems. This effort will fund the scheduled upgrade of the system software and replace the old computers and unsupported operating systems that run SCADA. . Cape Seal Pavement Resurfacing Program, Project 07-21 ($290,OOO)-About every seven years, City alleyways and partially improved streets that were annexed from the County receive a pavement cape seal treatment to maintain them. A cape seal consists of applying a liquid asphalt emulsion to a clean pavement surface, followed by a layer of fine aggregate that adheres to the emulsion and is covered with a slurry seal that keeps the aggregate in place and gives it a durable surface. The last treatment was applied in year 2000 and the next project, involving 19 streets and three alleyways, is scheduled for summer 2007. Total project cost is estimated at $290,000. .. - .. t'~ .. - . - - - ,. - - - - ... - .. - .. .. .. - ... ... .... .. - - - . .. - - .. - .. III'" .. - .. ...:a .... - .. .. .. ",.. .. .... .. - .. ... ... ..... .. ... - ... - ... ... .. .. .. - - ,. - - - ... - .. City Council July 3, 2006 Page 9 . PoliceIFire Building Structural and Space Studies, Project 07-22 ($150,000)-The Police/Fire Building was constructed in 1980 to house the Police Department and Fire administrative staff. Both departments have grown significantly since that time, and in 2002, the City contracted with EKONA Architecture and Planning to prepare a space needs study to evaluate how much space would be needed by the divisions housed in the building. The study recommended the addition of approximately 16,000 square feet to the building at a cost of approximately $23.0 million to satisfy the projected space needs through 2020. This project will complete a structural evaluation of the building and take the EKONA study to the next level of detail to evaluate the most cost effective options for meeting the Police and Fire Departments' space needs in the Schatz Building. More informa- tion is included in Appendix 6. . Geographic Information System Update/Data Archiving, Project 07-23 ($220,000)- The City's Geographic Information System (GIS) provides City staff on-line access to location and construction details about the City's infrastructure (utilities, streets, trees, etc.). There is currently a backlog of changes from completed capital improvement projects to be incorporated into the GIS, including water and wastewater system improvements, street overlays and miscellaneous infrastructure updates. This project will fund the GIS updates and GIS interface software enhancements. More information is available in Appendix 7. . Storm Drain Master Plan Project Implementation Strategy, Project 07-24 ($200,000)-A recently completed Storm Drainage Master Plan Study found that the City's storm drainage is in relatively good condition but identified a few areas of concern. The Master Plan outlined a three-tier approach to address the areas of concern, the first being four in-depth studies of specific areas to identify the level of needed improvements. A project to fund these studies with $200,000 from the Storm Drain Construction Fund is included. More information is available in Appendix 8. . Feasibility Study for Central Expressway/San Antonio Station Bike/Pedestrian Tunnel, Project 07-25 ($100,000)-This project is a placeholder for a feasibility study to address the technical, jurisdictional and cost issues associated with a pedestrian tunnel under Central Expressway to the San Antonio train station in anticipation of the Mayfield development. More information is available in Appendix 9. . Rebuild Shoreline Golf Links 18th Green, Project 07-30 ($90,000)-The 18th green at Shoreline Golf Links is plagued by settlement of the underlying City Council July 3, 2006 Page 10 landfill. The project will rebuild the green to provide an acceptable level playing surface. Funding is from the Shoreline Golf Links Fund. . Installation of ADA Curb Ramps, Phase III, Project 07-32 ($200,000)-The City funded through the CDBG program two ADA curb ramp projects in 1993 and 1994 that retrofitted approximately 630 street corners with curb ramps. Since then, CDBG funds have been programmed for other City needs, and the installation of new curb ramps was done incrementally as part of the annual sidewalk replace- ment program or other street improvements. About 85 percent or 2,200 street corners have curb ramps, but there remain approximately 270 street corners with sidewalks lacking a standard ramp. Many of these remaining corners have con- flicts with existing streetlights and underground utilities that must be relocated to accommodate a ramp. Staff proposes to address these locations over five to seven years by retrofitting about 40 corners per year at an estimated project cost of $200,000 for the first year. Funding is from the Construction Conveyance Tax fund. . Demolition of Abandoned Parks Buildings at MOC, Project 07-33 ($50,000)-The Municipal Operations Center (MaC) includes four small buildings at the north- westerly corner of the property that were used by Community Services Department staff prior to construction of the MaC administration building in 1999. Two of the buildings, a small house and a modular building, are used as dormitories for off-duty Police personnel. The other two buildings are unoccupied. The vacant building formally used as a conference room is showing signs of extensive termite infestation, and the remaining building, a small house, is unusable due to holes in the walls, floor and ceiling, broken windows and doors, rodent infestation, structural deficiencies (rotting floor and ceiling joists) and an unreinforced basement. This building is also accessible to homeless people and vandals and cannot be easily secured from entry. The cost to make the buildings suitable for occupancy would be significant due to the extensive repairs required. The buildings have not been used for several years, and there is no anticipated need for either structure. This project funds demolition of the two unused buildings and replaces them with parking and landscaping. The dormitory buildings will remain. . Community Center HV AC System, Project 07-34 ($325,000)-The Community Center HV AC system does not provide air conditioning to public areas, including the auditorium, basement, classrooms and lobby. The facility is heavily used - - - .. '- - - . - - - - .. .. - - .. - - - .. - - - .. .. - .. - .. - . - - - .. - - - .. - .. .. .. ... .. - .. .... .. - - ... .. - ... - III - - - .. - .. - .. .. ... ... .. -- .. - .. ,.. .. City Council July 3, 2006 Page 11 year-round for recreation classes, camps, community groups and private parties. When auditorium temperatures increase, customers open side doors, resulting in noise complaints from the neighboring apartment residents. Air conditioning in the auditorium, classrooms and lobby will help reduce neighbor and customer complaints, and increase the marketability of the facility because customers identify comfort level as an important consideration when selecting a rental facility. Staff estimates a total project cost of $325,000, with annual increased energy costs of approximately $7,500. Annual rental revenue will increase by an estimated $5,000 to $10,000 annually. . Stevens Creek Trail, EI Camino Real to Dale/Heatherstone, Design, Project 07-35 ($l,350,OOO)-This project funds design of Stevens Creek Trail from EI Camino Real to the intersection of Dale Avenue and Heatherstone Way. This segment of trail will provide neighborhood access points at the Sleeper Avenue open space and at Dale Avenue/Heatherstone Way. Construction is proposed in two phases, EI Camino Real to Sleeper Avenue first followed by Sleeper Avenue to Dale Avenue/Heatherstone Way. The project budget of $1,350,000 includes design, permitting, administration and other project soft costs. More information is provided in Appendix 5. . Evelyn Avenue Bridge Widening Mitigation, Project 07-37 ($180,OOO)-This project addresses the regulatory requirements for mitigation planting associated with the widening of the Evelyn Avenue bridge over Stevens Creek several years ago. Since completion of the bridge project, the City has received State approval of a mitigation planting and monitoring plan, selected sites for mitigation planting along Stevens Creek, prepared the planting plans, and contracted with a nursery that is propagating native plants from seeds collected along the creek corridor. The project was previously funded by the Evelyn Avenue design and construction projects, but the last of those projects will be closed. This project will fund the final steps of the mitigation process, including installation of irrigation and planting of native plants in the upcoming planting season and five years of required monitoring of the new plants. . Library Space Reallocation, Project 07-38 ($500,OOO)-Since the new Library opened in 1997, visitation and circulation have increased significantly, and circu- lation trends in the various collections have changed. Major trends include a decrease in use of the print reference collections, increase in media circulation, increase in children's circulation and programs, and increased demand for seating throughout the Library. This project will consolidate the underutilized reference City Council July 3, 2006 Page 12 collection to provide additional space for media and adult fiction collections. The project will also provide additional furniture for seating throughout the Library. Additional information is provided in Appendix 10. . Sierra Vista Park, Design, Project 07-39 ($225,000)-In the past seven years, the City Council has allocated $241,000 of park in-lieu fees for the design ($99,000) and construction ($142,000) of Sierra Vista Park. The current project cost estimates for design and construction are $225,000 and $850,000, respectively. The Community Development Department is currently reviewing a development proposal adjacent to the Sierra Vista Park site that would provide sufficient funds to complete construction of the park, and staff anticipates payment of park in-lieu fees from that development this fiscal year. The developer has also expressed interest in constructing the park as full or partial payment of park in-lieu fees. The plan funds design of Sierra Vista Park in the 2006-07 fiscal year by reallocating $126,000 of park in-lieu fees previously allocated for construction to the design project. Construction of the park is shown in Year 2 of the CIP (2007-08) funded by the anticipated park in-lieu fees from the adjacent development. . Police Evidence Room Modernization, Project 07-40 ($150,000)-The Police Evidence Room is currently over capacity, and this project provides collapsible shelving to increase storage space by approximately 70 percent without increasing the size of the room. Additional information is provided in Appendix 6. . Police/Fire Building and We1122 Emergency Generator, Project 07-41 ($520,000)- This project includes a new emergency generator to replace the existing generator at the Police/Fire Building and also to serve Well 22 to avoid installation of two generators in close proximity to one another. The existing emergency generator at the Police/Fire Building provides emergency power to the building, including the Emergency Operations Center, with the exception of air conditioning, when electric supply from PG&E is interrupted. The generator was purchased used approximately 30 years ago, needs an overhaul, and. does not meet current air emissions standards. The diesel-fuel tank is underground, which is inconsistent with the City's current practice to place fuel tanks aboveground, reducing the potential for soil and groundwater contamination. Staff estimates that the cost of overhauling the generator and retrofitting it to meet current emissions standards would exceed the cost of a new unit. The new generator will also provide emergency power for Well 22 behind the Police/Fire Building on Evelyn Avenue. The generator will supply emergency - .... .. - - .. .. - .. .. .. ., . .. .. - .. .. - .. .. - .. - .. .. - - - . .. . ,. - .. . .. - - .. - - .. .... - .. - - .... .. .. - - ... ... - ... - - - - - .. tl'--Ui~i<!T" City Council July 3, 2006 Page 13 power to provide a water supply during power outages and interruption of other supplies, such as Hetch-Hetchy and Santa Clara Valley Water District. The project includes a new generator and integral fuel tank for the well and the Police/Fire Building, and removal of the existing underground fuel tank. The estimated project cost is $520,000, and funding is from the Construction/ Conveyance Tax ($355,000) and the Water Fund ($165,000). . PoliceIFire Building Interior Refurbishment, Project 07-42 ($400,000)-This project provides funds for repair or refurbishment of many old or original features in the Police/Fire Administration Building, which is now more than 25 years old. Additional information is provided in Appendix 6. . Council Chambers Presentation Technology Update, Project 07-43 ($140,000)- This project funds the purchase and installation of equipment and software that will increase the clarity and flexibility of presentations in the Council Chambers. This project scope is a placeholder and will be refined after staff consults with the City Council at an upcoming Study Session. . Bicycle Park, Project 07-44 ($60,000)-This project funds the Bicycle Park at the Crittenden overflow basin. A memo dated May 14, 2004 (Appendix 11) provides background about the project. The budget has been increased to $60,000 and will be refined after a plan is developed and approved by PG&E and the Santa Clara Valley Water District as both organizations have some jurisdiction over the proposed site. New Projects in 2007-08 through 2010-11 .. Highlights of some projects in the outer years of the plan include: - - ... - .,. .. - - .... .. - .. . Athletic Field Design, Project 08-24 ($500,000)- This project includes the design of a play field based on the results of the play field feasibility study at the Shoreline at Mountain View Six-Acre Site. Funding for construction is included in 2009-10. The scope and budget of the design and construction projects will be refined after a site is selected. . California Street Resurfacing, Phase II (Rengstorff A venue to San Antonio Road), Project 08-28 ($495,000)- The City received $367,000 in 2007-08 Federal STP funds for surfacing California Street from Rengstorff Avenue to San Antonio Road. Local matching funds in the amount of $128,000 will be necessary to fully fund the City Council July 3, 2006 Page 14 estimated project cost of $495,000. This project is included in 2007-08 to take advantage of the Federal funds. . Whisman Reservoir Seismic Upgrades and Solar Structure, Project 08-31 ($4,000,000)- This project includes an upgrade of the roof structure at the Whisman Reservoir to increase its performance during a seismic event. The project may also include the installation of a photovoltaic (PV) system that would serve the Municipal Operations Center and the Whisman Pump Station. Staff will investigate the costs and benefits of a PV system at the reservoir and refine the project scope and budget when the project is proposed for funding next year. . California Street/Mariposa A venue Traffic Signal, Project 08-34 ($225,000)- The City periodically receives requests for a traffic signal at the California Street/ Mariposa Avenue intersection. This intersection is midway between the signalized intersection at California Street/Shoreline Boulevard (1,500' to the east) and California Street/Escuela Avenue (1,500' to the west). A traffic signal study for this intersection found 21 to 86 pedestrians per hour crossing this intersection. Traffic volumes are on the borderline of the criteria for a traffic signal. However, when the pedestrian volumes are added to the vehicle volumes, the intersection meets Criterion 11 (Peak-Hour Volume) and meets 80 percent of Criterion 2 (Interruption of Continuous Traffic). An intersection meeting at least 80 percent of two or more criteria (warrants) could be considered for a traffic signal. Because of the relatively high pedestrian volumes, a traffic signal project at this intersection is included in Year 2 (2007-08) of the CIP in the amount of $225,000. . Grant Road/Sleeper Avenue Traffic Signal, Project 08-35 ($225,000)-The City periodically receives requests from residents on the east side of Grant Road for a traffic signal at the Grant Road/Sleeper Avenue intersection to facilitate crossing of Grant Road to access Cuesta Park. A traffic signal study found this intersection met three criteria for a traffic signal (Criterion 2-Interruption of Continuous Traffic; Criterion 9-Peak Period Volume; and Criterion 11-Peak Hour Volumes). With the planned construction of the next reach of Stevens Creek Trail from EI Camino Real to Sleeper Avenue open space in the second year (2007-08) of the CIP, a traffic signal at the Grant Road/Sleeper Avenue intersection will facilitate pedestrian and bicycle crossing of Grant Road, improving access to Cuesta Park and the Trail. This project is included in Year 2 (2007-08) in the amount of $225,000. . Fire Station No.3 Renovations, Project 08-37 ($300,000)-Fire Station No.3, located on Rengstorff Avenue at Montecito A venue, is the City's smallest fire station but is second in overall call volume. Station 3 is the City's only fire station - -. - .. .. - - .. .. - - llilII - - .. - iii .. - .. - - - - .. - .. - - - .. . .. ., - - - ., - - - - .. w - - - - .... .. - - - -- .. - - - - - - .. - .. - '* ... ,.. ,.. - .... ... - ,. ... .. ;::.~._.."",~. ..'~' ..1:' l. City Council July 3, 2006 Page 15 without a dedicated Captain's office and workout area. A feasibility study was completed in 2003 that developed two options for providing these program areas. The option included in 2007-08 decreases the size of the day room and remodels within the existing building footprint for an estimated project cost of $300,000. The second option proposes an addition to the building for an estimated project cost of $500,000. The project scope and budget will be refined and more information will be provided next year when the project is proposed for funding. . Downtown Traffic Study, Project 09-21 ($150,000)-The last time a comprehen- sive traffic study was conducted for the downtown Mountain View area was in 1994 as part of the Evelyn Avenue Precise Plan. Since then, there have been traffic reviews for specific projects, such as the Downtown Transit Center and Evelyn A venue Improvements, and in conjunction with variol,ls developments. Traffic patterns have changed since the last major study with the opening of the Downtown Transit Center, the completion of the Evelyn Avenue improvements and the addition of a considerable amount of residential, retail and office space downtown. The study is programmed in Year 3 (2008-09) of the CIP so the effect of the new California/Bryant Parking Structure and retail space can be reflected. Funding is $150,000 from the Gas Tax Fund. . Rengstorff Avenue Grade Separation Environmental Study, Project 09-22 ($250,000)-At the Study Session Councilmembers expressed interest in an environmental study of the Rengstorff Avenue grade separation at Central Expressway so when funds become available for design and construction, the environmental review will be complete. In 2003, the Valley Transportation Authority (VTA) requested nominations for potential projects for the Valley Transportation Plan (VTP) 2030. Though no funding had been identified by the VTA, the City submitted the environmental review of the Rengstorff A venue grade separation for consideration and the project was included in the VTP 2030. Since adoption of the VTP 2030, no funding has been identified by the VTA or staff. Because no funding has been identified for design or construction of the grade separation, the environmental study is included in Year 3 (2008-09) of the CIP in the amount of $250,000 from the Gas Tax Fund. Staff will continue to evaluate possible outside funding for the study and will recommend moving the project forward in the CIP if outside funding becomes available. The study will be compliant with both Federal (NEP A) and State (CEQA) environmental guidelines to maximize the opportunity for grant funding. - City Council July 3, 2006 Page 16 1>!",i>>\j ~ It~ - . Crittenden (West Field) Turf Replacement, Design and Construction, Project 09-31 ($1,400,000)- This project will convert approximately three acres of play field at Crittenden Park/School to artificial turf similar to the Graham Middle School field. The artificial turf will conserve water and extend the playing time for the field. This project is included in the third year of the CIP, so staff can evaluate the performance of the Graham field prior to advancing the project for possible funding. .. - .. .. .. . Landels Rest Room, Project 09-32 ($200,000)-Park Land Dedication In-Lieu fees in the amount of $47,980 are presently allocated to the Landels Park rest rooms. This project is included in Year 3 (2008-09) in the amount of $200,000 in antici- pation of additional fees being allocated. The project schedule may be adjusted based on the timing and amount of Park Land Dedication In-Lieu fees allocated by the City Council. - .. - .. - crp Funding Assumptions - .. Funding sources for capital improvement projects range from restricted funds that can finance only specific types of projects (Water, Sewer and Solid Waste Funds, Shoreline Community Fund, Park Land Dedication In-Lieu fees and gas tax) to unrestricted funds that can be used on any type of project (Capital Improvement Reserve and Construction/Real Property Conveyance Tax). - - .. - The Capital Improvement Reserve is funded by the General Fund carryover balance. This reserve is considered "general fund" by the State of California and is the funding source for street maintenance that meets State "maintenance of effort" requirements, preserving the City's eligibility for Proposition 42 road funds. .. - - ... The amount of unrestricted funds available for capital projects is the combined balance of the Capital Improvement Reserve and Construction/Conveyance Tax Fund. Typically, the annual contribution from each source varies according the economic climate and how robust the General Fund carryover is anticipated to be. In Fiscal Year 2002-03, during the economic downturn, no carryover funds were transferred into the Capital Improvement Reserve. ""'" - ., - I4i\l For the current five-year capital planning horizon, the first year of the plan, Fiscal Year 2006-07, projects a $3.0 million transfer from the General Fund carryover to the Capital Improvement Reserve, bringing the available balance to $8.6 million. An infusion of $2.6 million in new Construction/Conveyance Tax is projected, increasing the fund balance to $12.1 million. The total amount of unrestricted funds available for ..... - ~, .. .. - - IIiIIl - ... - .. - .. - .. - .. ... .,. - - ... llIw - City Council July 3, 2006 Page 17 projects in FY-2006-07 is approximately $20.7 million, up about $7.6 million (58 percent) from $13.1 million available last year. In each of the four outer years of the plan, a $1.5 million transfer from the General Fund carryover balance to the Capital Improvement Reserve is conservatively projected as is an annual infusion of $2.6 million into the Construction/Conveyance Tax Fund. If all of the projects are funded over the plan horizon, the estimated fund balances in 2011 will be $6.8 million in Capital Improvement Reserve Fund, well over the $5.0 million policy reserve level and $3.7 million in the Construction/Conveyance Tax Fund. With these conservative long-term assumptions, the City will have capacity, though somewhat limited, to address unforeseen future capital needs. Following are the assumptions used to forecast the amount of unrestricted funds available for projects in the 2006-11 CIP: Capital Improvement Reserve .. For Year 1 (2006-07): - - - .. . Ending CIP Reserve balance Gune 30, 2006) Estimated carryover to CIP Reserve $5,600,000 3,000,000 . TOTAL $8,600,000 .. _ For Years 2 through 5 (2007-11): - .. - - fiIIII .. ... .. - .. - - - ,. . Estimated carryover to CIP Reserve is $1,500,000 per year. Construction/ Conveyance Tax For Year 1 (2006-07): . Ending Construction/Conveyance Tax balance (June 30, 2006) Estimated Construction/Conveyance Tax revenue $9,500,000 2,600,000 . TOTAL $12,100,000 - City Council July 3, 2006 Page 18 - - - For Years 2 through 5 (2007-11): - - . Estimated 2007-11 Construction/Conveyance Tax revenue projections are $2,600,000 per year. - ... Attachment 1 shows the estimated CIP Reserve and Construction Conveyance Tax funding, expenditures and ending balances for each year in the 2006-11 CIP. The blue columns represent the beginning unrestricted fund balances in each year, the red columns represent planned project expenditures and the yellow columns represent the ending fund balances for each year. The horizontal blue line indicates the $5.0 million CIP reserve policy level. As shown, the CIP Reserve of $5.0 million is maintained in each of the five years, resulting in a balanced program. Staff will evaluate the revenue assumptions in subsequent years and propose revisions to the plan as needed. - III ..... 1>(" 11III .' .. CONCLUSION - The 2006-07 through 2010-11 CIP includes a number of important recreation projects, upgrades to critical City technology systems and several studies and master plans that will identify future capital projects. - .. - Prepared by: ~~ Michael A. Fuller Capital Projects Engineer ... .. MAF /9 /PWK/905-06-08-06M ^ Cathy R. Laza Public Works Director Ke!~ City Manager - - .. - ., Attachments: 1. Estimated CIP Reserves and Construction Conveyance Tax Funding, Expenditures and Ending Balances for Each Year in the 2006-11 CIP 2. 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CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 Criteria for Selecting Capital Projects, August 1993 (Not in priority order) D Effects on operating and maintenance costs D Preservation of existing assets D Health and safety effects D Legally mandated D Economic development/revitalization effects D Enhances productivity/operational efficiency of basic City services D Elected officials priorities/preferences D Conformance to adopted plans, goals, objectives and policies or to correct an existing deficiency D Availability of funds from StateIFederal/outside sources D Equitable distribution of resources D Implementation feasibility D Citizen and/or neighborhood interest D Cost-effectiveness/cost-benefit/return on investment/project life expectancy/implications of project deferral D Environmental/aesthetic/community identity effects D Extent of secondary benefits or spillovers/impact on water or energy conservation, traffic reduction, social implications D Interjurisdictional effects/opportunity for joint project implementation (e.g., with other agencies) Attachment 2 - - - .. City of Mountain View - - Capital Improvement Program Adopted 2006/2007, Planned 2007/08 Through 2010/11 - - - This page left blank intentionally .. ... ., .. .. - - .. .... .. ... - - . .. - .... - >'<i"* - .. - - ~- .. '. .. - .. !II!IIllIl CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 - - - Active Proiects - The projects below were funded in previous years and are expected to remain active after June 30,2006. Some of the projects are near completion and have low remaining balances, but must remain open after June 30 to make final payments and complete remaining project tasks. .. - All Numbers are in thousands (1,000) .. - Pro.i ect Sponsor Balance At Original Number Proiect Title Department 03131/2006 Balance 95-50 Downtown Fayade Improvement Program Comm. Dev. $108 $221 97-47 New Telemetry System Phase II Public Works $26 $1,199 99-45 Rengstorff Avenue (101/Middlefield) Underground UtiJity District No. 36 Public Works $8 $1,334 00-16 Community Center Construction Comm. Svcs. $13 $1 ,100 00-17 Open Space Acquisition (Del Medio Area) Comm. Svcs. $624 $1,327 00-32 Miramonte Reservoir Construction, Phase II (WMPP) Public Works $200 $5,520 00-49 Downtown Transit Plaza Design and Construction Public Works $343 $3,540 00-54 MOC Bulk Storage Covered Facility Public Works $464 $599 00-64 Landfill Telemetry System Public Works $20 $202 01-19 2000/01 Information Services Computer Projects Finance $214 $625 01-26 Open Space Acquisition (North California-Central) Comm. Svcs. $1,887 $1,890 01-28 Shoreline Lake Supply Main Line Replacement Public Works $732 $844 01-39 New Reservoir, Design Public Works $16 $1,500 01-45 Lot AIB Site Preparation Public Works $70 $352 01-53 Charleston East Hotel Site Comm. Dev. $5 $225 01-54 Shoreline Amphitheatre Traffic/Parking Improvements Public Works $47 $171 02-20 Information Services Computer Projects Finance $164 $684 02-23 Sr. Center Seismic Upgrade, Health/Safety Public Works $15 $2,668 02-30 ADA Renovations/Upgrades Public Works $35 $89 02-36 Sewage Pump Station Back-Up Power Supply Public Works $14 $253 02-41 Shoreline Roadway Landscaping Comm. Svcs. $311 $360 02-42 Charleston East Site-Post Marketing Activities Comm. Dev. $285 $300 02-46 Shoreline Amphitheatre Traffic/Parking Improvements Public Works $279 $300 03-05 02-03 Wastewater System Improvements Public Services $63 $131 03-17 Info. Svcs. Computer Projects (Replace PoliceIFire Dispatch System) Finance $13 $1,092 03-18 Miscellaneous Storm/Sanitary Sewer Main Replacement Public Services $350 $1,103 03-19 Miscellaneous Water Main/Service Line Replacement Public Services $5 $1,677 03-20 Water System Master Plan Public Services $221 $221 03-23 Fire Station No.5, Design Fire $466 $500 03-24 Construction of Chloromine Conversion Improvements Public Services $514 $568 03-26 Street Tree Reinventory Comm. Svcs. $26 $155 03-30 GolfCar/Pro Shop Facility, Design and Construction Comm. Svcs. $617 $3,400 03-31 CaliforniaIBryant Parking Structure, Construction Public Works $1,002 $18,096 03-36. New Storm water Regulations Public Works $44 $70 04-01 03-04 Street Resurfacing Program Public Works $235 $685 04-02 03-04 Traffic Signal Replacement Modification Public Works $10 $54 04-04 03-04 Water System Improvements Public Works $107 $225 Active Projects List Page, 1 Sm2006, 3:59 PM - - - '-t - .. - .. - .. - - ,.. .. .. .. - .. - - - - ... .. - ... - - ... CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010111 - _. Active Proiects .. .. The projects below were funded in previous years and are expected to remain active after June 30,2006. Some of the projects are near completion and have low remaining balances, but must remain open after June 30 to make final payments and complete remaining project tasks. .. ... All Numbers are in thousands (1,000) - Pro.iect Sponsor Balance At Original Number Proiect Title Department 03/31/2006 Balance 04-05 03-04 Wastewater System Improvements Public Works $123 $131 04-08 03-04 Shoreline Pathway/Roadway Improvements Comm. Svcs. $101 $158 04-10 03-04 Shoreline Landfill Cap Maint./Repairs Public Works $63 $105 04-11 03-04 Developer Reimbursements Public Works $102 $104 04-13 03-04 Landfill Gas and Leachate System Repairs Public Works $0 $105 04-18 Shoreline Sailing Lake Water Supply A1ts., Design, Environ., Permitting Public Works $0 $500 04-19 Shoreline Reclaimed Water Feasibility Study Public Works $161 $200 04-20 Sewer System Master Plan Public Works $270 $289 04-21 Permanente Creek BikelPed Overcrossing Public Works $0 $150 04-22 Misc. Storm/Sanitary Sewer Main Replacement Public Works $14 $1,216 04-24 03-04 Insta1l2-Way Sewer Lateral Cleanouts Public Works $109 $116 04-25 Transit Oriented Development PedestrianlBike Improvements Public Works $650 $697 04-27 Shoreline Maintenance Facility, Construction Public Works $4,111 $5,000 04-28 Senior Center Design and Construction Public Works $2,256 $16,976 04-29 Bubb Park and Huff Park Restrooms Public Works $327 $371 04-31 Ellis Street Landscaped Median Public Works $123 $400 04-32 Bubb Park Playground Improvements Public Works $3 $215 04-33 Stevens Creek Trail PeblBike Overcrossing @ Moffett, Construction Public Works $2,905 $3,050 04-38 Shoreline Blvd. Reconstruction, Gatehouse to Golf Course Pkg. Entrance Public Works $1,496 $2,000 04-40 Stevens Creek Trail, Yuba Drive Through El Camino Real Public Works $3,200 $5,851 04-41 Graham Reservoir and Field Construction Public Works $1,760 $18,364 05-01 04-05 Street Resurfacting Program Public Works $64 $685 05-02 04-05 Traffic Signal ReplacementslModifications Public Works $18 $69 05-04 04-05 Water System Improvements Public Works $267 $284 05-05 04,..05 Wastewater System Improvements Public Works $109 $131 05-06 04-05 Concrete Sidewalk/Curb Repairs Public Works $42 $425 05-07 04-05 Parks Pathway Resurfacing Public Works $0 $81 05-08 04-05 Shoreline Pathway, Roadway, Parking Improvements Public Works $148 $158 05-09 04-05 Forestry Maintenance Program and Street Tree Replanting Public Works $17 $166 05-10 04-05 Shoreline Landfill Cap Maintenance and Repairs Public Works $46 $105 05-11 04-05 Developer Reimbursements Public Works $102 $104 05-12 04-05 Street Lane Line and Legend Repainting and Curb Repainting Public Works $24 $244 05-13 04-05 Landfill GasILeachate System Repairs & Improvements Public Works $32 $105 05-14 04-05 Facilities Maintenance Plan Public Works $0 $630 05-16 Maintenance Agreement for JPBNT A Transit Center Public Works $85 $100 05-17 Shoreline Infrastructure Maintenance Public Works $162 $200 05-18 Information Services Computer Projects Public Works $20 $150 - - .. .. - - .. - ... .. - - .. .. .. . - .. - - .. .. .. - - .. - - - .. Active Projects List Page, 2 SnJ200S. 3:59 PM .. - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 - - Active Proiects - - The projects below were funded in previous years and are expected to remain active after June 30,2006. Some of the projects are near completion and have low remaining balances, but must remain open after June 30 to make final payments and complete remaining project tasks. .. - All Numbers are in thousands (1,000) ... - Pro.iect Sponsor Balance At Original Number Proiect Title Department 03/31/2006 Balance 05-20 Biannual Good Neighbor Fence (GNF) Replacements Public Works $26 $36 05-21 RengstorffPool Replastering and Repairs Public Works $108 $135 05-22 San Antonio Bridge over Central Expressway Repairs Public Works $59 $100 05-23 Terra Bella Site Maintenance Public Works $16 $100 05-24 Recruitement of Retail Tenant for Parking Structure No.2 Public Works $28 $85 05-25 Marketing of Downtown City-Owned Properties Public Works $56 $185 05-26 Library Customer Service Improvements Study Public Works $8 $50 05-27 MoffettlU. S. Highway 101 Gateway Development Public Works $13 $200 05-28 Miscellaneous Water Main/Service Line Replacement Public Works $1,162 $1,318 05-29 Miscellaneous Storm/Sanitary Sewer Main Replacement Public Works $1,110 $1,276 05-30 Traffic Signal at Miramonte AvenuelBarbara Avenue Public Works $5 $200 05-31 Library Automated Book Check-In and First Floor Modifications Public Works $654 $1,100 05-32 Well No. 23, Construction (Graham) Public Works $1,192 $1,270 05-33 Security Upgrades to Utility System Public Works $224 $250 05-35 ADA Playground Improvements (RengstorffPark) Public Works $112 $160 05-36 Citywide Irrigation System Replacement, Phase I (Shoreline Reg. Park) Public Works $2 $72 05-38 Stevens Creek Trail Reach 4, Segment 1, Mitigation Planting Public Works $46 $230 05-39 Recycled Water Distribution System Construction Public Works $6,848 $8,100 05-40 RengstorffPark Tennis Bleacher Replacement Public Works $101 $110 05-42 Permanente Creek PedlBike Overcrossing Hwy. 101, Design Public Works $1 $300 05-43 Castro Street Tree Replacement Public Works $17 $96 05-44 Devonshire Park Design and Construction . Public Works $637 $885 05-45 Downtown Infrastructure Refurbishment Public Works $21 $185 05-46 Klein Park Play Equipment Replacement Comm. Svcs. $43 $159 06-01 05-06 Street Resurfacing Program Public Works $528 $566 06-02 05-06 Traffic Signal ReolacementslModifications Public Works $21 $69 06-03 05-06 Slurry Seal Program Public Works $96 $102 06-04 05-06 Water System Improvements Public Works $267 $284 06-05 05-06 Wastewater System Improvements Public Works $123 $131 06-06 05-06 Concrete Sidewalk/Curb Repairs Public Works $399 $425 06-07 05-06 Parks Pathway Resurfacing Comm. Svcs. $58 $81 06-08 05-06 Shoreline Pathway, Roadway, Parking Improvements Comm. Svcs. $148 $158 06-09 05-06 Forestry Maintenance Program and Street Tree Replanting Comm. Svcs. $0 $166 06-10 05-06 Shoreline Landfill Cap Maintenance and Repairs Public Works $98 $105 06-11 05-06 Developer Reimbursements Public Works $98 $104 06-12 05-06 Street Lane Line and Legend Repainting Public Works $4 $181 06-13 05-06 Landfill GaslLeachate System Repairs & Improvements Public Works $98 $105 Active Projects list Page, 3 6/7/2006, 3:59 PM IIIIlII .. - .. - .. .... .. ~ .. - - .. .. - - - .. - - - .. .... ... ... - .. ... - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010111 ... .... Active Proiects .... .. The projects below were funded in previous years and are expected to remain active after June 30,2006. Some of the projects are near completion and have low remaining balances, but must remain open after June 30 to make final payments and complete remaining project tasks. .. .. All Numbers are in thousands (l,000) - Pro.iect Sponsor Balance At Original Number Pro_iect Title Department 03/31/2006 Balance 06-14 05-06 Facilities Maintenance Plan Public Works $271 $450 06-15 05-06 Annual Traffic Studies/NTMP Improvements Public Works $35 $105 06-16 05-06 Maintenance Agreement for JPBNT A Transit Center Comm. Svcs. $88 $100 06-17 Shoreline Infrastructure Maintenance Public Works $188 $200 06-18 Information Services Computer Projects Finance $274 $300 06-19 RengstorffPark Facility Modernization Study Comm. Svcs. $60 $60 06..20 Resurface Miramonte Avenue Public Works $455 $486 06-21 City Bridges and Culverts Structural Inspections Public Works $75 $75 06-22 Energy Conservation Initiative Public Works $177 $200 06-23 Biannual Median and Roadway Landscape Renovations Comm. Svcs. $61 $65 06-24 Explore Strategy for Extending Hetch-Hetchy Trail Public Works $29 $35 06-25 Facilities Major Planned and Emergency Repairs Public Works $253 $450 06-26 Eagle Pool Replastering and Repairs Comm. Svcs. $94 $100 06-27 ADA Improvements at City Facilities Public Works $94 $100 06-28 Project Study Reports: SR 237/Middlefield and SR 237/ECR/SR85 Public Works $0 $250 06-29 Miscellaneous Storm/Sanitary Sewer Main Replacement Public Works $1,258 $1,340 06-30 Shoreline Lake Water Supply, Construction Public Works $143 $3,390 06-31 Traffic Signal at Middlefield Rd. and Logue Ave. Public Works $188 $200 06-32 Central Irrigation System Replacement, Phase II Comm. Svcs. $6 $222 06-33 Permanente Creek Ped/Bike Overcrossing Highway 101, Construction Public Works $2,633 $2,850 06-34 TDA Pedestrian/Bicycle Projects (Bicycle Boulevards) Public Works $53 $57 06-35 Childcare Center in Community Center Complex Public Works $2,896 $3,500 06-36 Relocation of Fire and Environmental Protection Division to City Hall 4th FIRE $152 $200 06-37 Downtown Revitalization Bond Improvements Public Works $839 $901 06-38 ADA Playground Improvements Comm. Svcs. $190 $417 Totals $53,268 $146,627 .. - - - .. .. - - .. .. - - - .. . .. - - - .. ... .. .. - .. Jl!I - - - .. Active Projects List Page, 4 61712006, 3:59 PM - - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 - .. - Adopted Capital Improvement Projects. 2006/2007 - ... Note: All costs are shown in thousands and current year dollars. Additional - Proiect Proiect Description Fundin2 Pa2e No. w Amended Fundin2 Requests for Active Proiects - ... 03-36 Street Tree Reinventory $30 7 - 04-40 Stevens Creek Trail Yuba Drive through EI Camino Real $300 7 06-20 Miramonte A venue and California Street Resurfacing $399 7 ... 06-25 Facilities Major Planned & Emergency Repairs $150 7 - 06-26 Eagle Pool Replastering and Repairs $170 7 06-27 ADA Improvements at City Facilities $75 7 - 06-33 Permanente Creek PedlBike Overcrossing Highway 101, Construction $775 7 - 06-38 ADA Playground Improvements $38 7 .. - Infrastructure Maintenance. Studies and Technolo2V Bud2et ... 07-01 06-07 Street Resurfacing Program $1,000 8 - 07-02 06-07 Traffic Signal Replacements/Modifications $70 8 - 07-03 06-07 Slurry Seal Program $110 8 07-04 06-07 Water System Improvements $285 8 - 07-05 06-07 Wastewater System Improvements $130 8 - 07 -06 06-07 Concrete Sidewalk/Curb Repairs $500 8 07-07 06-07 Parks Pathway Resurfacing $135 8 - 07-08 06-07 Shoreline Pathway, Roadway, Parking Improvements $160 8 - 07 -09 06-07 Forestry Maintenance Program and Street Tree Replanting $165 9 07 -10 06-07 Shoreline Landfill Cap Maintenance and Repairs $105 9 - 07-11 06-07 Developer Reimbursements $100 9 .. 07-12 06-07 Street Lane Line and Legend Repainting $270 9 07-13 06-07 Landfill GasILeachate System Repairs & Improvements $105 9 - 07-14 06-07 Facilities Maintenance Plan $450 9 - 07-15 06-07 Annual Traffic Studies/NTMP Improvements $105 10 07-16 06-07 Maintenance Agreement for JPBNT A Transit Center $100 10 - 07-17 Shoreline Infrastructure Maintenance $200 10 - 07-18 Information Technology Computer Projects $635 10 07-19 Rengstorff Park Pathway Lighting Replacement $130 10 - 07-20 SCADA Upgrades and Management $250 10 - 07-21 Cape Seal Pavement Resurfacing Program $290 10 07-22 PoliceIFire Building Structural and Space Studies $150 11 - 07-23 Geographic Information System Update/Data Archiving $220 11 ... 07-24 Storm Drain Master Plan Project Implementation Strategy $200 11 07-25 Feasibility Study for Central Expressway/San Antonio Sta. Bike/Ped Tunnel $100 11 - - - Adopted Capital Improvement Projects 2006/2007, Page 5 ... CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 .. Proiect Capital Improvement Proiects Budeet 07-26 Miscellaneous Water Main/Service Line Replacement $1,800 11 07-27 Miscellaneous Storm/Sanitary Sewer Main Replacement $1,400 11 07-28 Central Irrigation System Replacement, Phase ill $185 11 07-29 Biannual Park RenovationslImprovements $125 12 07-30 Rebuild Shoreline Golf Links 18th Green $90 12 07-31 Velarde Street Resurface Pavement and Replace Curb $270 12 07-32 Installation of ADA Curb Ramps, Phase ill $200 12 07-33 Demolition of Abandoned Parks Buildings @ MOC $50 12 07-34 Community Center HV AC System $325 12 07-35 Stevens Creek Trail El Camino Real to Dale/Heatherstone, Design $1,350 12 07-36 TDA Projects $60 12 07-37 Evelyn A venue Bridge Widening Mitigation $180 12 07-38 Library Space Reallocation $500 13 07-39 Sierra Vista Park, Design $225 13 07-40 Police Evidence Room Modernization $150 13 07-41 PoliceIFire Building and Well No. 22 Emergency Generator $520 13 07-42 PoliceIFire Building Interior Refurbishment $400 13 07-43 Council Chambers Presentation Technology Update $180 13 07 -44 Bicycle Park $60 13 TOTAL PROJECTS $15,972 .. - - .. - - - - - 11III .. .. - .. .. - - .. .. .. - .. - .. - .. - - .. - .. - - - Adopted Capital Improvement Projects 2006/2007, Page 6 .. - ,__, _~__,______-'___-<C,,~..~,~,~- - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 .. Adopted Capital Improvement Proiects. 2006/2007 ""'" .. NOTE: All costs are shown in thousands and current year dollars. - Item Proiect Description Fundine: 2006/2007 ... Source New Fundine: - Amended Fundine: Requests for Active .. Proiects - 03-36 Street Tree Reinventory ... Funding related to additional 4,500 tree C/C Tax $23 - planting sites. Shoreline 7 .. Community - 04-40 Stevens Creek Trail, Yuba Drive through .. El Camino Real Fully fund trail construction. C/C Tax $300 - .. 06-20 Miramonte Avenue and California Street Resurfacing - Expanded project includes California Street CIP Reserve $246 ... partially funded by Federal Highway Other (STP 153 Adininistration (FHW A) grant. Funding) - .. 06-25 Facilities Major Planned & Emergency - Repairs Increased funding for first phase of C/C Tax $150 - replacing City Hall carpet replacement. - 06-26 Eagle Pool Replastering and Repairs .. Funding for additional repair work required C/C Tax $170 - to renovate pool and deck area. .. 06-27 ADA Improvements at City Facilities - Increased funding for continued ADA- C/C Tax $75 ... Improvements at City facilities. - 06-33 Permanente Creek PedlBike Over .. crossing Highway 101, Construction Increase funding to construct pedlbike Shoreline $775 - bridge over Highway 101 into the North Community .. Bayshore Area. - 06-38 ADA Playground Improvements ... Augment to funding for work at Jackson, C/C Tax $25 Thaddeus and Eagle Parks. Other (Waste 13 - Tire Grant) .. - Adopted Capital Improvement Projects, 2006/2007, Page 7 Please refer to Appendix I ... for key to fund abbreviations CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 .. Item Proiect Description Fundine: 2006/2007 .. Source New Fundine: .. Infrastructure Maintenance. Studies and ... Technoloe:v - 07-01 06-07 Street Resurfacing Program .. Install asphalt concrete and fog seal CIP Reserve $950 - overlays, raise utilities and monuments. Shoreline 50 Community .. - 07-02 06-07 Traffic Signal - Replacements/Modifications CIP Reserve $70 Replace traffic signal controllers, related - equipment and traffic detector loops. - Includes minor modifications to existing traffic signals to improve traffic safety. - . 07-03 06-07 Slurry Seal Program Apply slurry seal to selected street surfaces. CIP Reserve $110 - .. 07-04 06-07 Water System Improvements Scheduled replacement of smaller water Water $285 . system components and minor unscheduled - improvements to the City's water system. - 07-05 06-07 Wastewater System Improvements .. Unscheduled minor improvements/repairs Wastewater $130 .. to the City's wastewater collection and - pumping system. .. 07-06 06-07 Concrete Sidewalk/Curb Repairs . Replace deteriorated sidewalks and repair C/C Tax $500 concrete curbs, gutters, and sidewalks . displaced by street tree growth, and/or - failure of City-owned utilities. - 07-07 06-07 Parks Pathway Resurfacing .. Renovate various City park pathways. C/C Tax $135 Project funding includes extending pathway ., at Stevenson Park from Montecito Avenue .. and resurfacing sports courts at Varsity and - Klein Parks. .. 07-08 06-07 Shoreline Pathway, Roadway, . Parking Improvements .. Correct drainage problems and damage due Shoreline $160 to differential settlement; provide pathway, Community .. roadway and parking related amenities. .. Please refer to Appendix 1 Adopted Capital Improvement Projects, 2006/2007, Page 8 . for key to fund abbreviations .. "'"""'"''-,",..~..~.~_.~,..~<,~.--,~.""", ~'_'~=~_",,-,'.._;,'~c". - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 - Item Proiect Descriotion Fundin2 2006/2007 Source New Fundin2 - 07-09 06-07 Forestry Maintenance Program - and Street Tree Replanting Contract for pruning, removing, C/C Tax $165 - stumping, purchasing, and replanting .. approximately 800 to 1,000 medium to - large trees within the City. Maintain trees damaged by freezing, disease, ... drought and other natural causes. - 07-10 06-07 Shoreline Landfill Cap ... Maintenance and Repairs - Regulatory mandates of the Bay Area Air Shoreline $105 .. Quality Management District and the Community Regional Water Quality Control Board - require the City to protect the integrity of .. the landfill cap and prevent surface emissions by regrading, filling, - recompacting, and making other - improvements. .. 07-11 06-07 Developer Reimbursements - Construction of street and utility C/C Tax $25 improvements concurrent with private Water 25 - development. Adjacent properties Wastewater 25 1M benefiting from street and utility Storm - improvements will be required to Construct. 25 - reimburse the City for the improvements. - 07-12 06-07 Street Lane Line and Legend - Repainting Annual repainting City street lane lines and CIP Reserve $270 - legends. - 07-13 06-07 Landfill GaslLeachate System - Repairs and Improvements ... Annual repairs and improvements to large Shoreline $105 components of the landfill gas and leachate Community - system. - 07-14 06-07 Facilities Maintenance Plan - Repair, replace, or maintain City facilities C/C Tax $400 - (HV AC, roofs, carpets, plumbing, etc.) Shoreline 50 ... Community .... - - - Adopted Capital Improvement Projects, 2006/2007, Page 9 Please refer to Appendix I .. for key to fund abbreviations CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010111 ... Item Project Description Fundin2 2006/2007 .. Source New Fundin2 07-15 06-07 Annual Traffic Studies/NTMP .. Improvements .. Funds traffic control devices on CIP Reserve $105 ... neighborhood, local, and residential streets in conformance with the Neighborhood ... Traffic Management Program, and annual .. contracts with traffic consultants to assist Traffic Section with neighborhood traffic .. Issues. .. .- 07-16 06-07 Maintenance Agreement for JPBNT A Transit Center .. Reimbursement of City expenses by Other $100 .. JPBNTA. (Reimbursement) ... 07-17 Shoreline Infrastructure Maintenance .. Maintenance of water lines, sewer lines, Shoreline $200 storm drainage system, water system Community - supplying the sailing lake. - 07-18 Information Technology Computer ... Projects C/C Tax $131 - Information technology projects for a new Water 168 .. utility billing system, website development, Wastewater 168 and SCADA system. Solid Waste 168 - ... 07-19 Rengstorff Park Pathway Lighting - Replacement Replace 17 lighting fixtures to complete C/C Tax $130 .. lighting upgrade. .. 07-20 SCADA Upgrades and Management .. Upgrade the SCADA system to server- Water $95 .. based computer, acquire hardware; purchase Wastewater 95 iFIX Historian Software, install software Solid Waste 60 - upgrades. - 07-21 Cape Seal Pavement Resurfacing - Program 1M Periodic application of liquid asphalt CIP Reserve $290 emulsion to 19 streets and 3 alleyways that - were partially improved when they were .. annexed from the County to the City. - Treatment maintains durability and . functional travel ways. - .. Please refer to Appendix I Adopted Capital Improvement Projects, 2006/2007, Page 10 .. for key to fund abbreviations .. "~""""=.""..,","~;._-.:..-..-,,-..,,,*...-._,,,,",.~~ - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010111 .. Item Proiect Description Fundine: 2006/2007 Source New Fundine: - 07-22 PoliceIFire Building Structural and .. Space Studies Study to determine long-term options for C/C Tax $150 - current building or replacement. ... 07-23 Geographic Information System ..... Update/Data Archiving .. Update GIS by incorporating completed C/C Tax $30 - infrastructure projects; acquire hardware Water 80 and software for future updates. Wastewater 80 .. Shoreline 30 - Community ... 07-24 Storm Drain Master Plan Project - Implementation Strategy .. Develop strategies to implement storm drain Storm Drain $200 master plan recommendations. ..... - 07-25 Feasibility Study for Central Expressway/San Antonio Sta. Bike/Ped - Tunnel ... Study to address technical, jurisdictional C/C Tax $100 - and cost feasibility of potential tunnel alignment. .. ,... Capital Improvement Proiects - 07-26 Miscellaneous Water Main/Service Line - Replacement Replace corroded and/or undersized cast Water $1,800 - iron pipe water mains on various streets. - The replacements will include water - services, fire hydrants and saddle replacements. - .. 07-27 Miscellaneous Storm/Sanitary Sewer Main Replacement - Repair and replace storm and sanitary sewer Wastewater $1,400 .. pipes, manholes and systems identified by the City's annual line televising program. .. .. 07-28 Central Irrigation System Replacement, Phase III - Install 71 irrigation controllers in City urban C/C Tax $185 .. landscaped areas and parks. - ... - Please refer to Appendix I Adopted Capital Improvement Projects, 2006/2007, Page 11 "- for key to fund abbreviations CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 - Item Proiect Descriotion Fundine: 2006/2007 .. Source New Fundine: 07-29 Biannual Park - Renovations/Improvements .. Replace and upgrade City parks and C/C Tax $123 ... landscaping improvements. A small portion Parkland 2 is used for contracting for services outside - staff expertise. ... 07-30 Rebuild Shoreline Golf Links 18th Green .. Rebuild entire green to repair settlement and Shoreline $90 - to integrate subsurface drainage to provide Golf Links - acceptable putting surface. ... 07-31 Velarde Street Resurface Pavement and - Replace Curb Resurface street and replace curbs that are CIP Reserve $270 .. damaged by Camphor trees. .. 07-32 Installation of ADA Curb Ramps, Phase - III .. Retrofitting approximately 25 street comers C/C Tax $200 in the City. .. - 07-33 Demolition of Abandoned Parks - Buildings @ MOC .. Demolish abandoned structures that were C/C Tax $50 formerly used for Parks. - - 07-34 Community Center HV AC System Install HV AC system in auditorium and C/C Tax $325 ... classrooms/lobby at the Community Center. .. 07-35 Stevens Creek Trail EI Camino Real to .. Dale/Heatherstone, Design .. Design trail extension from El Camino Real C/C Tax $715 to Sleeper Open Space and across state Shoreline ... route 85 to the DalelHeatherstone area. Community 335 .. Other (Grants) 300 .. 07-36 TDA Projects .. Various bike and pedestrian related projects. C/C Tax $10 - Other (TDA 50 Funds) - - 07-37 Evelyn A venue Bridge Widening Mitigation .. Mitigation planting and monitoring of C/C Tax $180 .. plants. .. Adopted Capital Improvement Projects, 2006/2007, Page 12 ... Please refer to Appendix 1 for key to fund abbreviations .. - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 - Item Proiect Descrivtion Fundine: 2006/2007 Source New Fundine: !IIIIO 07-38 Library Space Reallocation ... First phase of reallocating space to better C/C Tax $500 meet current needs. - .. 07-39 Sierra Vista Park, Design - Design mini-park with play equipment at C/C Tax $126 the comer of Plymouth and Sierra Vista Parkland 99 ... Avenues. - .. 07-40 Police Evidence Room Modernization Design and install collapsible shelving, to C/C Tax $150 - increase storage capacity in the Police .. evidence room. - 07-41 PolicelFire Building and Well No. 22 - Emergency Generator Install new emergency generator for the C/C Tax $355 - police/fire building including EOC and Water 165 .. Well No. 22 including removal of old !IIIIO generator and belowground tank. till 07-42 PolicelFire Building Interior - Refurbishment Refurbish or replace building components CIP Reserve $100 .. or finishes in PolicelFire Building. C/C Tax 300 !IIIIO .. 07-43 Council Chambers Presentation Technology Update ... Purchase and installation of equipment and C/C Tax $145 ... software to increase the clarity and Other (Capital 35 flexibility of presentations in the City Outlay, Cable ... Council Chambers. Fund) ... 07-44 Bicycle Park - Develop a 1.0 to 1.25 acre site at Crittenden Shoreline $60 ... Overflow Basin. Community - ... - Total $15.972 - - ... - .. - Adopted Capital Improvement Projects, 2006/2007, Page 13 Please refer to Appendix 1 ... for key to fund abbreviations CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 Item Proiect Description Fundine 2006/2007 Source New Fundine - -- - FY 2006/2007 PROJECTS FUNDING SUMMARY CIP Reserve Fund Construction/Conveyance Tax Fund Water Fund Wastewater Fund Storm Drain Fund Solid Waste Management Fund Gas Tax Fund Shoreline Community Fund Shoreline Golf Links Fund Parking District Fund Downtown Revitalization Funding Park Land Fund Other Funding .. $2,411 5,873 2,618 1,898 225 228 o 1,877 90 o o 101 651 - ., .. - - .. - .. .. . .. Total $15.972 .. - .. - .. .. .. .. .. .. - - .. - .. .. - - - .. .. Please refer to Appendix 1 for key to fund abbreviations Adopted Capital Improvement Projects, 2006/2007, Page 14 - .. ~..............."~ ~-^"~."'-'~'~"""~'''''''~' - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 .. Planned Capital Improvement Projects. 2007/2008 .- .. Note: All costs are shown in thousands and current year dollars. - Proiect Proiect Description Bude:et Pae:e No. .. Infrastructure Maintenance. Studies and Technolol!V - - 08-01 07-08 Street Resurfacing Program $750 16 08-02 07-08 Traffic Signal Replacements/Modifications $70 16 - 08-03 07-08 Slurry Seal Program $110 16 .. 08-04 07-08 Water System Improvements $285 16 08-05 07-08 Wastewater System Improvements $130 16 - 08-06 07-08 Concrete Sidewalk/Curb Repairs $500 16 .. 08-07 07-08 Parks Pathway Resurfacing $80 16 08-08 07-08 Shoreline Pathway, Roadway, Parking Improvements $160 17 ... 08-09 07-08 Forestry Maintenance Program and Street Tree Replanting $210 17 .. 08-10 07-08 Shoreline Landfill Cap Maintenance and Repairs $105 17 08-11 07-08 Developer Reimbursements $100 17 - 08-12 07 -08 Street Lane Line and Legend Repainting $200 17 .. 08-13 07-08 Landfill GasILeachate System Repairs & Improvements $105 17 08-14 07-08 Facilities Maintenance Plan $540 18 - 08-15 07-08 Annual Traffic Studies/NTMP Improvements $105 18 .. 08-16 07-08 Maintenance Agreement for JPBNTA Transit Center $100 18 08-17 Shoreline Infrastructure Maintenance $200 18 - Information Technology Computer Projects $400 18 08-18 .. 08-19 Rengstorff Park Fitness Cluster Replacement $45 18 08-20 Resurfacing Tennis Courts, Cooper, Stevenson, Sylvan and Whisman $95 18 - 08-21 Biannual Median Renovation and Roadway Landscape Renovations $80 18 .. - Capital Improvement Proiects - 08-22 Mi:,>cellaneous Water Main/Service Line Replacement $1,100 19 08-23 Miscellaneous Storm/Sanitary Sewer Main Replacement $1,300 19 - 08-24 Athletic Field, Design $500 19 .. 08-25 Sierra Vista Park, Construction $900 19 08-26 Restroom Facility at Dog Park $90 19 - 08-27 ADA Playground Improvements-Whisman, Castro and Eagle Parks $330 19 .. 08-28 California Street Resurfacing, Phase II $495 19 08-29 Stevens Creek Trail EI Camino Real to Sleeper, Construction $1,500 20 ... 08-30 TDA Projects $60 20 .. 08-31 Whisman Reservoir Seismic Upgrades and Solar Structure $4,000 20 08-32 Biannual Good Neighbor Fence (GNP) Replacements $40 20 """ 08-33 Velarde Street Sidewalk and Driveway Replacement $180 20 .. 08-34 California Street/Mariposa A venue Traffic Signal $225 20 08-35 Grant Road/Sleeper A venue Traffic Signal $225 20 - 08-36 City Telephone System Replacement $500 21 -- 08-37 Fire Station No.3 Renovations $300 21 - TOTAL PROJECTS $16,115 - - .. Planned Capital Improvement Projects 2007/2008, Page, 15 - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 .. Planned Capital Improvement Proiects~ 2007/2008 - NOTE: All costs are shown in thousands and current year dollars. - Item Proiect Description Fundine: 2007/2008 .. Source 11II Infrastructure Maintenance. Studies and - Technoloe:v .. 08-01 07-08 Street Resurfacing Program - Install asphalt concrete and fog seal CIP Reserve $700 - overlays, raise utilities and monuments. Shoreline 50 Also includes City facility parking lot Community - resurfacing. .. .. 08-02 07-08 Traffic Signal Replacements/Modifications CIP Reserve $70 . Replace traffic signal controllers, related - equipment and traffic detector loops. .. Includes minor modifications to existing traffic signals to improve traffic safety. - .. 08-03 07-08 Slurry Seal Program Apply slurry seal to selected street surfaces CIP Reserve $110 - and City facility parking lots as required. .. 08-04 07-08 Water System Improvements - Scheduled replacement of smaller water Water $285 - system components and minor unscheduled - improvements to the City's water system. .. 08-05 07-08 Wastewater System Improvements - Unscheduled minor improvements/repairs Wastewater $130 to the City's wastewater collection and - pumping system. - 08-06 07-08 Concrete Sidewalk/Curb Repairs .. Replace deteriorated sidewalks and repair C/C Tax $500 .. concrete curbs, gutters, and sidewalks .. displaced by street tree growth, and/or failure of City-owned utilities. - - 08-07 07-08 Parks Pathway Resurfacing Renovate various park pathways within City C/C Tax $80 .. parks. .. - .. Please refer to Appendix 1 Planned Capital Improvement Projects 2007/2008, Page 16 for key to fund abbreviations - .. ',;.-"i~...r,.W.'_h~"~"-~''''''';;''''',,,, -"~".,~~",~"-"",~~""~,,,,;,~-_.,~.,,,--,,~"-",.,,..,,_.,~- ... ... CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 - 08-08 07-08 Shoreline Pathway, Roadway, - Parking Improvements - Correct drainage problems and damage due Shoreline $160 ... to differential settlement; provide pathway, Community roadway and parking related amenities. - "- 08-09 07-08 Forestry Maintenance Program and Street Tree Replanting - Contract for pruning, removing, C/C Tax $210 ... stumping, purchasing, and replanting approximately 800 to 1,000 medium to - large trees within the City. Maintain - trees damaged by freezing, disease, drought and other natural causes. - ... 08-10 07-08 Shoreline Landfill Cap - Maintenance and Repairs Regulatory mandates of the Bay Area Air Shoreline $105 .. Quality Management District and the Community - Regional Water Quality Control Board .. require the City to protect the integrity of the landfill cap and prevent surface - emissions by regrading, filling, - recompacting, and making other improvements. - ... 08-11 07-08 Developer Reimbursements Construction of street and utility C/C Tax $25 - improvements concurrent with private Water 25 .. development. Adjacent properties Wastewater 25 benefiting from street and utility Storm - improvements will be required to Construct. 25 - reimburse the City for the improvements. ... 08-12 07-08 Street Lane Line and Legend .. Repainting Annual repainting City street lane lines and CIP Reserve $200 - legends. .. - 08-13 07-08 Landfill GasILeachate System - Repairs and Improvements Annual repairs and improvements to large Shoreline $105 - components of the landfill gas and leachate Community .. system. - - Please refer to Appendix 1 Planned Capital Improvement Projects 2007/2008, Page 17 for key to fund abbreviations ... - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010111 ... 08-14 07-08 Facilities Maintenance Plan - Repair, replace, or maintain City facilities C/C Tax $440 (RV AC, roofs, carpets, plumbing, etc.) Shoreline 100 .. Community - - 08-15 07-08 Annual Traffic StudieslNTMP Improvements - This project funds traffic control devices on CIP Reserve $105 .- neighborhood, local, and residential streets in conformance with the Neighborhood - Traffic Management Program, and annual .. contracts with traffic consultants to assist Traffic Section with neighborhood traffic - Issues. .. - 08-16 07-08 Maintenance Agreement for JPBNT A Transit Center - Reimbursement of City expenses by Other $100 - JPBNT A. (Reimb.) .. 08-17 Shoreline Infrastructure Maintenance - Maintenance of water lines, sewer lines, Shoreline $200 - storm drainage system, water system Community supplying the sailing lake. - ,. 08-18 Information Technology Computer Projects C/C Tax $150 - Future information services projects. Water 100 - Wastewater 100 Solid Waste 25 - Shoreline 25 .. Community - 08-19 Rengstorff Park Fitness Cluster - Replacement .. Replace the existing fitness cluster that was C/C Tax $45 installed in the 1980's. .. - 08-20 Resurfacing Tennis Courts, Cooper, Stevenson, Sylvan, and Whisman Parks .. Periodic resurfacing of tennis courts. C/C Tax $95 - .. 08-21 Biannual Median Renovation and Roadway Landscape Renovations - Biannual repairs and improvements to C/C Tax $80 .. roadway medians and landscaping. - - Please refer to Appendix I Planned Capital Improvement Projects 2007/2008, Page 18 for key to fund abbreviations - .. ... .. CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 - .. - Capital Improvement Proiects 08-22 Miscellaneous Water Main/Service Line Replacement Replace corroded and/or undersized cast Water $1,100 iron pipe water mains on various streets. The replacements will include water services, fire hydrants and saddle replacements. 08-23 Miscellaneous Storm/Sanitary Sewer Main Replacement Repair and replace storm and sanitary sewer Wastewater $1,300 pipes, manholes and systems identified by the City's annual line televising program. 08-24 Athletic Field, Design Design new turf athletic play field in the Shoreline $500 Shoreline Regional Park Community. Community 08-25 Sierra Vista Park, Construction Construct mini-park on the comer of C/C Tax $758 Plymouth and Sierra Vista. Parkland 142 08-26 Restroom Facility at Dog Park Install modular unisex restroom at the dog Shoreline $90 park (similar to one installed at Shoreline Golf Community Links driving range). 08-27 ADA Playground Improvements- Whisman, Castro, and Eagle Parks Update play ground equipment to meet C/C Tax $330 current ADA standards. 08-28 California Street Resurfacing, Phase II Resurface California Street from Rengstorff CIP Reserve $128 A venue to San Antonio Road. Other (STP 367 Funds) - .. - ... - .. - - .. - .. - ... - .. - - - .. -- ... - .. - .. ". ... - -- - .. - Please refer to Appendix 1 for key to fund abbreviations Planned Capital Improvement Projects 2007/2008, Page 19 .. - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 08-29 Stevens Creek Trail EI Camino Real to Sleeper, Construction Construct Stevens Creek Trail from South C/C Tax $825 of EI Camino Real to Sleeper Open Space. Shoreline 375 Community Other (Grants) 300 08-30 TDA Projects Annual BikeIPedestrian projects funded by C/C Tax $10 guaranteed Transportation Development Other (TDA 50 Act funds. Funds) 08-31 Whisman Reservoir Seismic Upgrades and Solar Structure Seismic roof upgrade for Whisman C/C Tax $200 Reservoir that incorporates solar system Water 3,000 into reservoir's new roofing system. Wastewater 800 08-32 Biannual Good Neighbor Fence (GNF) Replacements Funding to replace fencing between City C/C Tax $40 parks and private property. 08-33 Velarde Street Sidewalk and Driveway Replacement Replace sidewalks and driveways damaged C/C Tax $180 by Camphor Trees on Velarde Street. 08-34 California Street/Mariposa Avenue Traffic Signal Install traffic signal at intersection of C/C Tax $225 California Street and Mariposa Avenue. 08-35 Grant Road/Sleeper Avenue Traffic Signal Install traffic signal at intersection of Grant C/C Tax $225 Road and Sleeper A venue to facilitate pedestrians crossing Grant Road to access Cuesta Park. - - ...... - ..,.' - IN' - - - 'lit. - - - .. - .. - .. - . - - - - - - - - - - .. - - Please refer to Appendix 1 for key to fund abbreviations Planned Capital Improvement Projects 2007/2008, Page 20 . - . - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 - - 08-36 City Telephone System Replacement Replace City's 15-year old telephone system. - - ... - ... 08-37 Fire Station No.3 Renovations Reconfigure building interior and add additional room over existing patio to accommodate captain's office and exercise room. - ... - .. --. ... FY 2007/2008 PROJECTS FUNDING SUMMARY CIP Reserve Fund Construction/Conveyance Tax Fund Water Fund Wastewater Fund Storm Drain Fund Solid Waste Management Fund Gas Tax Fund Shoreline Community Fund Shoreline Golf Links Fund Parking District Fund Transit Zone Funding Park Land Fund Other Funding - .. - .. - .. .~ - - - - .. - .. .. .. .. .. - .. .. III Please refer to Appendix 1 for key to fund abbreviations Planned Capital Improvement Projects 2007/2008, Page 21 - .. C/C Tax Water Wastewater Shoreline Community $200 125 125 50 C/CTax $300 Total $16.115 $1,313 4,918 4,635 2,480 25 25 o 1,760 o o o 142 817 Total $16.115 - .... - - City of Mountain View - .. Capital Improvement Program Adopted 2006/2007, Planned 2007/08 Through 2010/11 - .. - This page left blank intentionally .. - .. - .. - .. - - - ., .. .. - . - .. - lIIl - IIIIIl - .. ... .. - .. - .. - ~ 1 lIMa CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 .. .. .. .. .. 11II - .. ... III .. ... .' .. .. .. .... .. .. ... - :. - ... ... ... ,. ... IIJIf IIIlI .. .. - .. - .. Planned Capital Improvement Proiects. 2008/2009 Note: All costs are shown in thousands and current year dollars. Project Project Description Bude:et Pae:e No. Infrastructure Maintenance. Studies and Technoloe:v 09-01 08-09 Street Resurfacing Program $750 23 09-02 08-09 Traffic Signal Replacements/Modifications $70 23 09-03 08-09 Slurry Seal Program $110 23 09-04 08-09 Water System Improvements $285 23 09-05 08-09 Wastewater System Improvements $130 23 09-06 08-09 Concrete Sidewalk/Curb Repairs $500 23 09-07 08-09 Parks Pathway Resurfacing $80 23 09-08 08-09 Shoreline Pathway, Roadway, Parking Improvements $160 24 09-09 08-09 Forestry Maintenance Program and Street Tree Replanting $170 24 09-10 08-09 Shoreline Landfill Cap Maintenance and Repairs $105 24 09-11 08-09 Developer Reimbursements $100 24 09-12 08-09 Street Lane Line and Legend Repainting $250 24 09-13 08-09 Landfill Gas/Leachate System Repairs & Improvements $105 24 09-14 08-09 Facilities Maintenance Plan $450 25 09-15 08-09 Annual Traffic Studies/NTMP Improvements $105 25 09-16 08-09 Maintenance Agreement for JPBIVT A Transit Center $100 25 09-17 Shoreline Infrastructure Maintenance $200 25 09-18 Information Technology Computer Projects $400 25 09-19 Biannual Park Renovations/Improvements $120 25 09-20 Resurface Tennis Courts at Cuesta Park $85 25 09-21 Downtown Traffic Study $150 25 09-22 Rengstorff A venue Grade Separation Environmental Study $250 26 Capital Improvement Projects 09-23 Miscellaneous Water Main/Service Line Replacement $1, 100 26 09-24 Miscellaneous Storm/Sanitary Sewer Main Replacement $1,300 26 09-25 Relocate Shoreline Material Storage Facility $500 26 09-26 Stevens Creek Trail Sleeper to Dale/Heatherstone, Construction $4,500 26 09-27 TDA Projects $60 26 09-28 Fire Station No.5, Construction $4,500 26 09-29 California St.lEscuela Ave. and California St./Ortega Ave. Traffic Signal Modifications $325 27 09-30 Shoreline Blvd. ECR to Central Expwy., Replace Sidewalks, Curbs and Gutters, Design & Const $700 27 09- 31 Crimenden Park (West Field) Turf Replacement, Design and Construction $1,400 27 09-32 Landels Restroom $200 27 TOTAL PROJECTS $19,260 Planned Capital Improvement Projects 2008/2009, Page, 22 - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 .. Planned Capital Improvement Proiects~ 2008/2009 - NOTE: All costs are shown in thousands and current year dollars. .. Item Proiect Descriotion Fundine: 2008/2009 - Source .. Infrastructure Maintenance~ Studies and .. Technoloe:v MIl 09-01 08-09 Street Resurfacing Program .. Install asphalt concrete and fog seal CIP Reserve $700 - overlays, raise utilities and monuments. Shoreline 50 .. Also includes City facility parking lot Community . resurfacing. - 09-02 08-09 Traffic Signal .. Replacements/Modifications C/C Tax $70 Replace traffic signal controllers, related I- equipment and traffic detector loops. . Includes minor modifications to existing traffic signals to improve traffic safety. - . 09-03 08-09 Slurry Seal Program Apply slurry seal to selected street surfaces CIP Reserve $110 .. and City facility parking lots as required. III 09-04 08-09 Water System Improvements . Scheduled replacement of water system Water $285 . components and minor unscheduled .. improvements to the City's water system. . 09-05 08-09 Wastewater System Improvements 'IIII! Unscheduled improvements/repairs to the Wastewater $130 City's wastewater collection and pumping .- system. - .. 09-06 08-09 Concrete Sidewalk/Curb Repairs Replace deteriorated sidewalks and repair C/C Tax $500 .. concrete curbs, gutters, and sidewalks .. displaced by street tree growth, and/or failure of City-owned utilities. - - 09-07 08-09 Parks Pathway Resurfacing Renovate various park pathways within City C/C Tax $80 .. parks. . - .. Please refer to Appendix 1 Planned Capital Improvement Projects 2008/2009, Page 23 for key to fund abbreviations .. . ,-,~,.~.."",,,,,,,,",,,,,,,,-,,,,,,,,-,,,,,,,,,,,,,,,,"-,~~,,,,,,,,,,,, !III'I .. CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 !I"" ... 09-08 08-09 Shoreline Pathway, Roadway, Parking Improvements !III'I Correct drainage problems and damage due Shoreline $160 II to differential settlement; provide pathway, Community roadway and parking related amenities. ... lit 09-09 08-09 Forestry Maintenance Program and Street Tree Replanting !I"" Contract for pruning, removing, C/C Tax $170 II stumping, purchasing, and replanting approximately 800 to 1,000 medium to !III'I large trees within the City. Maintain .. trees damaged by freezing, disease, ... drought and other natural causes. .. 09-10 08-09 Shoreline Landfill Cap - Maintenance and Repairs Regulatory mandates of the Bay Area Air Shoreline $105 .. Quality Management District and the Community .. Regional Water Quality Control Board .. require the City to protect the integrity of the landfill cap and prevent surface .. emissions by regrading, filling, - recompacting, and making other improvements. .. .. 09-11 08-09 Developer Reimbursements Construction of street and utility C/C Tax $25 !IIIW improvements concurrent with private Water 25 .. development. Adjacent properties Wastewater 25 benefiting from street and utility Storm .. improvements will be required to Construct. 25 lit reimburse the City for the improvements. !III'I 09-12 08-09 Street Lane Line and Legend lit Repainting .. Annual repainting City street lane lines and CIP Reserve $250 .. legends. .. 09-13 08-09 Landfill Gas/Leachate System III Repairs and Improvements Annual repairs and improvements to large Shoreline $105 ... components of the landfill gas and leachate Community .. system. 11II ... Please refer to Appendix I Planned Capital Improvement Projects 2008/2009, Page 24 11II for key to fund abbreviations ... - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 .- 09-14 08-09 Facilities Maintenance Plan - Repair, replace, or maintain City facilities C/C Tax $350 - (HV AC, roofs, carpets, plumbing, etc.) Shoreline 100 Community .. .. 09-15 08-09 Annual Traffic StudieslNTMP Improvements .. This project funds traffic calming devices CIP Reserve $105 .. on neighborhood, local, and residential streets in conformance with the .. Neighborhood Traffic Management .. Program, and annual contracts with traffic .. consultants to assist the Traffic Section with neighborhood traffic issues. 11II .. 09-16 08-09 Maintenance Agreement for JPBNT A Transit Center - Reimbursement of City expenses by Other $100 .. JPBNT A. (Reimbursement) .. 09-17 Shoreline Infrastructure Maintenance .. Maintenance of water lines, sewer lines, Shoreline $200 . storm drainage system, water system Community supplying the sailing lake. .. .. 09-18 Information Technology Computer Projects C/C Tax $150 .. Future information services projects. Water 100 11II Wastewater 100 Solid Waste 25 ... Shoreline 25 IIllI Community ... 09-19 Biannual Park 11II Renovations/Improvements C/C Tax $120 - Biannual repairs and improvements to City .. parks. - 09-20 Resurface Tennis Courts at Cuesta Park - Periodic routine tennis court resurfacing. C/C Tax $85 .. 09-21 Downtown Traffic Study .. Conduct traffic, pedestrian, and bicycle Gas Tax $150 counts at various locations downtown to ... determine new traffic patterns after recent IIllI roadway improvements and developments. .. .. Please refer to Appendix 1 Planned Capital Improvement Projects 2008/2009, Page 25 for key to fund abbreviations . . 1..ili 1i1't ... .. CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 ... Item Proiect Description Fundine: 2008/2009 ... Source 09-22 Rengstorff Avenue Grade Separation .. Environmental Study III Environmental study of the Rengstorff Gas Tax $250 Grade Separation. .. .. Capital Improvement Proiects .. 09-23 Miscellaneous Water Main/Service Line .. Replacement Replace corroded and/or undersized cast Water $1,100 ... iron pipe water mains on various streets. III The replacements will include water ... services, fire hydrants and saddle replacements. .. ... 09-24 Miscellaneous Storm/Sanitary Sewer .. Main Replacement Repair and replace storm and sanitary sewer Wastewater $1,300 ... pipes, manholes and systems identified by III the City's annual line televising program. ... 09-25 Relocate Shoreline Material Storage .. Facility Site selection, design and relocation of the Shoreline $500 ,. Shoreline Material Storage due to potential Community III displacement by athletic field development. - 09-26 Stevens Creek Trail Sleeper to .. DalelHeatherstone Construction Construction of an extension of Stevens C/C Tax $2,775 ... Creek Trail across Route 85 from Sleeper Shoreline 1,125 .. Open Space to Dale/Heatherstone. Community Other (Grants) 600 ... .. 09-27 TDA Projects ,. Annual bike/pedestrian proj ects funded by C/C Tax $10 guaranteed Transportation Development Other 50 .. Act funds. (Reimbursement) 11IIII . 09-28 Fire Station No.5 Construction Construction of a permanent Fire Shoreline $4,500 - Department facility in the North Bayshore Community III Area. ... .. Please refer to Appendix I Planned Capital Improvement Projects 2008/2009, Page 26 .. for key to fund abbreviations .. - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 wi. Item Proiect Description Fundine: 2008/2009 - Source "'. 09-29 California St./Escuela Ave. and .. California St.lOrtega Ave. Traffic Signal .- Modifications Modification of existing traffic signal CIP Reserve $325 .. controllers, signal heads and loop detectors - on California Street. .. 09-30 Shoreline Blvd. ECR to Central - Expressway, Replacement of Sidewalks, - Curbs and Gutters, Design & Const. Design and construct new sidewalks, curbs C/C Tax $700 - and gutters on Shoreline Blvd. between EI - Camino Real and Central Expressway. - 09-31 Crittenden Park (West Field) Turf .. Replacement, Design and Construction .- Replace 3.16 acres of natural turf with C/C Tax $170 artificial turf. Parkland 1,230 .. . 09-32 Landels Restroom Install restrooms at Landels Park. Parkland $200 .. - Total $19.260 - . FY 2008/2009 PROJECTS FUNDING SUMMARY ... CIP Reserve Fund $1,490 . Construction/Conveyance Tax Fund 5,205 - Water Fund 1,510 Wastewater Fund 1,555 .. Storm Drain Fund 25 - Solid Waste Management Fund 25 - Gas Tax Fund 400 Shoreline Community Fund 6,870 ... Shoreline Golf Links Fund 0 - Parking District Fund 0 - Transit Zone Funding 0 Park Land Fund 1,430 .- Other Funding 750 - Total $19.260 .. - - Please refer to Appendix 1 Planned Capital Improvement Projects 2008/2009, Page 27 for key to fund abbreviations - . - - - - - iIlI - . - iIlI - .. .. - .... ,. .. .. filii - ... - - .. ,. - - .. - - .. .. .. .. .. ... - .. CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 Planned Capital Improvement Projects. 2009/2010 Note: All costs are shown in thousands and current year dollars. Proiect Proiect Description Bud2et Pa2e No. Infrastructure Maintenance. Studies and Technolo2V 10-01 09-10 Street Resurfacing Program $750 29 10-02 09-10 Traffic Signal Replacements/Modifications $70 29 10-03 09-10 Slurry Seal Program $110 29 10-04 09-10 Water System Improvements $285 29 10-05 09-10 Wastewater System Improvements $130 29 10-06 09-10 Concrete Sidewalk/Curb Repairs $500 29 10-07 09-10 Parks Pathway Resurfacing $80 30 10-08 09-10 Shoreline Pathway, Roadway, Parking Improvements $160 30 10-09 09-10 Forestry Maintenance Program and Street Tree Replanting $170 30 1 0-1 0 09-10 Shoreline Landfill Cap Maintenance and Repairs $105 30 1 0-11 09-10 Developer Reimbursements $100 30 10-12 09-10 Street Lane Line and Legend Repainting $250 30 1 0-13 09-10 Landfill Gas/Leachate System Repairs & Improvements $105 31 1 0-14 09-10 Facilities Maintenance Plan $450 31 1 0-15 09-10 Annual Traffic Studies/NTMP Improvements $105 31 10-16 09-10 Maintenance Agreement for JPBNT A Transit Center $100 31 10-1 7 Shoreline Infrastructure Maintenance $200 31 1 0-18 Information Technology Computer Projects $400 31 1 0-19 Biannual Median Renovations and Roadway Landscape Renovations $80 32 10-20 Biannual Good Neighbor (GNF) Fence Replacements $40 32 Capital Improvement Proiects 10-21 Miscellaneous Water Main/Service Line Replacement $1,100 32 10-22 Miscellaneous Storm/Sanitary Sewer Main Replacement $1,300 32 10-23 TDA Projects $60 32 10-24 Athletic Field, Construction $3,000 32 TOTAL PROJECTS $9,650 Planned Capital Improvement Projects, 2009/10, Page 28 - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 .. .. Planned Capital Improvement Proiects~ 2009/2010 NOTE: All costs are shown in thousands and current year dollars. Item Proiect Description Fundin2: 2009/2010 Source Infrastructure Maintenance. Studies and Technolo2:V 10-01 09-10 Street Resurfacing Program Install asphalt concrete and fog seal CIP Reserve $700 overlays, raise utilities and monuments. Shoreline 50 Also includes City facility parking lot Community resurfacing. 10-02 09-10 Traffic Signal ReplacementslModifications CIP Reserve $70 Replace traffic signal controllers, related equipment and traffic detector loops. Includes minor modifications to existing traffic signals to improve traffic safety. 10-03 09-10 Slurry Seal Program Apply slurry seal to selected street surfaces CIP Reserve $110 and City facility parking lots as required. 10-04 09-10 Water System Improvements Scheduled replacement of water system Water $285 components and minor unscheduled improvements to the City's water system. 10-05 09-10 Wastewater System Improvements Unscheduled improvements/repairs to the Wastewater $130 City's wastewater collection and pumping system. 10-06 09-10 Concrete Sidewalk/Curb Repairs Replace deteriorated sidewalks and repair C/C Tax $500 concrete curbs, gutters, and sidewalks displaced by street tree growth, and/or failure of City-owned utilities. Wi - . - .. - .. - - ... - ..... - .. - .. .. - - - .. ~ .. .. - .- ... .. - .. .. - Please refer to Appendix 1 For key to funding abbreviations Planned Capital Improvement Projects 2009/2010, Page 29 .. - .. ,. -- -~ - .. CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 - - Item Proiect DescriDtion Fundine: 2009/2010 Source .... 10-07 09-10 Parks Pathway Resurfacing .. Renovate various park pathways within C/C Tax $80 City parks. ... .. 10-08 09-10 Shoreline Pathway, Roadway, Parking Improvements - Correct drainage problems and damage due Shoreline $160 .. to differential settlement; provide pathway, Community roadway and parking related amenities. ... - 10-09 09-10 Forestry Maintenance Program and Street Tree Replanting IIoil Contract for pruning, removing, C/C Tax $170 - stumping, purchasing, and replanting approximately 800 to 1,000 medium to :1I!.l large trees within the City. Maintain .. trees damaged by freezing, disease, .. drought and other natural causes. .. 10-10 09-10 Shoreline Landfill Cap "'"" Maintenance and Repairs Regulatory mandates of the Bay Area Shoreline $105 - Air Quality Management District and the Community - Regional Water Quality Control Board require the City to protect the integrity of ... the landfill cap and prevent surface ... emissions by regrading, filling, .- recompacting, and making other improvements. ~ 10-11 09-10 Developer Reimbursements .. Construction of street and utility C/C Tax $25 ... improvements concurrent with private Water 25 development. Adjacent properties Wastewater 25 - benefiting from street and utility Storm .. improvements will be required to Construct. 25 .. reimburse the City for the improvements. .. 10-12 09-10 Street Lane Line and Legend ... Repainting Annual repainting City street lane lines and CIP Reserve $250 .... legends. - - ... Planned Capital Improvement Projects 2009/2010, Page 30 Please refer to Appendix 1 - For key to funding abbreviations ~ - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 20 I 0/11 .. - - Item Proiect Description Fundine: 2009/2010 Source ., - 10-13 09-10 Landfill Gas/Leachate System Repairs and Improvements .. Annual repairs and improvements to large Shoreline $105 - components of the landfill gas and leachate Community system. .. .. 10-14 09-10 Facilities Maintenance Plan Repair, replace, or maintain City facilities C/C Tax $350 - (HV AC, roofs, carpets, plumbing, etc.) Shoreline 100 .. Community ... 10-15 09-10 Annual Traffic Studies/NTMP .. Improvements This project funds traffic calming devices CIP Reserve $105 lirA on neighborhood, local, and residential .... streets in conformance with the Neighborhood Traffic Management - Program, and annual contracts with traffic .- consultants to assist the Traffic Section with - neighborhood traffic issues. - 10-16 09-10 Maintenance Agreement for - JPBNT A Transit Center Reimbursement of City expenses by Other $100 - JPBNT A. (Reimbursement) .. 10-17 Shoreline Infrastructure Maintenance - Maintenance of water lines, sewer lines, Shoreline $200 b,'::t storm drainage system, water system Community . supplying the sailing lake. - 10-18 Information Technology Computer - Projects C/C Tax 150 Future information services projects. Water 100 - Wastewater 100 .. Solid Waste 25 Shoreline 25 ,. Community - - .. - Planned Capital Improvement Projects 2009/2010, Page 31 .. Please refer to Appendix 1 For key to funding abbreviations - IlL - .... CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 .. .. Item Proiect Description Fundine: 2009/2010 Source - 10-19 Biannual Median Renovations and .. Roadway Landscape Renovations C/C Tax $80 Biannual repairs and improvements to - roadway medians and landscaping. .. 10-20 Biannual Good Neighbor Fence .. Replacements .. Periodic program to replace C/C Tax $40 damaged/old/substandard fences bordering .- City property. .. ... Capital Improvement Proiects .. 10-21 Miscellaneous Water Main/Service Line ,... Replacement .. Replace corroded and/or undersized cast Water $1 ,100 .. iron pipe water mains on various streets. .. The replacements will include water services, fire hydrants and saddle - replacements. .. 10-22 Miscellaneous Storm/Sanitary Sewer ... Main Replacement Repair and replace storm and sanitary sewer Wastewater $1,300 .. pipes, manholes and systems identified by - the City's annual line televising program. - 10-23 TDA Projects - Annual bike/pedestrian projects funded by C/C Tax $10 .. guaranteed Transportation Development Other 50 Act funds. (Reimbursement) .... .. 10-24 Athletic Field, Construction Construct new athletic fields at site of Shoreline $3.000 - Shoreline materials storage (6-acre site) or Community .- at Whisman School. ... .. Total $9.650 .. .. "'" .. Planned Capital Improvement Projects 2009/2010, Page 32 Please refer to Appendix 1 .... For key to funding abbreviations '*- - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 FY 2009/2010 PROJECTS FUNDING SUMMARY CIP Reserve Fund Construction/Conveyance Tax Fund Water Fund Wastewater Fund Storm Drain Fund Solid Waste Management Fund Gas Tax Fund Shoreline Community Fund Shoreline Golf Links Fund Parking District Fund Transit Zone Funding Park Land Fund Other Funding Please refer to Appendix 1 For key to funding abbreviations ~ - .... .. .. $1,235 1,405 1,510 1,555 25 25 o 3,745 o o o o 150 - .. - . .. .. - .. .... - - Total $9.650 - .. .. .. - - . - .. III .. lilt - .. - .. .. .. .. Planned Capital Improvement Projects 2009/2010, Page 33 .. .. ., - .. .. .. filii .. - - - ... - .. .. ... ". .. .. .. I/fIIII ... I/IfIIII4 - ... .. - - - .. - ... - .. ... .. "" - - .. "1.....-",,,,,,.;..,...,..,..,,,,,,,, CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 Planned Capital Improvement Proiects. 2010/2011 Note: All costs are shown in thousands and current year dollars. Project Project Description Bude:et Pae:e No. Infrastructure Maintenance. Studies and Technoloe:v 11-01 10-11 Street Resurfacing Program $700 35 11-02 10-11 Traffic Signal Replacements/Modifications $70 35 11-03 10-11 Slurry Seal Program $110 35 11-04 10-11 Water System Improvements $285 35 11-05 10-11 Wastewater System Improvements $130 35 11-06 10-11 Concrete Sidewalk/Curb Repairs $500 35 11-07 10-11 Parks Pathway Resurfacing $80 35 11-08 10-11 Shoreline Pathway, Roadway, Parking Improvements $160 36 11-09 10-11 Forestry Maintenance Program and Street Tree Replanting $170 36 11-10 10-11 Shoreline Landfill Cap Maintenance and Repairs $105 36 11-11 10-11 Developer Reimbursements $100 36 11-12 10-11 Street Lane Line and Legend Repainting $250 36 11-13 10-11 Landfill Gas/Leachate System Repairs & Improvements $105 36 11-14 10-11 Facilities Maintenance Plan $450 37 11-15 10-11 Annual Traffic StudieslNTMP Improvements $105 37 11-16 10-11 Maintenance Agreement for JPBNT A Transit Center $100 37 11-17 Shoreline Infrastructure Maintenance $200 37 11-18 Information Technology Computer Projects $400 37 11-19 Biannual Park Renovations/Improvements $120 37 11-20 Resurface Tennis Courts at RengstorffPark $65 37 Capital Improvement Projects 11-21 Miscellaneous Water Main/Service Line Replacement $1,100 38 11-22 Miscellaneous Storm/Sanitary Sewer Main Replacement $1,300 38 11-23 TDA Projects $60 38 TOTAL PROJECTS $6,665 Planned 2010/2011 Capital Improvement Projects, Page 34 - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 \WIll Planned Capital Improvement Proiects~ 2010/2011 - NOTE: All costs are shown in thousands and current year dollars. iliiili - Item Proiect Description Fundin2 2010/2011 - Source .. Infrastructure Maintenance. Studies and .. Technolo2V - 11-01 10-11 Street Resurfacing Program lIIllIl Install asphalt concrete and fog seal CIP Reserve $700 overlays, raise utilities and monuments. - Also includes City facility parking lot ... resurfacing. .. 11-02 10-11 Traffic Signal ~~~ ReplacementslModifications CIP Reserve $70 Replace traffic signal controllers, related ., equipment and traffic detector loops. - Includes minor modifications to existing - traffic signals to improve traffic safety. .. 11-03 10-11 Slurry Seal Program - Apply slurry seal to selected street surfaces CIP Reserve $110 and City facility parking lots as required. - - 11-04 10-11 Water System Improvements .. Scheduled replacement of water system Water $285 components and minor unscheduled i.!It improvements to the City's water system. ... 11-05 10-11 Wastewater System Improvements '. Unscheduled improvements/repairs to the Wastewater $130 - City's wastewater collection and pumping system. - - 11-06 10-11 Concrete Sidewalk/Curb Repairs Replace deteriorated sidewalks and repair C/C Tax $500 - concrete curbs, gutters, and sidewalks .-- displaced by street tree growth, and/or failure of City-owned utilities. - .. 11-07 10-11 Parks Pathway Resurfacing Renovate various park pathways within C/C Tax $80 - City parks. - ... .. Please refer to Appendix 1 Planned Capital Improvement Projects 2006/2011, Page 35 for key to fund abbreviations MIl .. .. CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 .. Item Proiect Description Fundin2 2010/2011 .- Source .. 11-14 10-11 Facilities Maintenance Plan - Repair, replace, or maintain City facilities C/C Tax $350 .. (HV AC, roofs, carpets, plumbing, etc.) Shoreline 100 Community .- - 11-15 10-11 Annual Traffic StudieslNTMP Improvements .. This project funds traffic calming devices CIP Reserve $105 .. on neighborhood, local, and residential streets in conformance with the - Neighborhood Traffic Management - Program, and annual contracts with traffic consultants to assist the Traffic Section with .. neighborhood traffic issues. 11-16 10-11 Maintenance Agreement for .' JPBNT A Transit Center -- Reimbursement of City expenses by Other $100 JPBNTA. (Reimbursement) .. .. 11-17 Shoreline Infrastructure Maintenance .- Maintenance of water lines, sewer lines, Shoreline $200 storm drainage system, water system Community .. supplying the sailing lake. .. 11-18 Information Technology Computer . Projects ... Future information services projects. C/C Tax $150 Water 100 ... Wastewater 100 lie Solid Waste 25 Shoreline 25 . Community - .. 11-19 Biannual Park RenovationslImprovements Water $120 - Biannual repairs and improvements to City ;lliIIl parks. - 11-20 Resurface Tennis Courts at Regnstorff .. Park C/C Tax $65 Periodic routine tennis court resurfacing. .. ... .. - Please refer to Appendix I Planned Capital Improvement Projects 2006/2011, Page 37 for key to fund abbreviations .. .. - - CAPlT AL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 TIIROUGH 2010/11 ... .. Item Proiect Description Fundin2 2010/2011 - Source .. Capital Improvement Proiects - 11-21 Miscellaneous Water Main/Service Line - Replacement - Replace corroded and/or undersized cast Water $1,100 .. iron pipe water mains on various streets. The replacements will include water - services, fire hydrants and saddle .. replacements. . 11-22 Miscellaneous Storm/Sanitary Sewer ,.. Main Replacement Repair and replace storm and sanitary sewer Wastewater $1,300 - pipes, manholes and systems identified by -- the City's annual line televising program. - 11-23 TDA Projects ... Annual bike/pedestrian projects funded by C/C Tax $10 guaranteed Transportation Development Other 50 - Act funds. (Reimbursement) - Total $6.665 .. .. - FY 2010/2011 PROJECTS .. FUNDING SUMMARY CIP Reserve Fund $1,235 .. Construction/Conveyance Tax Fund 1,350 ... Water Fund 1,630 - Wastewater Fund 1,555 Storm Drain Fund 25 - Solid Waste Management Fund 25 Gas Tax Fund 0 - Shoreline Community Fund 695 - Shoreline Golf Links Fund 0 .. Parking District Fund 0 Transit Zone Funding 0 ... Park Land Fund 0 .. Other Funding 150 - .- Total $6.665 ... Please refer to Appendix 1 Planned Capital Improvement Projects 2006/2011, Page 38 - for key to fund abbreviations .. - - ,. - City of Mountain View .. .. Capital Improvement Program Adopted 2006/2007, Planned 2007/08 Through 2010/11 .. .. - .. This page left blank intentionally .. .. .. .- - .. - .. - - - .. - - - iIlIii - .. - .. - - .. IIiiilIP - .. - .. CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 - .. .. Summary of Funds ReturniD!! to FUDdiD!! Sources: .. ... Closed projects provide significant revenues for newly proposed projects. The amounts shown below come from the list of projects on the following page. .. - .. - Funds Funding Sources Returned CIP Reserve Fund $598 Construction/Conveyance Tax Fund $391 Water Fund $47 Wastewater Fund $223 Storm Drain Construction Fund $21 Solid Waste Management Fund $57 Gas Tax Fund $0 Shoreline Community Fund $23 Shoreline Golf Links Fund $151 Parking District Fund $6 Downtown Revitalization District Fund $0 Parkland Dedication Fund $0 Other Sources $6 - .. - 4IlIr - .. - .. - - - - - - .. ,- - ~ .. - .., Total of Funds Returning to Sources From Projects Closed at June 30, 2006 $1,524 ... .. .. ... .. .. Summary of Funds Returning to Funding Sources at June 30,2006, Page 39 - .. - - .. .. - 4... "". .. - .. - .. .. ... - - - MIl - ... - MIl - .. - - - .. ... ., ... - - ... ... .. - ... CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 Proiects to Close All Numbers are in thousands (1,000) CIPs to be closed on June 30, 2006 Project Sponsor Balance At Balance of Number Proiect Title Department 3/31/2006 Closed Proj 97-45 Miramonte Reservoir Desilm, Phase I Public Works $26 $26 99-33 Emerl!:encv Power Suoolv, Phase III Public Works $25 $25 00-36 Evelvn Ave. Imor. Construction (Calderon to Pioneer) Public Works $65 $65 00-43 Shoreline Lake Suoolv Branch Line (at Boat Launch Ramp) Public Works $0 $0 00-45 City-Wide Traffic Model Uodate Public Works $1 $1 00-50 San Antonio Looo Construction Public Works $8 $8 01-22 Storm Drain Master Plan Public Works $43 $43 01-35 Construct New Permanente Creek Bridge Public Works $1 $1 01-48 Evelvn Ave. Impr. Construction Pioneer to Bernardo Public Works $771 $771 02-02 2001-02 Traffic Signal ReolacementslModifications Public Works $0 $0 02-39 Electric Service for Golf Carts Comm. Svcs. $150 $150 02-44 Rengstorff Avenue Grade Seoaration Feasibility Review Public Works $3 $3 03-04 02-03 Water Svstem Imorovements Public Services $0 $0 03-10 Shoreline Landfill Cap Maintenance and Repairs Public Works $0 $0 03-11 2002-03 Developer Reimbursements Public Works $84 $84 03-14 2002-03 Facilities Maintenance Plan Public Works $0 $0 03-15 2002-03 Annual Traffic StudvINTMP Improvements Public Works $0 $0 03-21 2002-03 Insta1l2-Wav Sewer Lateral Clean-outs Public Works $12 $12 03-34 Flare Station Microturbine Public Works $114 $114 03-35 Sewal!:e Pump Station Microturbine Public Works $112 $112 04-03 2003-04 Slurrv Seal Program Public Works $6 $6 04-06 2003/04 Concrete Sidewalk/Curb Repairs Public Works $36 $36 04-12 2003-04 Street Lane Line and Legend Repainting Public Works $19 $19 04-14 2003-04 Facilities Maintenance Plan Public Works $1 $1 04-15 2003-04 Annual Traffic StudvlNTMP Improvements Public Works $0 $0 04-17 Shoreline Infrastructure Maintenance Public Works $0 $0 04-23 Misc. Water Main/Service Line Replacement Public Works $0 $0 04-35 2003-04 IDA Proiects Public Works $5 $5 04-36 Safe Routes to School Public Works $0 $0 04-37 ADA Plavl!:found Imorovements, Ph. IV, Design and Construction Comrn. Svcs. $0 $0 05-03 2004-05 Slurrv Seal Prol!:fam Public Works $10 $10 05-15 Annual Traffic StudieslNTMP Improvements Public Works $0 $0 05-19 RengstorffPark Tennis Courts Resurfacing Public Works $19 $19 05-34 Countdown Pedestrian Silmals/Access Ramps Public Works $1 $1 05-41 Improve Allevway-236 Castro Street Public Works $12 $12 Total of Closed Proiects $1,524 $1,524 Projects to Close, June 30, 2006, Page, 40 - - .. .. CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 Unscheduled Proiects NOTE: Estimated costs relate to the particular year that the project was proposed and are not necessarily 2006/2007 dollars. Projects moving from the Unscheduled list to the Five- Year Program would require updated cost estimates. - - - - - ... Item - ... - US-I US-2 US-3 US-4 US-S US-6 US-7 US-8 US-9 US-IO US-ll US-12 US-13 US-14 US-IS US-16 US-17 US-18 US-19 US-20 ..., - .... - - - - - - - .. ~ ... - .. - - - - - ... - - - - PROJECT LIST A = ITEMS US- I TO US-20 PROJECT LIST B = ITEMS US-21 TO US-37 Proiect Description Estimated Cost Evelyn Avenue Median Landscaping, Pioneer Way to Moorpark Rengstorff Park MaintenanceIRestroom Building Rengstorff Aquatic Facility, Design and Construction Community Center, Construction CPA-Second Stage Support Space Addition, Design CPA-Second Stage Support Space Addition, Construction San Antonio Road Median Improvements, Design & Construction City Wide Gateway Study Calderon Median (Dana to Evelyn) Middlefield Road Median Refurbishment (Moffett to Shoreline) Easy Street/Gladys Intersection Reconfiguration Shoreline/Stierlin Landscaping Refurbishment Del Medio Park-Design and Development North California/Central Area Park-Design & Development Irrigation Pump Station-Ugrades and Additions Park Dr./Miramonte Ave. Intersection Realignment Miramonte Traffic Signal Relocation N/E Comer Moffett Blvd./Central Expwy. Eliminate Free RT Lane So. Shoreline Blvd. Design Study, EI Camino to Villa St. Light Rail Trail Lighting, Pacific Drive to MaC $225 $300 $1,000 $15,500 $200 $725 $533 $85 $260 $350 $150 $695 $500 $500 $550 $122 $260 $289 $125 $221 Sub-Total of Project List A $22,590 Unscheduled Projects, Page 41 Item US-21 US-22 US-23 US-24 US-25 US-26 US-27 US-28 US-29 US-30 US-31 US-32 US-33 US-34 US-35 US-36 US-37 ~ CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 TIIROUGH 20IO/ll Proiect Description Burgoyne Street Reconstruction Castro Street Modifications, EI Camino Real to Miramonte Ave. Charleston Rd. Retention Basin Interconnect Trail to Stvns. Cr. Trail Emily Drive Curb, Gutter, and Sidewalk Reconstruction Fairchild Drive Sanitary Sewer Parallel Pipe Grant Road Sanitary Sewer Parallel Pipe Leong Drive Curb and Sidewalk Reconstruction North Shoreline Blvd.-Central Expressway Ramps Rengstorff Avenue Traffic Signal Interconnect Replacement of Surface Drain Pipes Upgrade Shoreline Boulevard Landscaping on Overpass over Central Expressway Shoreline Boulevard Sanitary Sewer Parallel Pipe Upgrade Whisman Blvd. Landscaping on Overpass Over Central Expressway Whisman Road Pressure-Reducing Station Rex Manor Park Expansion Landels Trail/Pathway Reconstruction, Design Pedestrian Bridge Over Central Expressway Lighting SUBTOTAL of List B TOTAL OF ALL UNSCHEDULED PROJECTS '~"'~ ... - Estimated Cost -" WIlt $530 $260 $450 $225 $275 $90 $320 $4,550 $225 $1,800 $560 ... .. ... - - - .. .. - lIiiIII" $175 $293 .. .. $105 $500 $100 $158 - - - . $10,616 ... - $33.206 .. - - - - ..," ... - - .. .. .. ... Unscheduled Projects, Page 42 .. - .. CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 .. .., - - Unscheduled Projects - - PROJECT LIST A = Items US-l to US-20 Projects with a IDGHER Probability of Obtaining Funding Within the 5- Year Program. PROJECT LIST B = Items US-21 to US-37 Projects with a LOWER Probability of Obtaining Funding Within the 5- Year Program. .. -- - ... NOTE: Estimated costs relate to the particular year that the project was proposed and are not necessarily 2006/2007 dollars. Projects moving from the Unscheduled Project list to the Five- Year Program would require updated cost estimates. - llIIilI Item Project Description Estimated Costs - .... PROJECT LIST A = Items US-l to US- 22 .... - Projects with a IDGHER Probability of Reauirine: Fundine: Within the 5- Year Proe:ram - .. ".. US-l Evelyn Avenue Median Landscaping Pioneer Way to Moorpark · Install irrigation and complete median landscaping. $225 ~ - US-2 Rengstorff Park Maintenance/Restroom Building Replace heavily used and undersized maintenance building and old non-ADA compliant restroom $300 .. - .. US-3 Rengstorff Aquatic Facility, Design and Construction Rebuild facilities including restrooms and sewage, HV AC, swimming water filtration system, locker rooms, and staff areas. $1,000 - .., - US-4 Community Center, Construction Construct new community center. $15,500 .. - .... US-5 CPA-Second Stage Support Space Addition, Design Design improvements to expand the building's dressing rooms, rest rooms, greenroom space, and the screen the loading dock area. Also provides a buffer between the Second Stage and Park Stage to use facilities simultaneously. $200 .. - .. .. - Unscheduled Projects, Page 43 - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 US-6 CPA-Second Stage Support Space Addition, $725 Construction Construct improvements designed by previous project. US-7 San Antonio Road Median Improvements, Design & $533 Construction Design and construct refurbishments and upgrades to landscaping and irrigation between EI Camino Real and Central Expressway overpass. US-8 City Wide Gateway Study $85 Evaluate potential gateway locations, gateway design concepts and construction estimates for future implementation. US-9 Calderon Median (Dana to Evelyn) $260 Install raised medians and left turn pockets to reduce pavement and provide landscaping. US-IO Middlefield Road Median Refurbishment (Moffett to Shoreline) $350 Refurbish median landscaping and irrigation. US-II Easy Street/Gladys Intersection Reconfiguration $150 Revise curb return to make intersection at 90-degree angle from Easy Street to Gladys. US-12 Shoreline/Stierlin Landscaping Refurbishment $695 Upgrade and renovation of irrigation and refurbishment of plant materials and hardscape. US-13 Del Medio Park-Design and Development $500 Design and develop a neighborhood park. US-I4 North California/Central Area Park-Design and Development $500 Design and develop a neighborhood park. US-IS Irrigation Pump Station-Upgrades and Additions $550 Design and construct improvements for the irrigation pump station to enhance reliability and efficiency. US-I6 Park Dr./Miramonte Ave. Intersection Realignment $122 Remove existing traffic island, realign Miramonte Ave., relocate sidewalk, streetlights, curb ramp and storm drain modifications. Unscheduled Projects, Page 44 - "- .. .. - - - - - .. - - .. - - ... .. . - - .. .. .. - .. .. - .. - -. ., .. .. .. .. . - .. - - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 - US-17 Miramonte Traffic Signal Relocation Relocate mid-block pedestrian traffic signal south of Rose A venue to the intersection of Miramonte and Madison as a full intersection traffic signal. $260 .. - .. - US-18 N/E Corner Moffett Blvd./Central Expwy. Eliminate Free Right-turn Lane Improve pedestrian safety crossing Central Expressway to Caltrain, Light Rail and the Adobe Building. $289 - ... ... .. US-19 So. Shoreline Blvd. Design Study, El Camino to Villa Street Prepare a comprehensive study of landscape improvements associated with City-owned parcels, sidewalks, street trees, irrigation and the street medians. $125 - ... .... - US-20 Light Rail Trail Lighting, Pacific Drive to MOC Landscaping and fencing to improve safety and appearance of trail. $221 ow .... - - Sub-Total of Projects with a Higher Probability of Requiring Funding Within the 5- Year Proe:ram Gtems US-l to US-20. Proiect List A) $22,590 ... ...... ... PROJECT LIST B = Items US-21 to US-37 - Proiects with a LOWER Probability of Reauirine: Fundine: Within the 5- Year Proe:ram .. - - US-21 Burgoyne Street Reconstruction Reconstruction of Burgoyne Street from Montecito A venue to Hackett A venue. Improvements consist of the installation of new AC pavement, replacement of the existing cast iron water main, and minor reconstruction of curb, gutter and sidewalk sections. $530 .. - ... .... .... US-22 Castro Street Modifications, El Camino Real to Miramonte Avenue Reduce travel lanes from two to one in each direction, widening the existing medians and adding bicycle lanes. $260 - - .. - .. - Unscheduled Projects, Page 45 - - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 ... US-23 Charleston Road Retention Basin Interconnect Trail $450 .. to Stevens Creek Trail - Improvements to existing 3/4 mile path around Charleston - Road retention basin to connect the East end of the path to the Stevens Creek Trail. Includes installation of ., pedestrian/observation crossing, a new parcourse cluster - and adequate drainage. .. US-24 Emily Drive Curb, Gutter and Sidewalk $225 - Reconstruction .. Design and reconstruct curb and sidewalk on Emily Drive. - .- US-25 Fairchild Drive Sanitary Sewer Parallel Pipe $275 Installation of 330 linear feet of 12 inch sewer lines on . Fairchild Drive between National Avenue and Whisman .. Road and 190 linear feet of parallel 21 inch sanitary sewer line between Whisman Road and Tyrella Avenue. .. ..., US-26 Grant Road Sanitary Sewer Parallel Pipe $90 ... Install 270' of parallel 10" sewer line on Grant Road between Martens A venue and Bentley Square. . - US-27 Leong Drive Curb and Sidewalk $320 Reconstruction - Design and reconstruction of curb and sidewalk on Leong .- Drive. .. US-28 North Shoreline Blvd.-Central Expressway Ramps $4,550 - Completion of the "missing" ramps in the North Shoreline .. Boulevard-Central Expressway interchange. The construction of the North Shoreline Boulevard .. overcrossing in 1970 did not include two ramps on the - south side of Central Expressway. In their place, two sets of traffic signals were installed on Central Expressway as .. a cost-saving measure. These ramps will permit direct - access to Shoreline Boulevard southbound for eastbound motorists on Central Expressway and to Central - Expressway eastbound for motorists travelling .... northbound on Shoreline Boulevard. - US-29 Rengstorff Avenue Traffic Signal Interconnect $225 .. Install interconnect conduit and cable along Rengstorff .. A venue between the intersections of Rengstorff Avenue .. and Montecito Avenue and Old Middlefield Way. Also install necessary interconnect equipment at traffic signals .- and at the traffic signals between these intersections. . Unscheduled Projects, Page 46 - .. - .. CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 -- - US-30 Replacement of Surface Drain Pipes $1,800 Replacement of City's surface drain pipes at intersections in the downtown area by installing catch basins, laterals and extending storm drain pipes, reconforming the street grade and constructing curb ramps. US-31 Upgrade Shoreline Blvd Landscaping on Overpass $560 over Central Expressway Renovate the County-installed landscaping within the cloverleaf, upgrade the irrigation system and the pathway lighting along all four sides of the overpass to further decrease the barren appearance along this major entrance to the downtown area. US-32 Shoreline Boulevard Sanitary Sewer Parallel Pipe $175 Install 490 linear feet of 18 inch diameter sewer pipe on Shoreline Boulevard between Space Park Way and Charleston Road and 15 linear feet of parallel 1 0 inch diameter sewer pipe on Shoreline Boulevard at Charleston Road. US-33 Upgrade Whisman Blvd. Landscaping on Overpass $293 over Central Expressway Renovate County-installed landscaping along the side slopes and in the islands, upgrade the irrigation system, and add landscaping to the overpass. US-34 Whisman Road Pressure-Reducing Station $105 Installation of a pressure reducing station on Whisman Road near Sherland A venue complete with telemetry to control flow from Zone 4 pressure supply into Pressure Zone 1. US-35 Rex Manor Park Expansion $500 Improve neighborhood park facilities by increasing size from .41 acres to .85 acres. US-36 Landels TraillPathway Reconstruction, Design $100 Design pathway, trail access and rest room improvements at Landels School for Stevens Creek Trail. .. - .. - - - - - ~ - WI' - ... IMo .. - .. - .. - .. -- .. - .... .. - .. - .. - ., - Unscheduled Projects, Page 47 ... CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 US-37 Pedestrian Bridge Over Central Expressway Lighting Install lighting on Stevens Creek Trail bridge crossing Caltrain tracks, Central Expressway, and Evelyn Avenue. Sub-Total of Projects with a Lower Probability of Requiring Funding Within the 5- Y ear Pro~ram Utems US-21 to US-37 Proiect List B) TOTAL Unscheduled Projects US-l through US-37, Projects from List A and List B ~ 1<i'!l1I .. $158 \Ii. - .. - $10,616 - - ~ $33.206 - """l' ... '. - -- . . - - - - - ... - ,. - - - - - .. - - ,. .. - Unscheduled Projects, Page 48 ... - ... CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 - .. APPENDIX LIST - .. 1. . Key to Funding Abbreviations. - - . Pie Chart Summarizing Funding for Capital Improvement Program- Proposed 2006/2007 through 2010/2011. - - . Spreadsheet for Capital Improvement Program - Proposed 2006/2007 through 2010/2011. - - - 2. Cost of Capital Improvement Projects. .. 3. Fire Station No.5, Design and Construction. - .. 4. Permanente Creek Bike/Pedestrian Overcrossing Highway 101, Project 06-33. - 5. Stevens Creek Trail - Status of Current Project and Next Steps. .. - 6. Police/Fire Building Improvements. .. 7. Geographic Information System Update/Data Archiving, Project 07-23 - - 8. Storm Drain Master Plan Implementation Strategy, Project 07-24. - 9. Feasibility Study for Central Expressway/San Antonio Road Bike/Pedestrian Tunnel, Project 07-25. .. - 10. Library Space Reallocation, Project 07-38. .. - 11. Bicycle Park, Project 07-44 .. - .. - ... - - - .. - - - .. - CAPITAL IMPROVEMENT PROGRAM ADOPTED 2006/2007, PLANNED 2007/08 THROUGH 2010/11 ... - - - ... - KEY TO FUNDING ABBREVIATIONS ... - Due to space limitations within certain sections of this document, fund titles are abbreviated. Please refer to the key below for explanations of those abbreviations. .. - - CIP Reserve = Capital Improvement Reserve Fund C/C Tax or Constr. 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H!.' = . 0 ~ .~ . d ;: . I I' ~'l ! " ~ I j , I , il j j ! ~ J i P ~ :; ~ '" ~ 8 .s .. ~ > jh ~ul' 1) < . ~ ' 0 ~ .~~_~ II!, ~ ]' !'di~~ ~' H.pj~ I ~ < ~nL~l] .~ ~ ~ dlh iHhi!] JJ S; _~~!~Il~ ~ ~ I- '" ~ ~ '" ... '" - - - - - - - - - - - - p. ~~~~~~~~~~~~ i~*~'!i!j! .,H ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ;~~~~~~~ - - - I l Q .. o ~ f I Q d I I I I I I I I I I I I c> ~ ~ - Q !: - . ~ e t - . - ... ... . ,.; ...'" . - ; <>:::l:::l . . . . . . " ... ...;.. - ... - - - III """ ... - .. """ .. ... .. .... - ... - - - - .. - .. - .. - .. - .. - .. ..... ... ... .. .... III I. :..4<'. ..... ePe CITY OF MOUNTAIN VIEW MEMORANDUM DATE: March 15,2006 TO: Cathy R. Lazarus, Public Works Director FROM: Timothy Ko, Assistant Public Works Director SUBJECT: COST OF CAPITAL IMPROVEMENT PROJECTS In trod uction A major City goal this year is to conduct a review of the capital improvement project (CIP) development process and prepare an assessment of the costs of capital improvement projects, the components contributing to the overall costs and potential means for reducing CIP costs. This memo examines these topics and provides a basis for further discussion. Capital Improvement Projects Capital improvement projects include: (1) annual infrastructure investments to replace end-of-life infrastructure and fund major periodic improvements to maximize the life of City infrastructure; (2) capital improvement studies and master planning, and . (3) capital construction projects involving new construction or renovation of existing facilities: Since annual projects and studies are relatively straightforward, the focus of this review is on capital construction projects. Capital Improvement Project Implementation Implementation of a capital improvement project from inception to completion follows a progression through three main phases, each comprised of many steps.. The main phases are project inception, project development and project delivery. The process starts with project inception where project needs are identified and a proposal is submitted through the City's five-year Capital Improvement Program. After the proposed project is approved and is funded in the first year of the Program, it enters project development that shapes the concepts into a well-defined project, enabling refinement of the project scope and budget if necessary. The project is then ready for delivery, moving through design, plans and specifications, bid and construction. - .. Cathy R. Lazarus March 15, 2006 Page 2 .. .. .. Attachment 1 is a flow chart of the process for implementing capital improvement projects. It shows the three main phases and outlines the steps in each. Not all projects need to go through every step. Depending on project type, size and complexity, the actual process may involve rearranging, combining or omitting one or more activities in each phase. Some activities can occur concurrently. .. .. .. - To see how this process unfolds in an actual project, staff prepared a chronology of the California/Bryant Parking Structure project in Attachment 2. The chronology is divided into the three main phases and shows the actions taken and the time line for each phase. This example illustrates theamount of effort and length of time necessary to implement a major capital project from inception to completion. .. .. .. - .. Capital Improvement Project Cost Components - Mountain View establishes budgets for capital projects based on the total cost to deliver the project from inception to completion. Project costs include construction costs ("hard" costs), nonconstruction costs ("soft" costs), contingencies and City administration. .. .. .. .. Construction costs (hard cost) are estimates of costs in current dollars expected to be paid if the work is solicited through competitive bids according to the plans and specifications. For most projects, plans and specifications are not available at the time a budget is prepared. Therefore, construction cost in an initial budget is the best estimate based on average or comparable costs and other information available at the time of estimation. The accuracy of construction cost estimates vary at different stages of project development, ranging from order-of-magnitude amount in the early stage to fairly reliable figures during the later stages of project development and design. .. - .. - .. - Nonconstruction costs (soft cost) are other project related costs estirriated as a percent of construction costs. Soft costs are essential to project implementation and include, but are not limited to, costs for in-house and contract services for design, project management, construction management, other technical services, inspection and testing, and miscellaneous project expenses. To account for in-house costs, City project managers and engineers charge their time directly to their assigned projects. The combined nonconstruction costs as a percent of construction costs normally varies between 30 percent to 40 percent (depending on the size, complexity and duration of the project), but can be as high as 50 percent to 60 percent for projects with long durations and those requiring extensive studies, technical reports and permitting. .. - . - - - .. .. In addition to "hard" and "soft" costs, CIP budgets typically include contingency amounts for normal cost escalation and for changes and unforeseen conditions that may occur during design, bid and construction. Contingencies are spent only when .. - - - . I..~..;,,~.=~~.- - ... Cathy R. Lazarus ... March 15, 2006 ... Page 3 ... ill necessary and any unspent amount is returned to the funding sources when the project is completed and closed. ... .. A construction contingency (5 percent to 10. percent of construction cost estimate) is . always budgeted and covers changes and unanticipated conditions during.construction. It is also used for adjustments between estimated and actual quantities constructed under unit price contracts. A construction :contingency allows the construction engineer to make field changes without having to delay the work and return to the Council to allocate additional funds each time a field change is necessary. """ .. """ .. ... On some projects that are large and complex or have long durations, a design contingency and a project contingency may be included as separate line items in the project budget. The design contingency (5 percent to 10. percent of construction cost estimate) is an allowance for potential changes as a project moves from concept to detailed design to construction documents. A project contingency (5 percent to 10. percent of project cost) provides a cushion for future uncertainties and would cover all other unanticipated costs related to the project. Project contingencies are considered unallocated project balance and expenditure from this allowance requires authorization from Council. - - - .. .. - .. - The City administration costs for capital projects are indirect charges for support personnel who do not charge time directly to CIP project accounts. Administration charges reimburse the General Fund for indirect support to a project from City offices and departments, including City Manager, City Clerk, City Attorney, Public Works, Finance and Administrative Services, and others. Certain types of projects, such as studies or equipment purchases, are exempt from administration charges as they require minimal indirect support. City administration charge is based on historical cost data and is fix.ed at 6.5 percent of the total construction and nonconstruction costs. Administration costs are included in a CIP budget to reflect the true cost of a project. .. - ... lII..' .. - .. Attachment 3 shows how the project cost components are assembled to form a total project budget. .. .. Factors Affecting Cost of Capital Improvement Project .... Many factors, internal and external, affect the cost of a capital construction project. Some cost factors are influenced by Council policy, community value and goals, some by the public process and procedures, while others are dictated by market supply / demand in construction labor and materials. Given these factors, managing costs involves creative approaches to balance competing needs and interests. - .. .. """ .. """ .. Cathy R. Lazarus March 15, 2006 Page 4 Internal Factors 1. Council Policy and Goals for Capital Projects Public facilities designed and built in the City over the last 10 to 15 years were more than functional spaces; their architecture and quality express the value and pride of the community. The Civic Center, Library and Centennial Plaza are such examples. The Stevens Creek Trail is another project that incorporates community values. These projects are neither simple nor inexpensive, but the quality and positive impression they create achieve a City General Plan goal to "provide Mountain View residents with high-quality public facilities and services." In addition, building code amendments incorporating new mandates such as ADA, energy efficiency and seismic standards, as well as new environmental regulations, have added complexity and cost to projects over time. One way to make projects simpler and less costly is to place more emphasis on basic functional design and less on distinctive architecture, quality or amenities. How we balance these competing factors depends on Council policy and goals for the project. 2. Public Review/Decision Process City CIP projects are initiated to meet social and community needs. The process and requirements necessary to meet this objective can be protracted and influence costs. On major projects, a key element of the process is public outreach and community involvement. Through this process, specific project goals are formu- lated, alternatives analyzed and scopes refined. While the goal to deliver a project on time, within budget and to the desired quality remains primary, the public process creates unanticipated issues and extended time lines that can impact costs. For example, Council approved the site for a second downtown parking structure in August 2000. Project development took a detour when staff was asked to evaluate the feasibility of including housing. Subsequently, the Tishman Speyer proposal for a joint development on the site triggered an alternatives analysis of partial or total underground parking and office spaces on the upper floors. Then the design contract authorization was postponed pending more clarity of State budget impacts on bonding capacity. Design finally commenced in 2004, four years after site selection. Meanwhile, in addition to normal inflation, the construction industry was hit with significant cost rise for steel, concrete and other. materials in early 2004. By the time a construction contract was awarded in August 2005, five years after project inception, the Engineering News Record building cost index rose 18 percent, about three-quarters of that increase occurring in the last 18 months (2004 to mid-200S). There were good reasons this project unfolded the way it did; however, we should not lose sight of the adage "time is .. - - .. - - - - - - - . - .. - . . . .. . - - .. .. .III - - - - - - - .. . .. - .. .. ... .. Cathy R. Lazarus - March 15,2006 III Page 5 ... ... money/' which is particularly relevant in these economic times. Private developers are very cognizant of this effect and constantly push the City to streamline development review and approval so they can start construction. We should apply this approach to City projects by streamlining the public review / decision process to the extent practicable. . !PI - .. 3. Public Convenience and Safety ... III City CIP projects have very strict contract provisions and requirements on public safety and convenience, insurance, liability, performance bonding and penalties to . protect the agency. In addition, public projects may require phasing the work for public convenience and safety in a way that affects productivity. Special require- ments to minimize impacts to neighboring residents can have similar impacts. Recent water reservoir projects located on school grounds and bordering . residential homes incorporated measures and phasing to lessen consp:uction impacts on the neighbors and surrounding community. Contractors bidding a public project will factor these requirements and productivity issues into their costs. To control cost, construction documents should avoid overly restrictive provisions to the extent possible without compromising necessary public protection, safety and convenience. ,. - - ... - .. .... III - 4. Custom Design - - Not every new facility needs to be custom-designed. Using a standard design for multiple sites would save time and cost. We have developed a rest room design in connection with the Bubb Park rest room project that could become a standard for other parks/trail heads. Projects should take advantage of standard design features to the extent possible. .. .. .. .... 5. Economies of Scale III .... Construction cost data from prior projects showed that combining several projects of similar work yield lower unit costs up to a certain point after which there is a diminishing return. As an example, combining three to four park playground equipment replacements into a single contract resulted in lower unit prices. Purchasing and installing countdown pedestrian signals in large quantities realized similar savings. But large and very large pavement resurfacing projects did not yield significantunit price advantage for higher quantities. Other factors, such as site conditions and constraints, and supply / demand in the construction . industry corne into play. Despite the vagaries of the market, projects should take advantage of economies of scale whenever possible. . ... iIIIlII .. ... .. - III ... iIIIlII Cathy R. Lazarus March 15, 2006 Page 6 6. Project Delivery Methods A project delivery method defines the roles, relationships and responsibilities of all the participants involved in constructing a project. Different approaches can impact cost in different ways. More options are available in the private sector than in the public sector, giving private projects a cost advantage. I The traditional project delivery method for public projects is Design-Bid-Build in which the project's design and construction are contracted separately. An architect/ engineer is selected based on qualification to design and prepare a complete set of plans and specifications. The public agency approves the documents and bids the project. Construction services are then obtained by competitive bidding and the agency awards a contract to the lowest responsible bidder to build the project. The advantages of this method are the designer works for the agency, not the builder, and the design is more precise and detailed at the outset. There is greater ability to determine the acceptability of the design and final end product before committing to a construction contract. However, this method does take longer, more public agency involvement, and potentially higher cost. Another delivery method is Design-Build that combines the responsibility for project design and construction under one entity. The total price is usually negotiated based on a set of performance standards. This method may promote cost savings and faster project delivery by allowing construction to start before final design is complete. The risks are that construction costs are negotiated before knowing the details ofthe design, and once set, if the public agency gets too involved in the design, the designer / contractor could claim cost rise and additional compensation because of the agency's changes and interference. Mountain View has used the design-build method on small projects such as park rest room renovations. On these, the City did "not negotiate a contract but awarded the work to the lowest responsible bidder. Design-build is used more in the private sector than in the public sector because of the inherent conflict (designer- contractor relationship versus public agency) and it typically requires a negotiated contract. Moreover, decision-making in the private sector is mostly financial- based and made fairly quickly, which is a necessary ingredient in a successful design-build venture. Another strategy is the Multiple Prime Contracting method. In this approach, the public agency hires a construction firm under a professional services contract to serve as the general contractor / construction manager (GC / CM) for the agency. The agency then competitively bids and enters into multiple contracts directly with subcontractors and the GC/CM manages, coordinates and controls the .. . .. .. .. - !lot .. .. .. -- .. . . - .. . .. .. .. 111I .. . .. .. - - - - .. .. - . .. .. .. .. .. - .... Cathy R. Lazarus - March 15, 2006 .. Page 7 - .. various subcontractors. Multiple-prime contracting could trim cost by eliminating duplication of a general contractor and construction manager on the project, taking advantage of past relationships the GC/CM firm has with subcontractors, and eliminating the adversarial position between the general contractor and public agency. This method is more appropriate for larger projects ($12 million con- struction or higher). Mountain View used this method to construct the Library. .. ... - .. - Public agencies frequently use the Design-Bid-Build method because it allows an agency to approve the design before soliciting bids and committing to con- struction, and the internal project management structure is often tailored to dealing with a single prime contractor. However, other methods, if structured properly, could offer cost advantages under the right conditions, and the City should consider using nontraditional project delivery method when appropriate. - .. .. .. - 7. Construction Documentation and Management ... The quality and comprehensiveness of construction plans and specifications have an impact on project costs. Plans translate the design into detailed drawings to show how the facility is to be built and specifications express the requirements in words, such as quality of material and equipment, installation methods and techniques, and instructions and prohibitions for certain operations. Good-quality documents minimize the number of change orders and costs, while documents with ambiguities, omissions and conflicts can increase construction changes and costs. Construction plans and specifications for large projects are complex. For example, the Senior Center construction documents contain 150 sheets of detailed drawings and about 950 pages of specifications, and the California/Bryant Parking Structure project has 143 sheets of drawings and about 900 pages of specifications. Devoting sufficient time and resources to preparing plans and specifications will hold down costs. .. .. .. - .. - .. IJII.4 .. .. .. Equally important in controlling cost is providing adequate construction management to proactively identify and respond to potential issues and quickly resolve any unexpected problems that arise during construction. This effort also ensures the project is being built according to design and specifications, that the job is done right the first time and that public safety provisions are enforced. Avoiding major construction problems and delays will keep the project on budget. .. .. .. .. ... 8. Value Engineering ... Value engineering involves identifying and analyzing alternative designs or construction methods and selecting a more cost-effective alternative to reduce cost without sacrificing quality or performanc.e requirements of the project. Doing ... .. .. III Cathy R. Lazarus March 15, 2006 Page 8 value engineering during project design and construction can result in cost savings. Such approach was used during the California/Bryant Parking Structure design that evaluated a conventional deep pile foundation for the structure against an alternative soil reinforcement technique and shorter piles. Selecting the alternative method saved approximately $800,000 in foundation cost. Value analysis will continue to be an integral part of capital project design and construction. 9. Pre qualifying Bidders The City pre qualifies prospective bidders on large projects, such as the Senior Center and the California/Bryant Parking Structure, in advance of soliciting monetary bids. A list of responsible bidders is generated from this process and monetary bids are accepted only from prequalified contractors. The pre qualifying process checks the prospective bidders' previous experience, financial and bonding capacity, safety record and adequacy of resources to perform the work. This is an important project delivery step for cost control because it keeps contractors who are unable to demonstrate experience and capacity to perform the work from bidding and getting a contract, and significantly reduces the City's exposure to costly disputes, claims, quality and schedule problems during construction. 10. Public-Sector Limitations The City must award construction contracts to the lowest responsible bidder, in contrastto the private sector, where it can negotiate prices and offer good contractors repeat work. Developing such relationships can give private projects a cost advantage not available on public projects. While the City does not have the same latitude in selecting contractors as the private sector has, the City administers its construction contracts efficiently, fairly and makes on-time payments, and City projects continue to attract responsible contractors and competitive bids. External Factors 1. Market Forces The construction industry has been experiencing increases in the cost of labor and material over the last several years and the situation is becoming more volatile as the regional and global building boom, higher fuel prices and natural events all contribute to surges in construction costs. Construction material prices, notably steel, cement, and petroleum, spiked in 2004. While cost rise on some materials have leveled off from their 2004 high, prices for - ~ - llliII - - - . .. - .. . .. . .. . - 1111'I: .. - .. .. .. .. ". .. - .. - .. .. - .. .. .. - .. .. .... .. Cathy R. Lazarus .. March 15, 2006 .. Page 9 - - other materi~ls, such as asphalt and concrete, jumped 15 percent and 10 percent respectively in 2005, affecting streets and highway construction. Construction labor costs are also tending upward as demand for new construction remains high in certain regions. - - - ... Overall, there is continuing inflationary pressure on the construction industry. The widely used Engineering News Record building cost index for the San Francisco area rose 6.5 percent and the material cost index rose 7.6 percent in calendar 2005 on top of increases in the same indices of 10 percent and 19.6 percent respectively in 2004. Prices in the first part of 2006 are showing signs of easing. Due to the recent erratic cost spikes and continuing uncertainties, contractors will likely add a risk premium to their bids, driving up construction costs even more. - '. ,.. .. ~ ... 2. Regulatory Requirements ... Many major capital improvement projects are subject to' review and permitting by one or more outside agencies, such as Caltrans, SCVWD, County Health, Regional Air and Water Quality Districts, Department of Fish and Game and the State Architect. These agencies may also comment on a project's environmental documents as responsible agencies under CEQA. .. - .. - Conditions imposed on pr~jects by these regulatory agencies through CEQA and/ or permitting could increase the level of effort to process, design and construct the capital improvements, therefore adding costs to the project. While staff meets and confers with these agencies as necessary to clarify project . requirements in the early project stages, the agencies' review of the final design and the conditions imposed on final permits impact project costs. .. - .. ... .. ... In addition to regulatory requirements driving up project costs, the length of time regulatory agencies take to review and permit a project can be pro.tracted and significantly delay the start of construction, potentially exposing the project to additional cost escalation and poor bidding climate. - .. - 3. S~te Conditions and Right-of-Way Costs - Existing conditions at project sites could impact costs if environmental assessments determine cleanups are necessary. Federal and State regulations establishing cleanup levels and disposal requirements are'outside the control of the local agency. Similarly, costs for rights-of-way and easements needed for a project are market-driven and not under the City's control. - ... .. - .. - .. - .. Cathy R. Lazarus March 15, 2006 Page 10 .. .. - Experiences of Other Agencies - 1. A recent article in the Mountain View Voice reported that bids for the EI Camino Hospital retrofit project came in at $450 million or 26 percent higher than was estimated at $339 million. Contractor labor and material shortages resulting from high demand in construction was cited as the main cause for the high bid. Moreover, the length of time it took to get the project plans through State agencies exposed the project through several cycles of construction cost escalation. This example illustrates the influence of external factors on project costs at another agency. .. - .. . .. . .. 2. The Cityof Cupertino is working on a project to build a bicycle/pedestrian bridge over 1-280 near Homestead Road. Design is completed to 85 percent level. The community goals for the project called for the 465' long bridge to have distinctive architecture and a clear span (without intermediate supports) over the freeway. The bridge structure selected is a cable-stayed design with a project cost of $9.3 million. The cable-stayed bridge costs about twice that of a standard Caltrans pedestrian bridge of equal length with support at mid-span. This example illustrates the connection between community goals and cost of capital projects. .. Qt! . .. - - - Conclusion .. Capital improvement project implementation involves many steps over varying time lines. Each step can have some influence on project costs. Even if the process is well managed, external factors can drive up costs. What is reasonable project cost depends on a variety of considerations and circumstances. As illustrated, one pedestrian bridge project could cost twice that of another bridge project, yet the community determined the cost to be reasonable given the goals for the project. .. .. . .. .. There are measures that can be taken to manage project costs. During project implementation, we should be mindful of the internal factors and their influence on costs, and make decisions balancing the competing interests. Inefficiencies and uneconomical practices should be avoided. .. .. .. . .. - - . .. . .. . ... .. lJIIII Cathy R. Lazarus March 15, 2006 Page 11 .. - ... Although the initial capital cost of a facility is a large part of its life cycle cost, operations and maintenance costs over the facility's service life should not be overlooked in deciding project features and components. Well conceived and designed projects should balance these elements to achieve the best overall value and quality for the dollars invested and the outcome, barring errors, inefficiencies and excesses, would be a project delivered at a reasonable cost in the current market. .. - ... .. - Prepared by: . c4uif;t Timothy KG Assistant Public Works Director / City Engineer - .. '" . TK/2/Pvv.K 997-03-01-06M-E^ - .. Attachments 1. Capital Construction Project Implementation Flow Chart 2. California/Bryant Parking Structure Project Chronology 3. Capital Construction Project Budget Cost Components - .. I .. cc: CPE, DE, TE, CE, LDE, F / c .. +- .. ,.. .. ... - ... - - - .. - ,.. .. ,.. .. Attachment 2 CALIFORNIA/BRYANT PARKING STRUCTURE PROJECT CHRONOLOGY PROTECT INCEPTION (1996 to 2000) 1996 to 2000 Conducted a downtown parking study documenting a shortage of parking and the need to develop additional parking supply in downtown. The study recommended improving the existing surface parking lots and considering a second parking structure. Several study updates were done, including updating the parking demand survey to validate the need for additional parking. The study identified ParKing Lot 3 at California and Bryant Streets as a potential site for a second downtown parking structure~ May 22, 2000 City Council Study Session-Council reviewed alternative locations for a second downtown parking structure and discussed pursuing a structure, potential financing options and steps to initiate a parking structure project. Council generally supported the California/Bryant location as the preferred site. July 1, 2000 Council approved Downtown Parking Structure Design, Project 01-51, and funding for preliminary design work in the 2000-01 Capital Improvement Program. PROJECT DEVELOPMENT (2000 to 2003) August I, 2000 City Council Meeting-Following up on the May 22, 2000 Study Session, Council took the following actions: 1. Approved Lot 3 (at California and Bryant Streets) as the site for the second downtown parking structure. 2. Authorized a comprehensive analysis of financing options and development of a financing recommendation. 3. Authorized the City Manager to execute a consultant services agreement for a preliminary feasibility analysis for a downtown parking structure (including potential inclusion of retail and/ or senior housing). October 19, 2000 Downtown Parking Subcommittee Meeting-Reviewed the scope of work for the parking structure feasibility analysis. -1- - .. - lIIIIi - - - - - - .. .. . - - . .. - '" - - . l/{, ... -. - u .. .. . .. ... filii . - .. - . - - - ... - .. - - ,.. .. - ... - .. - . .... - - w - ... - .. .... ... tIA .. - - - .. ~" ... .... .. - .. ~"'4""''-'''~~''''"'''''-"''_^''''_'';'''-'''"''='''''''''.c..o",-".......~,_ February 15,2001 March 6, 2001 March 27, 2001 Sept/Nov 2001 May 7, 2002 .. .1t;ll1e 11, 2002 II ~ iI I: ~'.l ',L .. ~"1iI Downtown Parking Subcommittee Meeting-Reviewed a status update on the parking structure feasibility analysis and provided comments for forwarding to the Downtown Committee. Downtown Committee Meeting-Reviewed the preliminary results of the parking structure feasibility analysis. The Committee favored a parking structure that maximizes land value by providing five levels of parking, with possibly one additional level below grade or amend the Downtown Precise Plan to provide one additional level above grade. City Council Meeting--Council authorized staff to pursue the Tishman Speyer proposal to develop the California/Bryant site designated for the future parking structure. Tishman Speyer withdrew their development proposal. Staff updated the parking structure feasibility analysis for three alternatives: parking structure only, structure with retail and structure with housing. City Council Study Session-Council reviewed the parking structure feasibility analysis of the alternatives and a funding strategy, and provided comments on next steps. The alternatives evaluated, including several variations, were: Parking structure only (400 to 500 spaces) Parking structure with retail space Parking structure with senior housing City Council Meeting--Counci1 considered the feasibility analysis of alternatives and took the following actions: 1. Approved a four-story, five-level, aboveground parking structure with approximately 20,000 square feet of retail space on the first floor, including the funding strategy for the project. 2. Authorized staff to initiate the process to amend the Downtown Precise Plan to accommodate a four-story parking structure with retail space and issue a Request for Proposals (RFP) for design services. -2- July I, 2002 September 20, 2002 October 15,2002 Oct/Nov 2002 January 21, 2003 March 25, 2003 - .'j' .' Council approved Downtown Parking Structure Construction, Project 03-31, and funding in the 2002-03 Capital Improvement Program. .. - - Staff issued RFP for architectural! engineering design services. - City received design proposals ITom nine architectural! engineering firms and invited five firms for interviews. .. .. - Staff interviewed the five firms and ranked Watry Design, Inc. as the top firm. - .. City Council Study Session-Staff reviewed the bonding capacity of the Downtown Parking District and Revitalization Authority and potential impacts the proposed Governor's State budget may have for the next fiscal year. .. .. .. City Council Meeting-Council considered additional information on bonding capacity and deferred authorizing a design services contract for 90 days. . ... .. .. PROJECT DELIVERY (2003 to 2005) June 24,2003 July 22, 2003 September 16,2003 September '23, 2003 - City Council Meeting-Council authorized staff to execute an agreement for design services with Watry Design, Inc. of Redwood City. .. - .. Staff held project design kickoff meeting with design team. - Downtown Parking Subcommittee-Staff presented the massing concepts and retail floor plate options (20,0000 square feet and 14,0000 square feet) to obtain Subcommittee's feedback. The Subcommittee preferred Concept B with 14,000 square feet of retail space. .... . .. .. City Council Study Session-Staff presented four massing concepts, two retail floor plate options and recruitment strategy for retail for Council's consideration. The three main issues considered were: .. . ,. 1wiI!ii . Priorities regarding building mass, retail space size and number of parking spaces. IIIIIIl ".f .. .. -3- - . "'" .. - ... - ... ""'" - - - - .., ... ... - .. ... - - .. ~ IiIlllI - - .. - '- .. ~ .. - ,. - .. ... - - .. December 2, 2003 January 13, 2004 June 29,2004 July 14,2004 August 11, 2004 September 2, 2004 October 12, 2004 October 26, 2004 January 18, 2005 . Whether or not to place an emphasis on recruiting a grocery store/ drug store to occupy the retail space. . Recruitment strategy for potential retailers for the space. City Council Study Session-Staff presented additional information regarding retail floor plate options for Council's consideration. City Council Meeting-Council approved a four-story, five-level parking structure with 14,000 square feet of retail space on the ground level and a total 405 parking spaces. City Council Study Session-Staff presented three architectural design options for Council's consideration. Council reviewed and provided comments on the exterior architecture treatment and asked for refinement to concept Option 1 and additional information on bike parking, pedestrian circulation and photovoltaic system. Visual Arts Committee-Staff provided a project update to the Committee. Visual Arts Committee-Art consultant provided the Committee a list of potential artists along with samples of their work. . Staff prepared and forwarded a memo to Council responding to the additional information requested at the June 29 Study Session. City Council Meeting-Council approved Mitigated Negative Declaration and schematic design and authorized fi..'1.al design to commence. City Council Meeting-Council authorized retail recruitment contract. Council Study Session-Council gave its preference for the type and placement of public art under consideration by the Visual Arts Committee. -4- March 8, 2005 May 10,2005 June 28, 2005 July 5, 2005 July 12, 2005 August 16, 2005 September 21,2005 September 26,2005 TK/5/PWK 997 -03-01-06A2-E^ - .. .. City Council Meeting-Council authorized advertising for determination of responsible"bidders and authorized staff to design and construct the parking structure with provisions for future installation of a photovoltaicsystem. . .. - .. City Council Meeting-Council approved responsibility bidders list, plans and specifications and authorized solicitation for monetary bids. Council also authorized a construction management services contract with Rudolph & Sletten, Inc. .. - .. - City Council Meeting-Council authorized an agreement with artist Shan-Shan Sheng to commission art glass windows for the corner tower. - . .. City Council Meeting-Council authorized a 15-year lease with .three 5-year options with Longs Drugs for approximately 12,500 square feet of retail space in the parktng structure. - .. - City opened bids for the parking structure. .. - City Council Meeting-Council authorized additional appropriation of $1,646,000 to increase project budget to $17,146,000, awarded the construction contract to Nibbi Brothers for the adjusted low bid price of $12,609,000 and authorized a construction contingency of $1,015,000. - - .. .. City held groundbreaking ceremony. .. Began construction. - .. .. .. ... 11M .. .. .. .. .. - - -5- . .. - .. .... .. - ... - - - .. ,- ... .... .. - .. -.. - - .. - .. - - .. - - .. ... .. - - - .. - .. - .. O"'='~""''''-''-'"'''''''"''_'""''''"''''"~_~_--''-''''''''~~ CAPITAL CONSTRUCTION PROJECT BUDGET COST COMPONENTS Construction Cost Construction Contingency (5% to 10%)(1) Cost Escalation (3% to 4% per year to midpoint of construction) Subtotal (Construction Cost) Contract Design Services (7% to 15%) City Design Coordination (2% to 10%) Project Management and Coordination (3% to 10%) Contract Construction Management (5% to 7%) City Inspection and Testing (3% to 5%) Miscellaneous Project Expenses(2) Furnishing, Fixtures, Equipment (3% to 5%) Public Art (1 %) Subtotal (Nonconstruction Cost) Design Contingency (5% to 10%)(3). Project Contingency (5% to 10%)(3)(4) Subtotal (Contingencies) City Administration (6.5% of Subtotals) TOTAL PROJECT COST FOOTNOTES: (1) (2) Percent of construction cost Miscellaneous Project Expenses include: Other technical services Environmental documentation Community outreach Regulatory agency interaction Permitting fees Temporary facilities For major/complex projects Percent of project cost (3) (4) TK/2/PWKj 997 -03-01-06A-4-E^ Attachment 3 $x,xxx,OOO xxx,OOO xxx ,000 $x,xxx,OOO $ xxx,OOO xxx,OOO xxx,OOO xx,OOO xx,OOO xx,OOO xx,OOO xx,OOO $ xxx,OOO xxx,OOO xxx,OOO $ xxx,OOO xxx,OOO $x,xxx.OOO -~- .. .. City of Mountain View .. .. Capital Improvement Program Adopted 2006/2007, Planned 2007/08 Through 2010/11 - .... - This page left blank intentionally - ". ... .. .. . .. AI - :- - ... .. - .. .. .. - iliiI - .. - ... .. .. ., - - ,. - - .. .. - .. - .. - .. - ... - .. """ IIrIIlI .ilfII' - - - - .. - .. .. - - ... - "" - - - .. - .. .. .. CITY OF MOUNTAIN VIEW MEMORANDUM DATE: April 13, 2006 TO: Kevin C. Duggan, City Manager FROM: Marc A. Revere, Fire Chief Nadine P. Levin, Assistant City Manager SUBJECT: FIRE STATION 5 INTRODUCTION During last year's (Fiscal Year 2005-06) budget discussions, the City Council asked questions about the background to the development of Fire Station 5 in the North Bayshore (NBS) Area. Subsequently, the Council established a major goal for Fiscal Year 2005-06 for staff to review and summarize this background, including information about Station 5 call types and response times since its opening in January 1999. This memorandum summarizes past studies related to NBS fire coverage and the development of Station 5, provides information about Station 5 and City-wide call data, and discusses evolving service needs and Federal OSHA regulation changes since the opening of Station 5. In summary, the response time needs and simultaneous call/City-wide coverage needs remain the same, and some have increased, since the Council's review and approval of Station 5 in 1998. While there are alternatives to the staffing of Station 5, each would pose a loss of fire and emergency coverage capacity and flexibility to the entire City. Such changes to service are not recommended. BACKGROUND Due to increasing commercial, recreational and entertainment usage of the NBS beginning in the 1980s, combined with City-wide population and housing increases, the City undertook a series of fire service reviews and data analysis culminating in the City Council's approval of Station 5 in 1998. Historical Fire Coverage Reviews Beginning in the late 1980s, the City Council Public Safety Committee started a review process for Fire Station 1 relocation options. Recognizing the growing fire service needs .' Kevin C. Duggan April 13, 2006 Page 2 '~ - - of the NBS, staff presented a four-station alternative and a five-station alternative. Under the four-station alternative, if Fire Station 1 was relocated near Highway 101, it could effectively service the NBS. The City Council decided to locate Station 1 near the downtown to maintain the service needs in that area and revisit the option of a fifth fire station in the future. Following this decision, staff continued to monitor growth in call volume and response times for the NBS in order to periodically evaluate the need for additional services. - - - ... - - In 1993, at the direction of the City Council, staff studied the possibility of a joint Mountain View/Palo Alto fire station on San Antonio Road near Highway 101 that would have served both the NBS and some areas south of Highway 101. After signifi- cant review, the Council determined such an endeavor was not feasible due to issues relating to station location and staffing. - - - .. .. 1997 NBS Assessment and Approval for Station 5 - In 1997, the City contracted with Shannon, Davis & Associates (a professional consul- tancy firm) to evaluate the adequacy of existing fire service in the NBS and to identify cost-effective solutions if the study determined a need for improvement. The summary conclusion of their assessment was that "fire service demand within North Bayshore, the increasing utilization of existing response capacity with the community-at-Iarge and access limitations into North Bayshore are reaching a point where the City should begin planning for the deployment of additional resources to meet response (time) require- ments in the North Bayshore." Specific conclusions included a need to overcome 10- to 19-minute response times to the area during peak traffic circulation hours, maintain emergency medical service response capacity within the NBS and balance of the community in the face of a growing need for service, and the conclusion that there are no adjacent resources (from neighboring jurisdictions) in sufficient proximity to the NBS that could provide better response times. .. - - - - - - - .. .. After careful review and analysis of options available to service the NBS area by staff and the City Council Ad Hoc Committee on fire services, on June 9,1998, the City Council approved Station 5 and chose the staffing alternative for nine additional Firefighters. This June 9, 1998 Council report is provided as Attachment 1 to this memo. In summary, Station 5 was approved for the following primary reasons: - .. - .. . NBS Usage: Increases in: (1) number of workers and high-value commercial properties (e.g., SGI and Alza); and (2) recreational usage (Stevens Creek Trail, Shoreline at Mountain View, Shoreline Amphitheatre, movie theaters). In addition, there are approximately 365 residential units (one mobile home park and several homes). .. ... .. - - - - - ,... .. .. .. - ., - .. .... .., - - - ... .. .. ..... .. - ... .. ... - .. ",. .. ... .... - .. .. - .. III - .. - .. Kevin C. Duggan April 13, 2006 Page 3 . Response Times: During peak congestion periods, response times were at least double the standard (eight minutes instead of four). The three vehicular access points (Shoreline Boulevard, Rengstorff A venue and San Antonio Road) become very congested, and response times are no better from neighboring mutual-aid jurisdictions (Palo Alto and Sunnyvale). . Simultaneous Calls: Continuing to utilize coverage from Stations 1 and 3 compromises the coverage in the rest of the City and its growing needs. . Emergency Medical Calls: NBS commercial buildings benefit from built-in fire protection systems, but a large percentage of calls in the area are medical service- related. . Increasing Coverage Standards: Anticipation of new Federal OSHA regulations requiring a minimum of two Firefighters to back up an initial team of two Firefighters (two-in-two-out) at a fire response. Fire and emergency medical response data, pre- and post-Station 5, is provided below as detailed information on the primary reasons for the approval of Station 5. ANALYSIS Fire administrative staff has compiled the following call data summarized below. A map of the City's response districts and fire demand zones is provided as Attachment 2. NBS Calls and Response Time Improvements From 1992 to 1997, there was an average of 255 calls per year for Fire Department response in the NBS, representing 5.3 percent of total City-wide calls. Approximately 60 percent, or 153 of these calls per year, were emergency medical service-related. Response times ranged from 7 to 9 minutes and up to a maximum of 19 minutes at the outer limits of the inhabited area of NBS (1997, Shannon Davis Associates). By contrast, from Fiscal Year 2000-01 to Fiscal Year 2004-05, there was an average of 409 calls per year for Fire Department response in the NBS, representing 8.5 percent of total City-wide calls. Approximately 43 percent, or 175 of these calls per year, were emergency medical service-related. The chart below shows the detailed breakdown of types of calls. Kevin C. Duggan April 13, 2006 Page 4 250 200 150 100 50 o - 2003-04 2004-05 I o I m I o ~ I I I I o I I a o o I I Station 5 -- Types of Calls 2001-02 2002-03 13 RescueIMedica1 EI Good Intent 1996-1997 6:29 . 4:52 7:20 6:59 6:10 5:40 5:38 4:40 6:05 7:28 9:21 6:12 # of calls 28 15 6 16 19 22 48 15 37 9 13 12 2000-01 II Fire EI Service [g Hazardous Condition Em False Call Response times in the NBS have improved since the opening of Station 5. The following chart compares the average response time per fire demand zone within the Station 5 service area between Fiscal Year 1996-97 calls and Fiscal Year 2004-05 calls. * 2004-05 response average to Demand Zone 128 higher due to: 1. Engine 3 response due to simultaneous call (8:08 minutes) 2. Hazmat/HEAT response (7:20 minutes) 3. Non-time critical false call (7:53 minutes) Response Time (A vg.) and # of calls Average 1m rovement 2004-2005 5:16 3:59 4:06 4:21 3:04 4:34 3:43 3:32 5:39 4:41 4:03 6:21 # of calls 17 10 8 24 19 20 28 20 60 11 7 8 1:13 0:53 3:14 2:38 3:06 1:06 1:55 1:08 0:26 2:47 5:18 (0:09)* C i I m I I n . i I I I ~ I I Q ~ I m I Kevin C. Duggan April 13, 2006 Page 5 Other Stations' Calls and Response Times Fire Station Nos. 1,2,3 and 4 have generally experienced call volume fluctuations in relation to fluctuations in the economy. The chart below displays the last 10 years of calls by fire station, including automatic and mutual-aid calls. Response times have remained consistently within response time performance standards (except for pre-Station 5 NBS times). Total Calls By Fire Station 2500 2000 1500 1000 500 o 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 --+-STATION 1 ---.-STATION 3 -.-STATION 5 _STATION 2 -.-STATION 4 -+- AUTOMA TIC/MUTUAL AID Simultaneous Calls Simultaneous call data is important to assessing City-wide fire coverage capabilities. When simultaneous events occur, there are fewer engine companies available to handle other calls, which can increase response times because units coming from outside the district have farther to travel. If Station 5 did not exist, then Station 1 on Shoreline Boulevard and Dana Street would have the fastest response time to the NBS, and Station 3 at Rengstorff Avenue and Montecito A venue would be the next fastest. However, Station 1 and Station 3 cover high-risk districts where high-density residential occupancies without built-in fire protection systems prevail. Currently, 28 percent of all incidents are in Station l's district, and Station 3 handles 27 percent of all incidents. Kevin C. Duggan April 13, 2006 Page 6 In Fiscal Year 2004-05, there were 795 times when two or more fire service calls occurred in Mountain View at the same time and 847 in Fiscal Year 2002-03. Although a detailed breakdown of which and how many engines responded to which districts for these simultaneous calls is beyond the scope of this report, the following chart summa- rizes out-of-district responses for each engine for Fiscal Year 2004-05. This chart gives a sense of the interdependence of Mountain View's stations, particularly during simulta- neous calls. In Fiscal Year 2004-05, Engine 5 responded to 91 calls outside of the NBS. Out-of-District Responses 120 100 80 60 40 20 o Stn. 1 Stn.2 Stn.3 Sm.4 Stn.5 Em District 1 ~ District 4 o District 2 EI District 5 . District 3 . Mutual! Automatic Aid Two-in- Two-Out Federal Regulation Change A new law to increase Firefighter safety, Federal OSHA Regulation 29 CFR 1910.134(g)(4), became effective on April 8, 1998. Often referred to as the "two-in- two-out" rule, this law requires a minimum of two Firefighters to back up an initial team of at least two Firefighters working in a hazardous environment. In order to comply with this OSHA regulation, given the number of Firefighters staffed per engine, the department must now dispatch three engine companies in order to provide the backup staffing known as the rapid intervention team (RIT). An RIT has a minimum of two Firefighters equipped with self-contained breathing apparatus (SCBA) who are available near an entry point of a structure to rescue the responders inside of the structure, if necessary. Before this law, the Fire Department dispatched only two engines. Therefore, without Engine 5, there would be only one engine (not including a call for mutual aid from neighboring jurisdictions) available to cover the entire City -- I n 8 I I I n u i I I o D o o I I o I I ,,.. .. ... ... - .., ,- .. ,.. .. .. .. ... ... - ... - .. "'" .. ,... - - - ,.. - - . ... .. - .. ... III ",.. - - - Kevin C. Duggan April 13, 2006 Page 7 while the Fire Department is simultaneously handling a structure fire or other emergency event that requires" two-in-two-out." AL TERNA TIVES The 1997 Shannon, Davis & Associates report and the June 9, 1998 staff report to the Council (Attachment 1) discusses the pros and cons of several different staffing alterna- tives for Station 5. These alternatives ranged from reassigning existing Fire personnel from other stations in addition to adding six Firefighter positions, adding a new three- person engine company at Station 5 and the elimination of Rescue I, and adding nine new Fire personnel. The Council approved the addition of nine new Fire personnel in order to not impact fire services in other districts and to increase City-wide resources to adequately meet new fire safety regulations (two-in-two-out) and simultaneous call needs. CONCLUSION The location of Fire Station 5 in the NBS has reduced response times to that area. In addition, Station 5 has enabled the Fire Department to adequately address changing conditions and risks in other districts and the challenges of simultaneous calls, and to meet current Firefighter safety standards. While there are alternative ways to staff Station 5, any reductions would impact fire service capacity and flexibility to the entire City and staff would only recommend considering them at a time of significant budgetary limitations. Prepared by: ~~ Marc A. Revere ~ Fire Chief Approved by: Kevin C. Duggan City Manager 11 ~(].k:v..- Nadine P. Levin Assistant City Manager MAR/NPL/KW/5/MGR 61 0-04-06-06M - E^ Attachments - .,. /11II -' ,.. .. ,.. .. - .. - - ~ - -" ... "... ... - ... .. - .. - .. - .... ~ .- .. - .. .... - ) - - - till Attachment 1 AGENDA: June 9, 1998 5.1 CATEGORY: Public Hearing DEPT.: Fire ell Y 01 \10LJN1,\IN VILW TITLE: Emergency Medical Services I North Bayshore Fire Station RECOMMENDATION The Council Ad Hoc Committee on Fire Services recommends: 1. Approve and fund a Fire Department-based engine company paramedic program resulting in a Firefighter IParamedic assigned to all engine companies. 2. Approve a new fire station in the North Bayshore Area with a fire engine and equipment and an increase in Firefighter staffing of either six or nine. FISCAL IMPACT Approval of the recommended actions will result in a fiscal impact as outlined below: Fire Departtnent-Based Paramedic Program: 5 Fire Response Unit Model: One-Time Costs: $1,185,000 Annual Costs: $295,500 North Bayshore Fire Station: New Station with 6 Additional Firefighters: One-Time Costs: $3,310,000 Annual Costs: $835,000 New Station With 9 Additional Firefighters: One-Time Costs: $3,320,000 Annual Costs: $1,180,000 EXECUTIVE SUMMARY Emergency Medical Service . In 1995, the manner in which paramedic services are provided in Santa Clara County began to change. This occurred when the City of San Jose and Santa Clara County entered into an Emergency Medical Services (EMS) system agreement for the City of San Jose. The basic premise of this change is that fire departments provide first response paramedic services by AGENDA: June 9, 1998 PAGE: 2 including at least one Firefighter /Paramedic on fire department emergency response vehicles. Since two Paramedics on an emergency scene was, and continues to be, the County emergency medical standard for providing optimal care, and fire departments would have a Firefighter /Paramedic on their fire engine, the amhulance provider was allowed to reduce ambulance staffing from two Paramedics to one Paramedic and one Emergency Medical Technician. Given that the fire department response times were superior to the ambulance, and fire department response included a Firefighter/Paramedic, the ambulance provider was allowed to extend their response time goal from 10 to 12 minutes. These changes have impacted the provision of paramedic services in Mountain View. To ensure that Mountain View residents continue to receive quality emergency medical services, staff recommended to the City Council Ad Hoc Committee on Fire Services that the City increase its emergency medical response to include Firefighter/Paramedics. On April 30, 1998, the Council Ad Hoc Committee voted to recommend to the City Council that each fire engine be staffed with a Firefighter /Paramedic. Fire Station in North Bayshore Area In 1997, the City Manager's Office commissioned a consultant study to evaluate the adequacy of existing fire services in the North Bayshore Area (Shoreline Community) and to identify cost-effective solutions if the study determined a need for improvement. The study concluded that fire service demand and access limitations in the North Bayshore Area, combined with the increasing competition for resources (simultaneous calls) within the rest of the City, suggest that the City should begin planning for the deployment of additional resources in the North Bayshore Area to meet community-identified response time standards. Staff presented alternatives to the City Council Ad Hoc Committee on Fire Services for meeting the identified needs in the North Bayshore Area. The Ad Hoc Committee voted on April 30, 1998 to recommend to the City Council that a new fire station be built in the North Bayshore Area. Nine Firefighter positions are required for the new engine at the proposed North Bayshore Area station. Staffing the nine Firefighter positions can occur in one of two ways: (1) staff the new engine with nine newly created Firefighter positions; or (2) staff the new engine with six newly created Firefighter positions and move three existing Firefighter positions from Station 1 to the new North Bayshore Area station. The Ad Hoc Committee did not recommend an approach pending further review at the May 19 study session. BACKGROUND AND ANALYSIS On April 30, 1998, the City Council Ad Hoc Committee on Fire Services met to hear and discuss a presentation by the Fire Chief regarding a Fire Department-based paramedic program and a new fire station in the North Bayshore Area. At the conclusion of the meeting, the Committee recommended having Paramedics on every fire engine because it offers the best response times to all Mountain View citizens and added that there should be a review at - ...... - \i;iIilI' .. .. - .. - .. .. .. .. .. '- .. ... .. - WIlt .. - .. - .. - .. .. .. - - - .. .. .. .. - .. - ... AGENDA: June 9,1998 - PAGE: 3 - - - - .. .. .. - ... .. .. ... .. .... .. - ., ... .. ,- .. ,.. ... .. ... .. .. "'" .. ... .. ",.. .. - till the year 2000 to ensure that the City is still moving in the appropriate direction in regard to the provision of emergency medical services. The Committee approved recommending to the City Council a new fire station for the North Bayshore Area. The specific manner of staffing the new station (with six or nine Firefighter positions) was left for further Council discussion. The Committee decided that, given the importance and complexity of the issues, the matter should be discussed at a Council study session, which was held on May 19 (see Attachment A-memo from Councilmember Patricia Figueroa, Chair of the Council Ad Hoc Committee on Fire Services, staff reports and Ad Hoc Committee meeting minutes). At the May 19, 1998 Council study session, Councilmembers heard and discussed a presentation by the Fire Chief regarding a Fire Department-based paramedic program and a new fire station in the North Bayshore Area. Part of the presentation was dedicated to answering operational questions previously raised by the Ad Hoc Committee on April 30 (Attachment B-response to questions raised at April 30, 1998 Ad Hoc Committee meeting and minutes for the study session). At the Council study session, Councilmembers asked staff to provide additional information on the following issues: 1. What would it cost to implement a citizen CPR program in Mountain View? 2. What could the Council do to further promote Assembly Bill 2586 (legislation that would give cities greater control over local emergency medical services)? 3. How quickly could the City deploy a new engine and crew out of a temporary fire station in the North Bayshore Area? 4. Who would be the parties to an ambulance service contract that would allow Mountain View to retain ambulance service as it is now with two Paramedics and a 10-minute response time goal in lieu of accepting the $65,000 subsidy (to be used for paramedic training) if the City went to a Firefighter/Paramedic program? 5. What effect does rotation of Firefighter /Paramedics between fire stations have on the dynamics of a fire company (team)? Answers to the questions asked at the Study Session are presented below: Question No.1: Citizen CPR Program It would cost approximately $20,000 to certify 500 Mountain View citizens in CPR. The best and fastest way to teach CPR to Mountain View citizens would be to hold CPR classes on Saturdays in coordination with the American Red Cross. The American Red Cross has trained instructors who have experience with teaching classes with a number of participants. Each Saturday CPR session would provide an opportunity for 250 citizens to learn CPR (assuming all spaces were filled). If the City held two "CPR Saturdays" per year, this would - - AGENDA: June 9,1998 PAGE: 4 - ... teach 500 citizens CPR. The $20,000 would pay for necessary supplies, mailers, instructors and event coordinator's time. .~, :I .. ... Question No.2: AB 2586 (Ortiz/cosponsored by Elaine Alquist) Emergency Medical S~rvices: Cities and Fire Districts - - - On April 28, 1998, the City Council voted to support AB 2586 legislation that would allow cities to govern their own emergency ambulance services and would require counties and cities to use the competitive bid process to select ambulance providers if they choose not to provide the service themselves. Letters of support were signed by the Mayor and sent to legislators. .. - - .,. On May 29,1998, AB 2586 was defeated in the Assembly. .. Question No.3: Temporary Station in North Bayshore Area .. .. To be able to provide a time frame and funding implications for Council's consideration of a temporary fire station, the following information would need to be obtained: . - 1. Identification of facility needs (stnicture(s), site size and shape, improvements, etc~). - .. 2. Identification of potential sites for a temporary fire station. .. 3. Identification of regulations for development review and approval. ... 4. Determination of the time needed to order / acquire an additional fire engine. \IIIlll .. 5. Determination of the time necessary to recruit and train staff and identify impact on existing operations. - .. 6. Determination of the time required to construct the temporary fire station facility. .. .. The Fire and the Public Works Departments are currently reviewing potential fire station sites and developing estimates for a temporary fire station facility in case the direction is given by the City Council to proceed with a temporary facility. .. - An additional alternative would be to direct staff to evaluate the potential for accelerating the putting in service of the permanent station to see if that could be accomplished in less than three years. - - .. - .. - - - - .. AGENDA: June 9, 1998 - PAGE: 5 ... - - - ... - .. - ., ... .. - ... ",.. - - - .. - ... ... - - - .. .. .. .. ... .. .. !"- - - - Ouestion No.4: Contract to Retain Current Ambulance Service Levels Under contract to the Santa Clara County Health Department, American Medical Response West (AMR-W) provides specific ambulance service levels based on the level of local fire department-based emergency medical services. In cities with Firefighter /Paramedics on fire engines, the County has offered a subsidy in exchange for increasing ambulance response times (from 10 to 12 minutes) and reducing Paramedic staffing (from two Paramedics on the ambulance to one Paramedic and one lesser qualified Emergency Medical Technician). The City Council asked if Mountain View refused the subsidy ($65,000) from the Santa Clara County Health Department, will the City be able to retain current ambulance service levels of two Paramedics and a 10-minute response time goal when the City moves to Firefighter / paramedic services? Council further asked who the parties to such a contract would be. The Santa Clara County Health Department Emergency Medical Services Administrator (Acting) has stated that Mountain View could retain current ambulance service levels by not accepting the County subsidy. The contract for such an arrangement would be between the City of Mountain View and Santa Clara County. Ouestion No.5: Rotation of Paramedics San Jose Fire Department has had a Firefighter /Paramedic engine company program since 1995. They both train incumbent Firefighters as Paramedics and recruit experienced Paramedics and train them as Firefighters. For the incumbent Firefighters coming out of paramedic school, the fire department places them at "busy" (heavier emergency medical calls) stations for four months so that they supplement their newly learned skills with experience before being assigned to their permanent station. In addition, Firefighter /Paramedics that are identified as needing additional training or experience are periodically rotated for short periods to more active stations. The San Jose Fire Department emergency medical services Captain reports the City of San Jose's rotation practice has generated mixed responses from frontline supervisors with some complaining the practice is disruptive to company cohesiveness. While the rotation practice may have some negative impact on crew cohesiveness, it is critical that Paramedics gain and maintain experience treating patients in the field. Other alternatives are available, but they may be more costly because they may involve overtime costs (Le., work in emergency rooms or classes on off- duty hours). . CONCLUSION Two major fire services issues are before the Council. The first deals with improving Paramedic response times while the second deals with improving general fire service response times in the North Bayshore Area. Staff first presented to the Council Ad Hoc AGENDA: June 9, 1998 PAGE: 6 Committee on Fire Services, and then the full Council in a study session, these two issues as well as alternatives for addressing them. The Council Ad Hoc Committee on Fire Services recommended to the City Councirthe placing of Firefighter /Paramedics on all fire engines and the establishment of a new fire station in the North Bayshore Area. The Ad Hoc Committee also focused their attention on two station staffing alternatives and asked staff to bring back additional iJ:1.formation to the Council study session held on May 19. At that study session, Council asked that specific questions be addressed in staff material prepared for the June 9 Council meeting. This report provides answers to Council questions posed at the study session. PUBLIC NOTICING In addition to distributing copies of this report in accordance with the City's standard agenda posting requirements, copies of the report were mailed to those persons who have been in recent contact with the City Manager's Office and Fire Department indicating an interest in receiving reports regarding the emergency medical services and/or a fire station in the North Bayshore Area. Prepared by: Approved by: lk(l--,4~k~ Hugh G. Holden Fire Chief .' ? ., '/}. -~. ~:~, Nadine P. Levin Assistant City Manager IJ~A ~ ~ Kevin C. Duggan City Manager HGH/LM/2/CAM 172-06-09-98M-E^ Attachments " . --~ - .. - .. .. ,. ., - .. - - .- . - .. . - - .. - . - .. .. - - ., .. - - .. .. .. .. - .. tliII' - - - .. - .. - - - .. - .., ,,.. - -' .. ."".. - - - ... ... .... ... - - - CITY OF MOUNTAIN VIEW MEMORANDUM DATE: April 20, 1998 TO: City Council Ad Hoc Committee on Fire Services FROM: . Hugh G. Holden, Fire Chief SUBJECT: FIRE STATION 5-NORTH BA YSHORE AREA RECOMMENDATION Recommend to the City Council the conceptual approval of a three-year phased plan to construct and operate a North Bayshore Area (Shoreline Community) fire station, . including the funding of six additional Firefighter positions, equipment and construction costs for a new fire station. EXECUTIVE SUMMARY In 1997, the City Manager's Office commissioned a consultant stU9.Y to evaluate the adequacy of existing fire services in the North Bayshore Area (Shoreline Community) and to identify cost-effective solutions if the study determined a need for improvement. The study concluded that fire service demand and access limitations in the North Bayshore Area, combined with the increasing competition for resources within the rest of the City, suggest that the City should begin planning for the deployment of additional resources in the North Bayshore Area to meet desirable response time standards. FISCAL IMP ACT '-' Estimated costs for construction, staffing, equipment and maintenance are shown below. - - - ... - ... 'l'" - - - One-Time Costs: Construction: Equipment: $2,900,000 $410,000 Ongoing Annual Costs: Staffing: Maintenance: $760,000 $75,000 - City Council Ad Hoc Committee on Fire Services April 20, 1998 Page 2 - - ~ The staffing cost shown is for six new positions. An additional three Firefighter positions currently funded by the General Fund would be transferred to this station. - - - Staff is proposing that all costs (including the three transferred positions) be funded by the Shoreline Community Fund which will cause a reduction in the current General Fund expenditures of $335,000. - - .. The above estimates assume the station will be located on property currently owned by the City for Shoreline Community (no acquisition cost). - - BACKGROUND - . History of Fire Services in Mountain View Mountain View has managed its fire service delivery system efficiently and effectively over time. The existing four-fire-station configuration with current staffing levels has remained the same since 1973. Over this period, the fire services provided by the Fire Suppression Division (firefighting force) have evolved from being primarily focused on structural fire prevention and firefighting to today's services which include emergency medical care, hazardous material incident response and a wide variety of rescue calls. .. .. .- -. - - Since current staffing levels were established at 60 Firefighters in 1973, much has changed in.Mountain View. The following chart illustrates some of the changes: - - 1973 1997 ... Population 59,900 73,000 .. - Housing Units 24,500 32,406 .. Fire Service Calls 1,500 4,800 - .. The call volume is expected to reach 5,355 calls by Fiscal Year 1999-2000. While 13 calls per day (4,811 + 365 = 13) spread over 24 hours may seem easily manageable for four fire stations, the majority of these calls (68 percent last year) occur between the. hours of 8 a.m. and 8 p.m. In addition, many of these calls require a multiple station/unit response. For example, an automobile accident with injuries on Highway 101 can engage staff from three stations. Initial response to a structure fire calls for five fire response vehicles and crews engaging up to three stations. - - .- .. .. .. Beginning in the late 1980s, the City Council Public Safety Committee began a review process for Fire Station 1 relocation options. At that time, staff presented a four-station -- - - .. .- .. ,- ,. .- -- - .. - .. - - ". .. - .. ""'" .' - .. - - ... .. - - .... .. - .. .",", .. - III I"'" - ..... .. City Council Ad Hoc Committee on Fire Services April 20, 1998 Page 3 alternative and a five-station alternative. One alternative was to relocate Fire Station 1 near Highway 101, where it was assumed it would be able to effectively service the growing needs of the North Bayshore Area. The City Council decided to locate Station 1 nearer to downtown to maintain the response times in that area and revisit the option of a fifth fire station in the future. Following this decision, staff continued monitoring growth in call volume and response times for the North. Bayshore Area in order to evaluate changing fire service needs. In 1993, staff studied the possibility of a joint Mountain View/Palo Alto fire station on San Antonio Road near Highway 101, which would have served both the North Bayshore and some areas south of Highway 101. After significant review, it was determined that such an endeavor was not feasible due to conflicting needs of each city. Specifically, desired station location and staffing levels of each community were not compatible. In 1997, the City commissioned Shannon, Davis & Associates-to prepare a fire service delivery assessment for the North Bayshore Area (Background Documentation-FS(A)). This assessment resulted in the development of five alternatives for improving response times to the area. City staff has identified three additional service delivery alternatives since completion of the study. After a comprehensive staff analysis, five of the eight alternatives were identified as not being worthy of further consideration (see Attachment A for a brief analysis of these five). The analysis of the remaining three is presented in this report. All three have the following major benefits: 1. Each places a staffed fire engine and station inthe North Eayshore Area. 2. Each reduces response times in the North Bayshore Area significantly. 3. Each significantly reduces the need to send fire units from Stations 1 and 3 to the North Bayshore Area. To put the recommendation and alternatives into perspective, it is important to understand how response time standards were derived in the City. CommunitY-Developed Response Time Goals Response time goals are derived from a need to respond to fires and emergency medical . incidents quickly so that lives may be saved and property protected. it Fire Response Time: The National Bureau of Standards developed, through experiment, a standard time/temperature curve which shows the speed at which a fire progresses within a building. The time begins with ignition and ends with "flashover." "'" City Council Ad Hoc Committee on Pire Services April 20, 1998 . Page 4 .... - .. -- Flashover is that point in time when a fire has heated a room sufficiently so that the entire combustible contents of a room burst into flame. Once flashover occurs rescue efforts become futile as occupants cannot survive the extreme heat (9000F to 12000P). Additionally, interior firefighting efforts cannot be conducted until the interior atmosphere is cooled by ventilating the building and applying water through building openings. At this point, there is strong likelihood the structure will be lost. .. .. - - .. The time from ignition to extinguishment is called "Reflex Time." This includes time to: - 1. Discover fue/ decision to report, 2. Report to 9-1-1, 3. Dispatch, 4. Firefighter preparation and travel time, 5. Setup (of hoses, etc.), and 6. Extinguishment. .. .. . - - Given the several elements of reflex time and the average time'required for each, it is generally accepted that Firefighters must reach the fire within 4 to 5 minutes of notification if they are to prevent flashover. Through the Community Fire Protection Master Planning process first completed in 1976 and revised in 1980, acceptable response time goals were set. The goal for response time to undeveloped land, which most of the North Bayshore Area was in 1976, was 11 minutes. The goal for the type of development in the North Bayshore Area today was set at 4 minutes. .. '. - - .. .. Emergency Medical Response Time: The basis for acceptable response time to emergency medical incidents comes from the American Heart Association(AHA). The AHA states: .. .. .. "For cardiac arrest, the highest hospital discharge rate has been achieved in patients in whom CPR was initiated within 4 minutes of arrest and ACLS (Advanced Cardiac Life Support) within 8 minutes. Early bystander rescue breathing or CPR intervention and fast emergency . medical services (EMS) response are, therefore, essential in improving survival rates." .. - - Given the time necessary to detect that a victim is not breathing, the decision to tall 9-1-1, the call, the dispatch and the Firefighter's response, a 4-minute response time goal was determined to be necessary for basic life support. .. - - North Bayshore Area .. - In the North Bayshore Area, there are 358 housing units (mobile homes) with a residential population estimated at 700 to 900 people. There are approximately 8,000,00'0 square feet of office, research and development, restaurant, retail, commercial - -- .. .. - ~-., 1_ - I- '.... ..,' - .. - - - ... - - - ... - .. - w. - - - WIlt - - - .. - .. ,.. ... ,... - II'>'" - - .. City Council Ad Hoc Committee on Fire Services April 20, 1998 Page 5 service and recreational (building) uses in the North Bayshore Area. These uses.! excluding the Amphitheatre, movie theaters and parks, are occupied by an estimated daytime population of 23,000. Calls for fire services in the North Bayshore Area are relatively low in comparison with other areas of the City. Data collected over the past five years shows an average of 255 calls. Year North Bayshore Calls City-wide Total Calls % of Total 1992/93 1993/94 1994/95 1995/96 1996/97 Five-year average 281 245 263 238 246 255 . 4,611 4,660 4,851 5049 4,811 4,796 6.1% 5.3% 5.4% .4.7% 5.1% 5.3% Approximately 60 percent of the calls to North Bayshore are emergency medical service-related calls. The low fire incident rate is attributable to the predominance of office use (relatively little residential, where most fires-occur). Most of the nonresidential buildings in the North Bayshore Area are protected by built-in fire protection systems. Although fire protection systems (smoke and heat detection and . automatic fire sprinklers) do not prevent fires from occurring, they do provide an early warning and/ or control of fire. The North Bayshore Area is currently served by Fire Station 1 (at South Shoreline Boulevard and Dana Street) and Fire Station 3 (at Rengstorff and Montecito Avenues). Both of these stations have response districts that take them south of El Camino Real. Station l's eastern boundary is Highway 237/85, and its western boundary is shared with Station 3 on Escuela Avenue. Fire Station 3's western boundary is Palo Alto. The attached map (Attachment B) shows the response areas of the various stations/units. Maintaining sufficient fire units available for simultaneous calls on a City-wide basis can be challenging at times. Currently, fire units located at Stations 1 and 3 are drawn to the North Bayshore Area about 250 times a year and away from their primary response areas where high-density residential occupancies prevail. This represents 8 percent of their total calls. While Stations lor 3 are serving the North Bayshore Area, fire units from further away (Station 2, located at Grant Road and Cuesta Drive, and Station 4, located on Whisman Road), if availa,ble, must respond to simultaneous calls in the primary response areas of Stations 1 and 3. . From a response time perspective, this shifting of City-wide resources has a detrimental effect on response times across the - City Council Ad Hoc Committee on Fire Services April 20, 1998 Page 6 ~.Ni - '- .. City. If the North Bayshore Area were served by its own fire station, City-wide response times would improve. - - Average response times to the North Bayshore Area during peak congestion periods (which is when the majority of calls occur) are approximately eight minutes, nearly double the City standard of four minutes. Response times well in excess of nine minutes to some areas of the North Bayshore are not uncommon. During major Amphitheatre events, an additional fire engine is staffed and deployed in the North Bayshore Area in order to meet City response time standards. ... .. - - ... Access to North Bayshore - Access to the North Bayshore Area can present challenges. There are three vehicular access points across Highway 101 into the North Bayshore Area. All are overpasses (located at Rengstorff Avenue, Shoreline Boulevard and San Antonio Road). All public safety responses to the area must use one of these access points. These access points become congested during normal rush hour traffic and during movie theater and Amphitheatre performances. These overpasses are also subject to structural damage should a significant earthquake occur. - - .. .. . .. ANALYSIS .. The recommendation and two alternatives presented provide for a standard three- person engine company and fire station in the North Bayshore Area. They are viewed as workable alternatives for addressing the fire service needs. While each of the alternatives vary in staffing configurations, they have the following benefits in common: .. - .. ... .. · Places a staffed fire engine and station in the North Bayshore Area. · Reduces response times in the North Bayshore Area substantially. · Significantly reduces the need to send fire units from Stations 1 and 3 to North Bayshore Area. - - .., Diagrams showing staffing and equipment configurations for Mountain View's current fire stations and the three alternatives are provided in Attachment C. . .. .. .. Recommended Alternative .. Toaddress the fire services response time challenge in the North Bayshore Area, staff recommends adding a fifth fire station. The staffing recommendation is neither the least nor most costly approach to addressing the response time challenge. It requires .. - .. .. ... .. City Council Ad Hoc Committee on Fire Services April 20, 1998 Page 7 adding six Firefighter positions to the current authorized staffing of the Fire Department along with funding a station, a fire engine and associated equipment. This recommendation includes the placement of an additional three-Firefighter engine company, equipment and station in the North Bayshore Area. Firefighters work on three rotating 24-hour shifts; thus, it takes nine full-time Firefighters to staff a three- person engine company. The recommendation is for six new positions. The other three " needed positions would be obtained by redeploying three existing Firefighter positions from Station 1. The operational effects of redeploying three Firefighters from Station 1 to the proposed Station 5 area reorganization of Station l's staffing: The R~cue Squad (with two Firefighters) is currently supervised hy the Engine 1 "Fire Captain. This proposal requires responsibility for supervision of the Rescue Squad to move to the Ladder Truck Fire Captain. ~ addition, the combined units of the Ladder Truck Company and Rescue Squad (Fire Captain, Fire Engineer and Firefighter on the truck and two Firefighters on the rescue) are reduced byone Firefighter. The Ladder Truck would operate with a Fire Engineer and Firefighter while the Rescue Squad would be staffed by the Fire Captain and a Firefighter. The Ladder Truck is mated with an Engine Company at fires, requiring the use oHts aerial ladder (i.e., elevated water tower, " rooftop ventilation) creating under this proposal a fiv& versus the current six- Firefighter team to perform these operations. The five-person team for truck operations is within industry standards. This alternative provides a new three~Firefighter Engine Company but with one less Firefighter on the Ladder Truck To compensate for the loss of a Firefighter on the Ladder Truck, three (versus the current two) fire engines, the Ladder Truck, the Rescue and the Battalion Chief woVld be sent to structure fires. This proposed response includes a total complement of 14 Firefighters. This is two more Firefighters than are currently sent (i.e., 12) to a structure fire. At the same time, under this proposal, a total of five fire engines would be in the City. Therefore, when three fire engines are committed to a structure fire, two additional engines would be available to respond to simultaneous calls. Currently, only one fire engine remains available to respond to simultaneous calls when three fire engines are committed to a structure fire. In analyzing this alternative ,the following pros and cons were identified: Pros: · Reduces response times in the North Bayshore Area substantially. · "Increases daily minimum on-duty firefighting force City,.wide from 18,to 20 Firefighters. ~JJilF:!' City Council Ad Hoc Committee on Fire Services April 20, 1998 Page 8 '.... - - - . Provides an additional fire response vehicle and crew for large incidents or simultaneous alarms. - - . Compatible with the recommended EMS (paramedic) alternative described in the accompanying EMS report. - .. . Provides two additional Firefighters(from 12 to 14) on initial structure fire response. - .. Cons: · Reduces Station 1 staffing by one Firefighter. w - . Requires a substantial initial and ongoing inVestment in equipment and staffing. - - Financial Impact: .. One-Time Costs: Construction: Equipment: .. $2,900,000 $410,000 in Fiscal Year 2000-01 . - Annual Ongoing Costs: Staffing*: Maintenance: - $760,000 phased in over 3 years $75,000 beginning in Fiscal Year 2001..,02 - '11M ... *Staffing cost shown is for six new positions and does not include the cost to the Shoreline Community Fund for the transfer of three existing Firefighter positions from the General Fund. .. - ... Alternatives - Of the eight alternatives (five identified by the consultant and three by staff), three are deemed most feasible for implementation. The staff-recommended alternative is described above. The other two alternatives deemed most feasible are described below. ,. - - Alternative 1: Add a new three-,person Engine Company at Station 5 - - This alternative includes the placement of one additional three-person engine company and station in the North Bayshore Area without utilizing any existing staff. This alternative requires nine new fire personnel and is the most costly. - . - - - ., - .. - .. - .. - .. - .. - ... - - - ... "... - - .. - - \11IIO .... ".. - .... .. - - - - - ... ,.. - - - City Council Ad Hoc Committee on Fire Services April 20, 1998 Page 9 In analyzing this alternative, the following pros and cons were identified: Pros: · Reduces response times in the North Bayshore Area substantially. · Increases daily minimum on-duty firefighting force from 18 to 21. . Provides an additional fire response vehiCle and crew for large incidents and/ or simultaneous alarms. . Compatible with recommended EMS alternative described ill accompanying report. . Provides three additional Firefighters (from 12 to 15) on initial building fire response. . Requires no reorganization of existing resources. Cons: · Highest annual operating cost. Financial Impact: One-Time Costs: Construction: Equipment: $2,900,000 $420,000 in Fiscal Year 2000-01 Annual Ongoing Costs: . Staffing: Maintenance: $1,100,000 phased in over 3 years $80,000 beginning in Fiscal Year 2001-02 Alternative 2: Add a new three-person Engine Company at Station 5; Eliminate Rescue 1 This option includes the placement of one additional three-person engine company and station in the North Bayshore Area. By eliminating Rescue t six Fire personnel can be shifted to Station 5, thereby requiring only three new personnel to staff the new fire engine. The operational impact of eliminating Rescue. 1 ~ a delay in initial fire attack and rescue operations at structure fires. The Rescue responds on all structure fires and, on arrival at a structure fire, its two firefighter crew immediately joins the first arriving engine company (fire engine and three Firefighters) and normally takes the first hose line into the building to perform. search-and-rescue as well as fire attack. Analysis shows the "" City Council Ad Hoc Committee on Fire Services April 20, 1998 Page 10 .. - .. .. Rescue normally arrives sooner than the second arriving fire engine. Therefore, its elimination would delay search-and-rescue and fire attack operations at structure fires. - - In analyzing this alternative, the following pros and cons were identified: Pros: · Cons: · .. Reduces response times in the North Bayshore Area substantially. .. .. . Increases daily minimum on-duty firefighting force from 18 to 19. - . Lowest ongoing personnel costs of feasible alternatives. .. .. . Can provide one additional Firefighter (from 12 to 13) on initial structure fire response. - - . Requires lowest ongoing investment in staffing to accomplish goal. . .. Slower initial fire attack due to loss of Rescue Squad. .. . . Is not compatible with the recommended EMS alternative described in accompanying report. Limits EMS alternatives to most costly alterJ;1ative or status quo. - - - . Requires specialized rescue function to shift to other unit(s). 1M . No increase in total available fire vehicles (current seven; with this alternative, seven vehicles) while costs increase. . .. Financial Impact (estimated): .. .. One-Time Costs: Construction: Equipment: $2,900,,000 $400,000 in Fiscal Year 2000-01 . . - Annual Ongoing Costs: Staffing*: Maintenance: $390,000 phased in over 3 years $70,000 beginning in Fiscal Year 2001-02 - - .. .. "Staffing cost shown is for three new positions. Not shown is the reduction in General Fund cost resulting from the transfer of six additional staff to the new station. - .. - - lIlIII - - - - - .. ..... .. - .. - .. "... .. - ... ...... - - .. ".. .. . - ... ".. - - .. ".. - -. - - .. "... .. - - City Council Ad Hoc Committee on Fire Services April 20, 1998 Page 11 Cost analysis details and assumptions are provided in Background Documentation- FS(B). Pros and cons for Station 5 alternatives are summarized in Attact1ment D. CONCLUSION In order to meet desired target response times to the North Bayshore Area and increase fire response vehicles/crews available for simultaneous calls throughout the City, staff is recommending a three- (3-) year phased plan to construct and staff a North Bayshore Area (Shoreline Community) fire station. The recommendation adds one fire engine, crew and station with minimal impact on other station staffing levels in a reasonably cost-effective. manner. It allows the City to meet the growing demands for fire services in the North Bayshore Area while maintaining quality services City-wide. Prepared by: ~. ~ JJ, Approved by: ~~ Nadine P. Levin Assistant City Manager Kevin C. Duggan City Manager HGH!LM/8/CAM 172-04-21-98M-E-l ^ Attachments: A. Least Feasible Alternatives B. Fire Department Response District Map C. Fire Station Configurations: Existing, Recommended, Alternative 1 and Alternative 2 D. Pros and Cons for Station 5 Alternatives Background Documentation: FS(A): Background DocUmentation-Shannon, Davis & Associates Report FS(B): Background Documentation-Cost Estimate Details A1:1:achmen1: A _ .... Least Feasible Alternatives - .. The five alternatives that staff believe do not merit further review are: - . Relocate Engine 1 from Station 1 to a New Fire Station 5: This deployment is not recommended since it would leave the downtown area critically short of firefighting resources. Engine and truck companies, such as are deployed at Station I, are configured to operate as a single firefighting unit. The apparatus and staff must function as a unit when aerial firefighting tactics are required. If Engine 1 is relocated to the North Bayshore Area, a reverse response time. condition will be created, negatively impacting Station l'sresponses in this area. - - - - .. - - · Add a TWQ-Person Rescue Unit at a New Station 5: This Rescue unit would have no firefighting capability and, thus, addresses only the Emergency Medical Service needs in the North Bayshore Area. Fire incident and emergency medical response would need to be supplemented with an engine from . Station 1. .. - - .. . Add a Two-Person Rescue Unit and an Unstaffed Reserve Engine at Station 5: In addition to the same drawbacks as mentioned in the previous option, operating a reserve engine with a two-person company, without a supervisor on board, is not a desirable means of providing fire response services. - .- . · Staff a Joint Station with Palo Alto Near San Atrtonio Road and Highway 101: This option is not deemed feasible at this time since Palo Alto has expressed no interest in the construction of a joint station. Each department would staff an engine company for six months out of the year, which would require a significant increase in overtime budget to staff. Also, San Antonio Road is not an. optima110cation for Mountain View responses and does not have access to southbound Highway 101. - .. - - .. .. . Provide an Engine Company at Station Sand Eliminate the Rescue Squad: This alternative eliminates the Rescue Squad, making available its staff of two Firefighters per shift. These Firefighters are redeployed to increase the ladder truck staff from three to four Firefighters and to make up one of three Firefighters required to staff Station 5. . Six new Firefighter positions are required to implement this alternative. It costs the same as the recommended option but does not increase the total number of fire units available. - .. - .. .. - LM/8/CAM 172-D4-21-98A-E^ .. - .. .. - - - A1:1:achmen1: B CITY OF MOUNTAIN VIEW ....... ....-~...~____ ....-.-'it/II1I6-"" ,. ....,. - ....".- ""- .- ~f : r~""'j .. ~' , . ..... t ....~ . . o t3 ~ o ......l pr: f.Ll ......l ~ > >-< z S en b Q) y ~ Q) ~ c ~ E .c o (G ~ ~ t.t I-< OJ ..... ...c: bO ~ ...... >I..\D 0\ OJ Q) ~ ~ ~ .~ !::: <4-< .~ ~""".bo ........ 0 ro Z > Q) I-< !::: ...... !:::OJ~ U) .~ ...... OJ ~ bO.S ~ ....... ~ ~ C\J !::: bO ro ~ ~ !::: Q) ...... 0 .~ ~ ~ <Il ~ (/). , Q) 00 cd .5 ~ ~ ro ~ ~ ~ ..... p.., ~ ~ oj ;:j .~ u ~ 0 ~ ~ o :. 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C<l .5 .... U .~ ~S Q) .... .... ~ C<l en C<l Q) S ~ .... rl ....... a CJ) en C<l l-l C<l Q) ~ .... 0 ~ 'u .!:: ....... Z ~ 0 ;::l 0 ~ ..... .-; .8 .o-t C<l rtl ~ .8 .... ~ en ;::l C<l .s ..... Q) '"d en en .... .... - l-l en (j) '-+-< .o-t CJ) ~ en en Q) en en en .5 en Q) Q) .s Q) Q) 0 ~ Q) en en en Q) l-l l-l U C<l C<l "S C<l u .,-< Q) ;:i ~ Q) Q) ;::l ;:i ~ ~ 0 '"d l-l l-l '"d 0"' Q) u u 0 u Q) Q) 0 ~ ~ ~ .-; ~ ~ ~ >-< >--< ~ ~ (j) FS (A) A Fire Service Delivery Assessment for the City of Mountain View Re: North Bayshore Prepared by: Shannon, Davis & Associates 1601 Response Road, Suite 390 Sacramento, CA 95815 .916/567-4280 . ~ I. May, 1997 FINAL REpORT TABLE OF CONTENTS Executive SUl111llary 1 Project Overview 6 Project Objectives Research Methodology Existing Fire Service DeliverySyste111 9 Community Overview. North BaysllOre Overview Fire Department Overview Fire Department Cost ~ . I Fire Protection Service Levels 16 Fire Protection Master Plan Key Service Level Factors Community-wide Service Levels Nortlt Baysltore Fire Service Alterltatives . 21 . Need for Additional Fire Protection Capacity Options & Costs ~ Comparison To Current Costs Executive SUI1II1Zary In today's fiscal setting, cities are challenged to make the best and most economical use of all resources, all of the time. Mountain View has made excellent use of it's fire service delivery system over time. The existing four fire station configuration with current staffing levels has remained essentially the same for approximately twenty' - five years. During this same time the City's residential population, its daily work force population, and the range of services to which the fire department must respond has increased significantly. Fire Protection Challenge for North Bayshore Providing fire protection to this part .of the city presents a unique service delivery problem for Mountain View. A very large portion of the area is permanently dedicated to open space as North Bayshore is immediately adjacent to the Shoreline at Mountain View Regional Park. With the exception of -Qne significant mobile home park, all land uses within the area are non-residential, and are predominantly commercial and industrial. Accordingly, the population in North Bayshore is mostly comprised of workers in the business parks, for approxiIDately 12 hours daily, and customers at periodic entertainment events at the Shoreline Amphitheater, and the t~ntury 16 cinema complex. Due to the demographics and'land-use features of North Bayshore, its fire protection needs' are not characteristic of the balance of the city, which is comprised of large single and multi-family r~sidential neighborhoods interspersed by neighborhood commercial . . centers and a downtown core area. The ~e department reports that the vast majority of the structures in North Bayshore have on-site fire protection systems. In most cases these systems inClude fire sprinklers, or other fire warning/detection systems. Actual calls for service to the area are. generally low at. present, and ~t 242 incidents annually, is about one-fifth of the average total yearly demand for just one of the City's . four fire stations. A total of 11 fires were reported in the area in 1996. Slightly over half of all responses to .North. Bayshoreare c1~sified by the fire~epartment as emergency medical (EMS) responses - roughly the same proportion oftota! calls as in the community-at-Iarge. Given 4evelopment patterns m the area, calls for service will likely increase by as much as 50% to .60% 'over- the next five to ten years.. How~ver, even at this.rate of increase, total demand for service within North Bayshore i$ projected . . City of Mountain View Fire Assessment Page J to grow from slightly less than 5% to about 6% to 7% of the total city-wide volume over the next ten years. One of the most critical performance factors for a fire department is response time. Getting fIre and EMS.rescue equipment into North Bayshore in a timely manner is the fire department's greatest fire protection challenge for the area. The City's response time standard for emergency events (fire or medical calls) ranges from 4 to 5.5 minutes. The fire department reported that it achieved a city-wide average of 4 minutes, 33 seconds for fire calls, and 4 minutes, 5 seconds for EMS calls during 1995-96. Average response times in North Bayshore during peak travel congestion periods, when a significant portion of all calls occur, at 7 to 8 minutes is roughly double the city standard. Average peak time response times into the area are higher primarily because. access to North Bayshore is limited to the Rengstorff. and Shoreline overpasses at highway 101. Response times during off peak periods are somewhat lower in the 5 to 7 minute range "depending on proximity of an event to the nearest station. Other Fire Pro.tect19n Conditions & Factors Emergency response units (i.e. rescue, engines and trucks) are p'art of a total fire protection system. Accordingly, resources and calls for service demand for one part of a community should not be viewed in isolation from .other parts. Calls for service to the Mountain View Fire Department have been increasing. at an . average rate of about 3.q % per y~ar since .the early 1990's, and have i~~reased over 17% since 1991-92. The volume of simultaneous call activity is also increasing. During 1995-96 multiple response units w~re active at the same time for about 17% .of the call for service volume. While this level of activity does not exceed acceptable limits, it is another indication that work1o~d for emergency response units is increasing. Moreover, the addition of commercial, industrial and retail inventory generally, and in North Bayshore specifica1ly~ hasad~~ signipcantly to the department's on-going fire inspeCtion workload which is performed by emergency response umts. As a result of these conditions, and the need to I?aintain response. timeinte~ty for all fire stations (i.e. response districts) throughout the community~ the department has only a limited ability to re-deploy existing resources into North Bayshore. . . City of A10Ulziain View Fire Assessment Page 2 Adjacent jurisdictions such as Palo Alto and Sunnyvale, while available through mutual aide for back-up support or active involvement in the case of major emergencies, can not meet the City's response time standards due to the proximity of their closest stations. Findings & Conclusions The conditions described above point to the follov.~ng conclusions regarding the provision of fire protection to North Bayshore: 1. Existing resources have adequately met protection needs in North Bayshore to date. 2. Fire service demand 'within North Bayshore; the increasing utilization of existing response capacity ,within the community-at-Iarge; and access limitations into North Bayshore are reaching a. point where the City should begin planning for the deployment of additional resources to meet response requirements in the. North Bayshore area. 3. At 242 incidents annually, including 11 fires, the I ~umber of, ~.ctual incidents requiring an emergency response to North Bayshore are lower' than might be expected considering the day time population of the area. Accordingly, improving emergency response time capability especially during peak travel periods, !s the most critical fire protection service delivery challenge for North Bayshore. 4. A combination oftu:st-in resources fr~m Stations'I, 3, 4.and a new facility located in North Bayshore would be the most effective solution that also meet response time demands. In the meantime~ the fire department intends to' continue its current practice of temporarily placing an engine company or ~escue unit in North Bayshore during major events (such as entertainment events at the Amphitheater) - especially during peak time travel conditions. While, this 'practice should continue to be encouraged, it re-deploys resources away from the balance of the community, thereby creating a reverse response time/travel problem for the fire department. 5. The City's options for meeting the City's response time standards in North Bayshore are: a) Option 'A: To locate a 2-personEMS rescue unit and, approximate .1000 square foot EMS facility in the North Bayshore area while continuing to City oj Mountain View Fire.Asse~sment Page 3, meet structural fire and hazardous material response needs from Stations 1, 3 and 4. The added annual operating cost for this option is estimated to be $ 763,103 (1997 dollars), plus $115,000 for start-up cost. b) Option B: To 'place a 3 person paramedic assessment engine company (2 frrefightersplus a paramedic) and fire station in the North Bayshore area. Full rescue service would continue to be deployed from Station 1. The added annual operating cost of this option is estimated to be $ 1,027,383 (1997 dollars), plus approximately $1.5 million for the new station and equipment. This option has a corollary implication related to the use of paramedics on city fire engines which is not current practice. c) Option C: To re-deploy existing resources that are presently assigned to Station 1, in combination with new, or added resources that would be assigned from a new fire station in the North Bayshore area. A paramedic assessment unit would be deployed from the North Bayshore station with staffing that is partly re-deployed from Station 1. The added annual operating cost for this option is estimated to be $530,000, plus an additional $2.0 million for capital costs. , , . : : d) Option D: To convert the engine company at Station 1 to a paramedic assessment unit and relocate this unit into a new fire station to be located in . the North Bayshore area. This option utilizes existing response resources, and therefore would not increase annual operating costs. There would an added cost of approximately $1.2 million to place a new station in North Bayshore. e) Option E: The final option is to place an existing reserve engine in North Bayshore to augment the two person EMS squad (see Option B). The engine could be deployed when, and if needed. 1l1is option would cost essentially the same as Option B above, approximately $763,000 annually, plus start-up capital cost of $115,000. . Decision Factors and Implications Whenfaced with adding expensive station, equipment and personnel resources in a fire protection system, it is almost never possible to add, or subtract just the p.ght amount at precisely the time that the resource is needed. It: is emphasized that any of the service City of Jilountpin View Fire Assessment Page 4 delivery proposals that are discussed above would meet primarily a response time need for the North Bayshore area that will be between 5.0% and 7.0% of City's total demand for emergency incident response service. In addition to the one-time capital cost for facilities and equipment, these options would add on-going operating cost in the range of $530,000 to $1,027,000 representing an approximate 5.3% to 10.3% mcrease to annual operating costs of the Fire Department. All of the options to deploy resources to North Bayshore, would add additional fire protection capacity that is beyond the demands that are solely generated by North Bavshore. As such, to implement these options would be to add resource capacity to the entire fire protection system whether the additional capacity is or is not needed in the balance of the system at the present time. ;;- City oj Mountain View Fire Ass~ssment Page 5 . Project Overview This assessment was' initiated to examine how fire protection resources are currently deployed to serve the North Bayshore community plan area in the City of Mountain View, and to identify the extent that additional resources may be needed, now or in the near future. The study was coordinated with representatives of the City Manager's office and the Fire Department. Project Objectives Two broad objectives were established rat the beginning of the assignment. These objectives were: 1. To evaluate the adequacy of existing fire protection service to North Bayshore based on: a. the nature of current and future risks in the North Bayshore area; b. existing community flIe service objectives; ana ' c. current fire protection response capacity within the city. 2. If a need to improve is determined, to identify cost effective solut~ons that take into consideration: a the nature of the risks and service demand within the North Bayshore area; b. more effective utilization of existing city resources; and c. potential resources .from outside, adjacent communities and facilities. Research Methodology A project research plan, or methodology, was qeveloped at the beginning of the assignment. The methodology was reviewed with the City prior to being executed., and included the major st~ps described below. 1. First, the City's existing system of fire protection resources and standards were examined to iden~fy fir<? protection resources, service levels and standards that are City of Mountain View Fire Ass.ess~llellt Page 6 presently deployed in the community. The results of this examination arc detailed in the immediately following section, "Existing Fire Service Delivery System". Fire protection resources include, for example, personnel and equipment that are dedicated to: . structural fire protection; . response to hazardous materials incidents; . emergency medical response; and . fire safety planning and inspection. Fire protection standards include the City of Mountain View's established patterns of fire protection as well as. guidelines that are contained in the City' s Fire Protection Master Plan. ,In addition, the National Fire Protection Administration (NFP A) publishes guidelines such as emergency incident response time targets, tactical guidelines for organization of personnel and equipment, fire prevention standards, and numerous others. 2. Second, a s'ervice level and risk assessment- was completed for North Bayshore to determine protection requirements for this area. . This fiSsessment ,considered such factors as: . the proximity of North Bayshore to available resources; . characteristics and demographics of North Bayshore; . built-in fIre protection in North Bayshore; . response times (within the community gene~ly & North Bayshore);' . actual workload demand present within the community-at-Iarge and North Bayshore (~.g. calls by type, simultaneous alarms, and inspection demands; density & development potential). The results of this assessment are discussed in the section of this report on "Fire Protection Service Levels". 3. Third, based on the currerit and future protection needs, several fire protection alternatives for North Bayshore were identified and examined as follows: . Continue to serve North Bayshore with existing resources and if necessary modify how resources are deployed to improve protection. st?ndards; - City of Mountain. View Fire Ass~ssment Page 7 ., Supplement existing resources with first call responses agreements with adjoining agencies (e.g. Palo Alto, Swmyvale, or Moffett NASA); . . Add fIre protection resource/response capacity in North Bayshore that is especially tailored to actual demand from the North Bayshore area . Add fue protection resource/response capacity in North Bayshore that is consistent with the balance of the community - e.g. construction of a north area fIre station. The results of this evaluation are discussed in the last section titled "North Bayshore Fire Service Alternatives". ...t.... , , CitY of Mountain View Fire Assessment PageS Existing Fire Service Delivery Systelll The City of Mountain View's fire department provides fire protection to an approximate 12 square mile area from fOUI fire stations and a central puhlicsafety administrative facility. Community Overview The California Department of Finance estimates the City's population to be 71,300, and the city estimates its daytime population to be approximately 105,000 due to the influx of the work force. The City's general plan indicates that approximately 5% of the land in Mountain View is vacant, meaning that the City is essentially fully developed, or built out According to the general plan, the curreJ?t mix of land uses within the city is as follows: . Commercial & Industrial Uses . Housing . Other Uses (e.g. government., hospitals, open space) . Vacant 30.0% 43.0% 22.0% 5.0% , , Most of the City's single family nei~hhorhoodsare located south of EI Camino Real and on the eastern and western edges of the community. Commercial/retail development is primarily located. along EI Camino Real, San Antonio, and in the City'.s downtown core (east and west of Castro Street). Mutli-family housing neighborhoods are located predominantly north ofEI Camino Real, south of highway 101. The North Bayshore area (north ofEI Camino Real) is discussed below. North Bayshore Overview The North Bayshore area of a Mountain View is located north of highway 10l. According to the City's general plan, the .area is comprised of approximately 2,675 acre~ of which approximately 43% is permanently dedicated to open space. . In addition, to the substaIitial amount of open space,. other distinctive. features of the North Bayshore community plan area include: . With the exception of.one mobile home neighborhood, essentially all other land-uses are non-:residential. City of MoUntain View Fire Ass~sment Page 9 . The area supports a combination of commercial office, supporting retail, light industriallhigh-tech and active recreational/culturalland-uses. . The area includes Moffett Field, a 1930's era U.S. military installation, that is being converted to research and development uses by NASA. Moffett Field is separated from the North Bayshore by Stevens Creek, thereby precluding direct access between the two areas. Within recent years business development activity has increased significantly \,."ithin the area, as anticipated by the North Bayshore Community Plan. For example: . As the r~sult of a number of precise planning actions, (e.g. Shoreline West Precise Plan, L' Avenida South Precise Plan, North Bayshore Precise Plan, Charleston South Industrial Area Precise Plan), allowable densities 'within North Bayshore have been increased in confomiance .with the underlying community plan. According to the City's Precise Plan policies, typical allowable densities range from a low FAR of .35 to a high of 1.0. , , . In 1995, Silicon Graphics received approval to add 500,000' square feet of commercial use on a 21-acreparcellocated on Amphitheater Parkway. . In .1993, Silicon Graphics constructed a 112,000 square foot corporate sales and training facility on a 7-acre site on North Shoreline Boulevard. . In 1995, existing commercial uses for the A.lZa Corporation were renovated and expanded on Huff Ayenu~" . The Shoreline Amphitheater was ~xpanded in 1995. There are essentially two. vehicular access points to the North Bayshore .area, one at Rengstrorff/lOl, anq the other at Shoreline/IOl. All public safety responses to North Bayshore must use these access . points. A third access point from' Moffett has been . . considered in the past, but no active efforts are underway to construc~ a third access. City of Mountain View Fire Ass.essment Page 10 Fire Department Overview The City's 1996-97 budget allocates a total of 95 full-time equivalent personnel, and an expense budget of $9.64 million for fire protection. Si>..'ty and one half (60.5 FTE) firefighter positions are assigned to the City's four fire stations to perform emergency incident response work. The annual cost of these twenty-four hour incident response services is estim.ated in the 1996-97 city budget (i.e. Fire Suppression, page 2-179) at $6,334,955, or about two thirds ofthe total fire department budget. These resources are deployed.aS described in Table 1 immediately below. Table 1 - Resource Deployment * City of Mountain View Fire Department Station 1 251 Shoreline Blvd. Response capacity includes: (1) truck company; (1) engine company;" (1) rescue unit; (1 bazardous materials unit Station 2 160 Cuesta Drive Response capacity includes: (1) engine company Station 3 Response capacity includes: 301 N. Rengstorff (1) engine company; (1) reserve engine (not staffed) Station 4 . 229 N. Whisman Response capacity includes: (1) engine company; (1) reserve engine (not staffed) 1 reserve truck not staffed Daily staffing includes: (2) fire captains (2) fire engineers (6) fire fighters Daily staffmg includes: (1) fire captai!1 (i f fire engine~r (1 fire fiohter Daily staffing includes: (1) fire captain (1) fire engineer 1 fire fi hter Daily. staffuig includes: (1) fire captain (1) fire engineer 1 fire fi ter ... Mutual aide agreements with surrounding jurisdictions (palo Alto, Sunnyvale & Los Altos) are al.ailable to supplement and back-up MV forces when city forces become fully committed. " The vicinity map on the next page (fable 2) depicts the approximate geographic location and proximity of the four stations and the public safety adminisn:ative facility. .....; i City of MOimtain View Fire Ass.essmellt Page 11 o I I I I I I I I I I I I I . N I .A>I I City of Mountain. View I GIS . .-.-- I M.ountain View Fire Department Administration and Station Locations. - . oOoO :.1.. .. .. .roO r:__ iI________ ___,. P,.,,..,;., 7.., The range of services that municipal fire departments provide within their communities has changed drastically over the Pi1St thirty years. During the 1950's and 1960's fire department services were aimed primarily at structural fire prevention, fire incident response, and major or catastrophic emergency aSsistance. Today, in addition 10 fire protection, fire departments respond to essentially all routine and emergency safety incidents such as medical emergencies, hazardous material releases or exposure, and urban search or rescue incidents. Accordingly, Mountain View relies on its fire department for the following list of / malor services: (i I- \ If. L I ,- ~ L! .'- " . rl~ f5C :J ~ Yi~iv\ :\ J Ui-..:( 0.,6!~ f- \ (/'r-- J- E'l,ij \ {{j)\tv~0L~l. 'ih V ~J \ \; il . Fire Incidents - The department responds to all fires of any type ill structures, on vacant land, and in automobiles. . Hazardous Materials - The department is the first responder to hazardous materials releases that occur within the City; departmental staff are . trained to provide a Level A hazardous material r~sponse capability. . Medical Emer2:encies - Even though paramedic ambulance services are . .' provided privately in . Santa Clara County, the City's firefi~ters are "first responders" to essentially all major and minor emergency incidents. The department's average 4.5 Imnute response time standard is. significantly lower that the response time of private ambulance services. In its first responder role, the department responds to essentially all major and minor medi~ emergencies while providing basic life support .and defibrillation assistance. Each firefighter is trained and certified as an Emergency Medical Technician and receives defibrillati~m training and testing every two years. . Public Assistance -: The department is called upon to provide a wide variety of public assistance including the monitoring of major public assemblies such as those conducted at the entertainment facilities in North Bayshore, and the investigation of conditions such a gas-leaks, children iI\ danger, etc. . Fire . Prevention . & Safety InsPections - The fire department conducts periodic safety and. pre-fire planning inspections on improved properties in the city. City of Mountain View Fire Ass~ssmellt Page J 3 "'" .- · Publjc Education - The department IS responsible for educating the community on fire and related hazards and on fue-safe practices. ""', - "'" lncident responses into North Bayshore are primarily dispatched from Station # 1 (251 Shoreline), Station #3 (301 Rengstorfi) & Station # 4 (229 Whisman). ' - - Fire Protection Cost - ~, The components of fire department costs that are directly related to this study are the costs for the department's Suppression/Preparedness Division. This division, as already , , noted, comprises the City's structural fire, hazardous materials and emergency rescue service units. The annual cost for these services are shown below in Table 3. .. ..... -, ~ - Table 3 - 1996-97 Fire Suppression/Preparedness Budget .. >.:,~"",'.-:',' , 'Amount":'::"':"'>'~ - Salaries, Wages & Benefits Supplies & Other Services Capital Outlay Inter~ fun~ Expenses Total Cost '$ 5,891,298 259,154 52,?93 132.000 $ 6,334,955 -, - ~! ., The Suppression/Preparedness Division's current wage and benefit costs are allocated to the four engine companies, one truck company, one rescue unit, and incident commanders (i.e. Battalion Chi~fs) as shown in the. Table 4 immediately below. The , . costs shown in Table 4 ~c1ude a 3.5 % salary adjustment that will take effect in April, 1997. - .... - ~ - .M?; - - - ilII$t - - City Of}.{owltain View Fire Assessment .Page 14 iW' Table 4 - Wage & Benefit Cost For Suppression, Rescue & Incident Command Services * \Va2es & Benefits - 1996-97 Cost 1997-98 Cost .' - , (5) EngineITruck Companies: 4,734,443 4,900,125 15 captains, 15 engmeers, & 18.5 firefighters (1) Rescue Units: 8.5 firefighters 737,298 763,103 . . (3.5) Battalion Chiefs 422,240 422,240 Total $ 5,891,981 S 6,085,468 . Wage & benefit costs include overtime & worker compensation expenses. , , City of }.{ountain View Fire Assessment Page J 5 JI!P ."". ~.w~ Fire Protection Service Levels - M.: The fire protection industry uses a variety of service level measures. Typical major measures include: - M.. - · A fire department's ability to provide a specific' amount of fire fighting or EA1S resources to an emergency incident within li target time frame. Accordingly, fire stations, fire equipment, apparatus, and staffing are typically deployed to achieve a predetermined response result. .. .. ... - · Available <:>n-site fire protection systems such as fire retardant roofing, built-in water sprinklers, and dedicated water flow (availability of fire hydrants, and level of static water pressure). """' - low. . Application of up-to-date fire codes. .. .. . Available mutual and automatic aide 93-pacity. - ..~ I I Fire Protection Master Plan .... ~, . Many cities adopt fire service master 'plans to guide the. evolution of fire protection as their communities change and grow. Mountain View's Fire Protection Master Plan has riot been updated since 1980. . However, numerous service level objectives originally established in this plan are still relied on today by the.fire"department These objectives.. include: ""'" nif' ~' ~ . " Fire Control & Rescue Oblectives M" ~' . "The first due fire department unit will arrive within 4 minutes of notification 95% of the time and Within 5.5 minutes, 100% of tbetime." "" - . "All resources required "to cOntrol incidents shall arrive within 5.5 minutes. These resources shall be capable of applying a minimum of 1,000 gallons per minute(gpm) of fire flow." .... - - . "Confine 95% of all structural fires within the desigried fire areaS of .. ..... - City of },.{ountain View Fire Assessment Page J 6 .. structures, with a maximum fire spread of 5,000 square feet in buildings without sprinklers, and a maximum of JOO square feet in buildings with sprinklers. " . "Mutual aide agreements will be maintained with Los Altos, Palo Alto, Sunnyvale, and .Moffett, to cope with major emergencies." Fire Prevention Obiectives . "Existing structures will be inspected on a frequency required to maintain code compliance:' . "All new. or remodeled structures will comply with fire code provisions prior to the issuance of a Certificate of Occupancy." EMS Obiectives . ~'Provide Emergency Medical Technician I (EMT-D level service within foui minutes of receipt of a call for emergency services, 95% of the I , time." The above is only a partial list of the fire protection objectives that were initially established in the master plan. It is important to emphasize that the objectives listed above are not absolute or minimum requirements and are intended primarily as a guide or compass for th~ fire department to gauge dem~nds ~n the service system over time. KeyD.emand Volume Factors Demand volume is the measure of how much a fire department's resources are actually called upon due to emergency incidents. TIrls volume is referred to as "calls for service". Demand volume should be 'balanced with a community's. fire protection service objectives (e.g. the above list), a community's ability to pay, cost-benefit and political feasibility consid~rations when making fire protection resource allocation decisions. In order to examine historical call for service demand volumes within the community, . the following information was considered: . a five year statistical history of calls for service by type of incident . . . calls for service by time of day statistics for 1995-96 City of A10unlain View Fire Ass.essment Page 17 '"'" . simultaneous calls by time of day statistics for 1995-96 .. fire call statistics by type of call for 1995-96 . structure fires statistics by property classification for 1995-96 - """ - Total Calls For Services: The analysis of the fire department's total call for service. volume, as shown in Table 5 below, shows that.call volwnes in Mountain View have increased at an average annual rate of approximately 3.0 % since 1991-92. Most all call for service categories from year to year have been stable, except for emergency medical (EMS) calls which account for more than 100% (all other calls have declined slightly) of the increase in incident call volume. -, - - - IiiilI -'" The average number of incidents per day in Mountain View is just under 14 (5,049 / 365 days = 13.83 incidents). The actual daily incident volume will be higher or lower since incidents are not evenly distributed over the year. """ - .. Table 5 - Five Year Anal)'sis Of Calls By Type .. ~-~._':~.:;-:.Tnle oflncident. :. ">1991-92 . '.1992-93';-~':::-199~94 ;'::-"1994-9S'~.~~199S-96'~': Fire 246 227 234 222 225 Medical Rescue 2295 2377 , 2446 . )559 2743 , Hazardous Condition I 143 231 242 217 173 Service 344 439 451 546 602 Good Intent 758 804 804 817 850 False 453 500 448 481 422 ~aturalJ)isaster 2 2 0 0 0 Other 54 31 35 29 34 TOTAL 4611 4660 4871 5049 - - .. - ~i IiiIi6 - 1m Most FreouentIncidents: Medical rescue incidents are about 54.3% of the total calls for service in the city. ..- ~ ... :.~ ~.:.::. ::~. Busiest Part 0[24 Hour Period; A;s shown in Table 6 below, the busiest part of each. 24 hour shift for MoUntain View fire fighters is from 8:00 a.m. to 8:00 p.m., coinciding with the most intensive shift 'of the wQrk population into or through the . city. Approximately two thirds of all 'incidents occur during this time friune.. The average daily call vohime during this time frame is 9 incidents for the entire city. Between 8:00 p.m. and mid-night, the incident .volume drops by 40% from 1152 to '828 per year~ . Incidents ocCurring between mid-night and 8:00 a.m. are about 18% of the total ~ual volume (908/5,049 =17.9%). "'" - .... - lift ..... liilh '""" Citv of Mountain View Fire Assessment . Page J 8 Iii> Table 6 - Calls By Time of Day & Day of Week - 1995-95 Time of Day Mon. Tues. \Vcd Thurs. Fri. Sat Sun Total 00:QO-03:59 . 64 62 .;. 64 56 -64 101 78 489 04:00-07:59 66 69 56 63 57 56 52 419 08:00-1 1:59 140 177 155 139 164 130 105 1010 12:00-15:59 174 166 172 172 141 153 173 1151 16:00-19:59 170 150 190 ]72 ]7] ]46 153 . 1152 20:00-24:00 102 121 114 102 126 133 130 828 TOTAL 716 745 751 704 723 719 691 5049 Simultaneous Activitv: Another in~icati6n of work activity is the number of times that multiple units are responding to different calls at the same time. This occurred 897 times during 1995-96, or for about 17.7 % of the total incident volume (897 I 5,049 = 17.7%). Most simultaneous activity is multiple units responding to the same incident. Department records indicate that during. 1995-96, 75 incidents involved simultaneous multiple responses to different incidents. Structure Fires: Structure fITes are a relatively small part of the fire department's work load. Fires in structures totaled 66 in 199?-96. This was '.about' 29.3 _I~ of the total number ofjire calls for that year. Overall, fire incidents represent less than 5.0 % of the _ department's work volume. 'Ta~le 7 - Structure Fires By Property Classification -I995-9~ Classification # Incidents Public Assembly Educational 1-2 Unit Family Dwelling 3-10 Units . 11.:.20 Units Over 20 Units ResidentiaVOther HotellMotel 20-99 Unit Mercantile, Business Industrial Storage Construction Site Other Total Structure Fire Incident 7 1 ~l 11 4 11 :3 2 4 I 1 1 1 66 City of Mountain. View Fire Assessment Page 19 7 d; ...~ Response Times: As previously noted, the City's goal is that the first emergency unit will arrive at the scene of an incident 'within 5.5 minutes or less for fire calls, and within 4 minutes for medical emergency calls. A review of the fire department's response time data (i.e. measured time-travel within each fire station's service district) indicates the following: - .. .. IIiiI;j . The fire department's most recent time travel analysis is approximately five years old, and therefore, reflects conditions that are most likely at lower traffic volumes than exist today. - - .. ., . Stations 1 through 4 are located to achieve a 4 to 5.5 minute response to most all sectors of the city, except for a small area on the City's ~estem ede:e(fo~ which there is an automatic aide agreement with Palo Alto), and except for North Bavshore. ... .. - .... . ,North Bayshore locations are reaSonably proximate to Stations 1, 3 & 4. However, response times during peak hour traffic circulation conditions, and due to access point congestion can be considerably longer. For example, during the 6 a.m. to 9 a.m. and 3 p.m. to 6 p.m. peak travel peri?ds. respo~~.times from stations 1, 3, & 4 into the North Bayshore area will ~ge from 7 t~ 9 minutes, and up to a maximum of 19 minutes at the outer limits of the inhabited area. - - l!JIII!'r .. - North Bavshore Demand Volume: As noted above, the number of fire cans: at approximately i42 a year, is 4.7% of the departments total call for service v<?lume~ while EMS calls represent about 54.0 % of the call volume. Table 8 below indicates actual calls within North Bayshore:compared to the city as a whole. w- .... Table 8 - North Bayshore & Citywide Call Volumes Fiscal year 1995-96 "~, ~ Citv Total N. Bavshore N.B % of Total - - Medical Calls 2,743 119 4.3% All Other Calls 2.306 123 5.3% Total Calls 5.0.lS' 242 ~ .~ ... .... ; :w;; w' ... City of Mountain View Fire Assessment Page 20 IiIi< North Bayslzore Fire Service Alternatives The assessment of fire service alternatives for the North Bayshore area took into consideration the following broad questions: L Does the nature of the risks and service demand within the North Bayshore area justify additional fire protection resources? 2. If additional resources should be considered: a) can the need be met through mutual or automatic aide agreements v.,rith . surrounding jurisdictions (e.g. Sunnyvale, Palo Alto, and Moffett); b) what is the potential for meeting additional needs through more effective utilization of existing city resources; or c) what other service improvement options should be considered? 3. What are th~ cost implications for various types. of service level enhancements? Does The North Bayshore Area Need Additional Fire Protection? The most significant service delivery challenge for the fue department is not the result of actual demand volumes from within the North Bayshore community, but is one of response times. A service delivery strategy to reduce response times to the North Bayshore area is needed, but may not be easily attainable without added cost. The preceding analysis of activities within the North Baysbore area, and fire protection .service levels that presently exist within the community - at -large, and an analysis of . serVice demand statistics indicates the following general conclusions: . 1. "Standby readiness" or availability (Le. fire units not involved in an active call) for fire apparatus at Stations 1,3 & 4 are within acceptable levels even considering the department's training, inspection, and. simUltaneous call activity levels. . For example, engines 1 & 3 (i.e. Stations 1 & 3) respond to an ave~ge of 3 to 4 calls per day. .. ...-. : ; 2. The Rescue Squad located at Station 1 is the depcmment's most busy responSeimit . . . . and is dispatched to approximately 43% of all calls within the city. This unit responds to an average of ~ to 8 calls daily; an~_ ?perates in a '~standby or ready" City of Mountain View Fire Assessment Page 21 mode half as often as the department's busiest engine companies. ~ 3. The approximate 242 annual incidents in North Bayshore represent about 4_7 % of the 5,049 annual incidents 'within the. city. Most of the comri1ercial & industrial improvements within the area have on-site protection (i.e. fire sprinklers). The population of the area is mostly limited to the one mobile home park for 12 to 14 . hours daily and on week-ends. The exceptions to this condition are the occupancies that 'occur during major events at the amphitheater, at the Century 16 theater complex. EMS calls in North Bayshore average less than one per day. A total of 11 fires were reported in North Bayshore during 1996. - """ .Wi tI!Ir "",. .... 4. The call volumes that originate in North Bayshore are less than 25% of the average . for each of the City's four fire stations. Even if service demand were to increase by 10% per year withiri the North Bayshorearea (about 3 times the rate of increase. that has occurred in recent years), after ten years the total call volwne would still be less than one-half the current average volume for each fire station. .... "' .. - - 5. The greatest challenges for the fire department for providing service to North Bayshore are: ~. , , iilm" . to overcome the potential 10 to' 19 minute response times to the area during peak traffic circulation hours, and II!Jf - gf . to maintain effective emergency medical response capacity within the North Bayshore area and the balance of the community in the face of a growing need for this service - a challenge that confronts most communities. c~ "",. Could Resources From4.djacent Communities Ot Facilities Meet The Response Need That Has Been Identified For. North BayS/tore? . - ~:t - As noted earlier, communities typically enter into automatic aide agreements in order to reinforce response capabilities. However, it does.not appear that ther~ are any adjacent resources ~ sufficient pro~ty to North Bayshore that would ~prove response times. Palo Alto, Sunnyvale and .the MoffettINASA facility would be the most likely candidates for supplementing protection to North Bayshore. However, Mountain View statiom; 1,3 &4. can provide faster responses than can be provided from'SUnnyvale and Palo Alto's closest stations.' The California Air National Guard fIre unit at Moffett does not have adequate access into North Bayshore. .... - - ..... - JIlIi. - ~ .. City of Mountain View Fire Assessment Page 22 ... What Is The Potential For Improving Response Times Through More Effective Utilization Of Existing Fire Department Resources? Five options for achieving improved response capability within North Bayshore have . '. been examined. All five options are described below. The operating and capital cost implications for three of the five (Options A, B & C) are listed Table 9, on the immediately following page. Table 9 includes a description of current fire protection costs, and the added costs for each of the options. These options are described immediately below. . 1. Option Description: Option A is the addition of a two person, 24 hour EMS unit to be located north of highway 101. this option involves 100% additional resources. The added annual operating cost for this option is esti.mated to be $.809,258 (1997 dollars), plus $115,000 for start-up costs. Comments: An additional. two person rescue unit would meet the response time needs for EMS calls, but not for all other calls which are responded to by an.engine company. Approximat~ly 8.5 additional full-time equiyalent fire fighters would be needed to support this unit. ' , 2. Option Description: Option B is the addition of a three person engine company to be located in a new fire station north of highway 101. The added annual operating cost for this option' is estimated to be $1,027,383 (1997 dollars), plus approximately $113 million for the new station and fITe apparatus. Comments: The 3-person engine company is ,the most flexible tactical unit that fire departments typically deploy. It can handle basic fire suppression as well as basic emergency medical responsibilit~es. It is the.most co~~ly of the op!i~ns. 3. Option Description: Option C was developed by the Fire Chief,for consideration as part of this study. 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This unit once deployed would take the place of the Rescue Unit that is now located at Station 1. One of the two, twenty four hour posi~ons that is noyvassigned to the Rescue Unit would be .assigned to this new fire company, thereby reducing the total additional staffing that would be needed for the new station by the equivalent of three fire fighters. · Conversion of the ladder truck that is now located at Station 1 into a four position Quint wit. A Quint type ladder unit is used by many fire departments as a substitute for ladder trucks, and is capable of delivering fire retardant (normally water) to mid-rise structures through a telescoping hose. The City's current ladder truck does not have water, pumping, or hose capabilities. Quint trucks have these capacities, and for this reason are often preferr~d over the traditional ladder unit. . One of the two, twenty four hour positions that is now assigned to the Rescue Unit would be assigned to this new unit. .' Elimination of the Rescue Unit, with re~deployment of staff.a$ de~cribed in a) and b) above. The services now performed by the rescue unit wouid be assigned to the Paramedic Assessment Unit (i.e. to be located north of highway 101). Comments: This options involves a substantial restructuring of existing service delivery methods and resources. The operating cost of the option is lower than Option B for example because it utilizes some existing resources. The annual operating cost increase would approximately $ 530,000 The capital costs fort?is option are. however, highe~ due to the acquisition of the Quint unit. The total added capital cost of this option is $ 850.000 for fire equipment/apparatus, plus approximately $ 1.2 million for the new station. . -. .-, City of Mountain Vi.ew Fire Assessment Page 25 Two other options have been considered, but are not depicted on Table 9. These are: 4. Option Description: Major Option D involves transferring an existing. engine company from Station 1 to a new facility north of highway 101, and reconfiguration of this unit into a paramedic as~essment engine. This options involves mostly the add~d cost of approximately $1.2 million to construct a new station in North Bayshore. ~ ~\t ." ~.~ ~ Comments: Engine and truck companies, such as are deployed at Station. 1, are typically configured to operate as a single fire fighting unit. The apparatus and staff can function separately, except in situations' where aerial fire fighting tactics are required. In these conditions, normally, at least two engine companies are also dispatched to the incident. If the engine company at Station 1 is relocated into the' North Bayshore area, a reverse response time condition will exist for the engine company when responding to calls south of highway 101. This is the least expensive of the. service options because it primarily relies on existing personnel and apparatus resources. . - \Oil!! - di\ - ... .. 5. Option Description: Optiqn E is the placement of existing reserve apparatus m North Bayshore to be deployed as part ofa two person, engine company, rather than the standard .three person fire engine company, in a North Bayshore 'facility. This option would cost the same as Option A above. .... ~, Wt.' ~, Comments: The primary benefit to be gained from this option is the placement of a non-staffed engine north of highway 101 so that fire fighting capability is available even if access to other units is bl9cked. ... M' ~,. The primary differences between Options A, B & C are as follows: - . _. · . Option A requires fewer personnel (i.e. the 2-person rescue unit vs. a 3-person engine company Option B). In addition, this Option does not require the construction of a full scale fire station facility in the North Bayshore area. Instead, it is assumed that an approximate 1,000 s.f. EMS facility would be leased by the City - probably in an industrial complex. Option A would meet . . most of the .North Bayshore areas incident and response time demand needs. .'" ~ ~ 1JIII!l!l!:"i ~ . , A signifi~t disadvantage of Option A is that th~ EMS uD:it is the least flexible 'of the city's emergency response units. The EMS unit cannot contribute .. City of Mountain View Fire Assessment ,Page 26 ""1': iiiiF effectively to fire, and hazardous material control incidents for example. . Option B is the most expensive of all options in the all resources (station, personnel and equipment) for this option are new additions to the city's fire protection system. While th~ incident and response time demand needs of North Bayshore would be met, Option B does not maximize use of existing resources in meeting North Bayshore service needs. . Option C is the least expensive for operating costs, in comparison of Options A & B. 111is is because this option re-deploys the existing Rescue Unit staff, partially to a new engine to be located in North Bayshore, and partially to the more versatile Quint unit. This option is, however, the most expensive in terms of one-time capital cost at approximately, $2.0 million. . Option C adds new resources to the city's emergency response system, while also making greater use of existing resources. . Option D would transfer an existing Station 1 located engine and $taffing to a new Station in North Bayshore. Accordingly, this option would not add new operating cost, except the' cost to logistically support a new, $tation. However, . . , by moving the engine company from Station 1 to North Bayshore, the response time/travel dilemma would be reversed for the fire department. . Option E is an expansion of Option A in the it would add a non-staffed reserve engine to the North Bayshore area. City of Mountain View Fire Assessment Page 27 ~ Q I ~ I ., . I I I o I " I I I ~ ,...,. II Ii I ~, ~ ','.;~~ 3 '\ t" ~~'le, ' 128 ~ V' ~ '\ lfjJ ;1 - I " ,: '5 5~' , ,. ~ ~ ' ,. ~ o~ - ,~#" " ) / ~ ~. , I 6 , ~- 17 8 . 126 -r-- 16 f- 0 -C- r-----:.. r1L 'l ~. III -u_ I ~ ~ 10 111- 18 .I' C~ __ 11 1::1~ ~. ~ 4~~ ~:~ ~ ~-' ',-: "I:"~ 20'\. ~ I~' E3 46 4 /-- ~ 21""':A<L1 / ~~ rh \V 23 , r--:::. 4 -4/11 ~, ( . 25 !O ~ . , . 'N f TlTN~ ... 2 :.:..-,::: 46, ~~..J ~7' ' "'--'i :J >>:;:: ',t 24 6 ,~1 ;~ I~' """" 'l(~' "'1 34' . r II' '/~6 ,L [f.I. .... ,0', '1 ' 6 ,Wl~ ' ~ ~ .7 '^~ ,-.. "-i I,(' ~ "" 49 57 52 5 ~', ) 59~ (,1 3 56 A....... '/' ~ ~ - h..~ "-'--. . -l' . 60 ,. ~~.d-\..4~i I '-..J ~ 63 61 64 65 , (/17 Affi:? c::J . . ~: .," .' r--O ~ ~~ 6' 27 4 125 , Attachment 2 . , ,., '.~- -= :1\ " I',' 29l / CITY OF MOUNTAIN VIEW MEMORANDUM DATE: April 6, 2006 TO: Cathy R. Lazarus, Public Works Director Timothy Ko, Assistant Public Works Director/City Engineer FROM: Jack Muench, Senior Civil Engineer SUBJECT: PERMANENTE CREEK TRAIL PEDESTRIAN /BICYCLE OVERCROSSING OF HIGHWAY 101 CONSTRUCTION, PROJECT 06-33-STATUS UPDATE BACKGROUND The City of Mountain View General Plan has identified a City-wide goal to provide easier and safer routes for people to travel by bicycle and on foot. Specific strategies to achieve this goal include the extension of a City-wide urban trails network and providing for safe crossings of physical barriers, including Highway 101. The City of Mountain View Parks and Open Space Plan of 2001 and the City Bicycle Transportation Plan of 2003 both indicate that a new pedestrian and bicycle bridge over Highway 101 near the Permanente Creek crossing would help achieve this goal. To facilitate the pedestrian/bicycle overcrossing, Council created three separate Capital Improvement Program (CIP) projects. The 2003-04 CIP authorized the Permanente Creek Pedestrian/Bicycle Overcrossing of Highway 101 Feasibility Study. In late 2004, the feasibility study was completed and the results of the study were presented to the Council in January 2005. Following the presentation, Council approved the preferred alignment for the overcrossing and authorized staff to proceed with the design of the overcrossing and approved the Permanente Creek Pedestrian/Bicycle Overcrossing of Highway 101 Design, Project 05-42. The overcrossing of Highway 101 will be parallel to Permanente Creek along the east bank of the stream and will extend the existing Permanente Creek Trail south to Old Middlefield Way. At Old Middlefield Way, the project will install a new traffic signal to facilitate trail users and local traffic. Constructing the new trail in this location will allow for the possibility of additional trail extensions and/ or improvements in the future. The preliminary cost estimate generated from the feasibility study was used to create a construction project for the overcrossing and was incorporated into the 2005-06 to Cathy R. Lazarus Timothy Ko April 6, 2006 Page 2 2008-09 Capital Improvement Program (CIP). The adopted 2005-06 CIP created the Permanente Creek Trail Pedestrian/Bicycle Overcrossing of Highway 101 Construction, Project 06-33. Based on the preliminary cost estimate from the feasibility study, the construction phase of the project had a placeholder budget of $2,850,000. CURRENT DESIGN AND BUDGET STATUS The trail overcrossing design is currently at the 30 percent engineering level and the details have been reviewed with Caltrans and the Santa Clara V alley Water District (SCVWD) as they affect the State and SCVWD rights-of-way. The project faces a number of challenges as details emerge from design. The City's structural design engineer has more closely reviewed the construction costs for the overcrossing. Based on the latest construction cost estimate, it appears that there will be a significant increase in the construction costs for this project. The current estimate to construct this project, including engineering and City administration, is $3,625,000, which is $775,000 over the current budget. This increase is comprised of construction cost rise ($630,000) and additional project-related cost ($145,000). There have been a number of engineering factors identified as the detailed design has progressed, contributing to the construction cost rise above the initial estimate. These factors include: . Increase the length of the bridge over the freeway by about 110' as dictated by the structural design that requires a deeper section which raises the entire structure to achieve minimum clearance over the freeway. A longer structure is also necessary to clear existing utilities ($200,000); · Increase in the estimated cost to relocate PG&E power lines ($120,000); and . A greater-than-projected cost to provide temporary traffic controls and detours on Highway 101 to construct the support column in the median and the structure over the freeway ($100,000). The remainder of the construction cost rise ($210,000) is from a general increase in the cost for construction materials used in these types of projects. The most significant unit cost increases have been for steel and structural concrete. The construction of the over- crossing will use both of these materials extensively. The attached graph of the Building Cost Index for the San Francisco Bay Area (Attachment 1) is provided for reference and shows a large jump in the index from 2003 through 2005. ~ ,.,-< W" - ~, IM''' .... !J!Ili!';\' ... -. -, .. - i#>-;t, ~ ~ -~ ~ ... ~ - 'il1'~ ....' .. ..... ~" Cathy R. Lazarus Timothy Ko April 6, 2006 Page 3 ADDITIONAL PROJECT CHALLENGES During the feasibility study that preceded the detailed design, it was estimated that there would be sufficient room within the Permanente Creek right-of-way to construct the overcrossing structure while maintaining the setback required by the SCVWD. As design of the project progressed, a comprehensive right-of-way investigation revealed there is not enough room adjacent to the creek to accommodate the overcrossing struc- ture as envisioned. Although earlier discussions with the SCVWD suggested there would be sufficient room for the overcrossing, the SCVWD has recently advanced their Permanente Creek flood protection study and identified options for this reach that include widening the channel, raising the existing levee or constructing a flood wall. North of the freeway, the SCVWD land next to the creek is too narrow to fit the over- crossing structure and avoid interfering with the SCVWD's future construction of flood protection improvements on the same land. Staff is exploring the possibility of acquiring an easement from the adjacent private property owner to make more room, but space on the property is limited (see Attachment 2). The SCVWD has indicated they would withhold permits until they determine the flood protection measures for this reach of the Creek and the impact on construction of such if an overcrossing structure is built as currently proposed. A similar space constraint exists south of the freeway, but the problem could be mitigated by acquiring a small easement from the adjacent property owned by the U.s. Army Reserve (see Attachment 3). Project staff is working through these challenges, but the time line for resolution is uncertain. A resolution may be possible when the SCVWD concludes their Permanente Creek planning study next year. At this time, staff is continuing discussions with the SCVWD, will pursue acquiring an easement from the U.S. Army Reserve and will maintain dialogue with the property owner on the north side of the freeway for a potential easement. In addition, the design team is reviewing possible alternative construction methods that may lower costs. Staff will also reevaluate other alignment concepts identified in the feasibility study to see if there is another viable option. Cathy R. Lazarus Timothy Ko April 6, 2006 Page 4 Although the additional funding request does not include costs for easements, augmenting the construction budget now based on current information will keep the funding for this project within target. The project cost breakdown is as follows: ~. Project Total Existing Recommended Budget Budget Change $2,570,000 $3,200,000 $630,000 11 0,000 200,000 90,000 170,000 225,000 55 ,000 $2,850,000 $3.625,000 $775.000 $2,850,000 $ 775,000 "'" ~ ~ Construction Construction Management/ Engineering/Inspection City Administration (6.5%) W'9; "'" ~i ,.".., Current Budget '"", - Budget Augmentation JaC Senior Civil Engineer '"" JM/9/PWK 929-01-20-06M-E^ Attachments cc: CSD, ACSD, DE, SeE-Muench, F(05-42)/c ..... '6- w,; ..." ~" 6" ~ II '" 4500.00 ~ ~ " .. ~ 4400.00 1;; o o Attachment 1 Building Cost Index For San Francisco From 2000 to 2005 4900.00 4800.00 4700.00 4600.00 4300.00 4200.00 4100.00 4000.00 2000 2001 2002 2004 2003 2005 Year Source: Engineering -News-Rcoord Magazine JM/9/PWK 929-01- 20-06A ^ ATTACHMENT 2 ...... Q ~ OJ) ~ = ~ :i! t- a.. Z = W ~ ~ :E ~ ~ w ~ ...... en = <( -< ~ w ~ .C ....J ~ <( ~ ~ .c ... ::J 0 U W en 0 a. 0 a:::: ;,. a. .....-4 .... ~--- 0 .....-4 1 C' ~ B:=I "'0.5 Q) Q)fI)'" ~ fl)fI)::J b 00.... 0....0 .... 00::J 1 ......... C' a.~U) ~ c;: 0 ...... Co .. ~o = .!!~ x C'Q) W ~ .50 ....c 0 .!!Q) xu.. w ~ Q ...... 00 = E-t ~ ~ 0 ~ C' - Z C ~ Q) ~ ._Q)C ....Q)c ~ .~ ... 0 xu..c W U U 00 B:=I ATTACHMENT 3 ....J_ -+I <. ~ ~e ~ 0..... wz (/)w ~ O~ ~ a..w O(/) 0::::< a..w ~ C\CD 00 ~ .50 +'e --------- .. .!!CD i XI.&.. W T C\ < "'tJ.5CD .... CDl1)L. 0 l1)l1)::J oo+' .... b a.L.0 . OO::J .- L.L..b ~ ..... 1 a..~(/) z 0 w " ~ ~ w I '\. (/) " ~ < \ w ..... ~io \ == \ ~ UN \ (/) b \ 0 N "'tJQ) C) \ z _CD~ ~ F \ .250 ~ (/) +' C\.l: X \ eq::u ..... CDe 00 W \ . +'o~ OOCD \ a.. CD CD == e:J 0::::L. \ u E-c \ ~ , 0 00 ~ ~ C\ - e ~ CD "- CD e ~ +'CDe ~ b "~L.O XU.l: ", W U U 00 / / / / / g'CD e:J .- 0 1;ie .- CD ~I.&.. CITY OF MOUNTAIN VIEW MEMORANDUM DATE: April 5, 2006 TO: Cathy R. Lazarus, Public Works Director Timothy Ko, Assistant Public Works Director/City Engineer FROM: Anne Marie Callan, Senior Civil Engineer SUBJECT: STEVENS CREEK TRAIL-STATUS OF CURRENT PROJECT AND NEXT STEPS BACKGROUND Completion of the Stevens Creek Trail has been a major City goal for many years. The City has successfully constructed four miles of Class 1 bicycle/pedestrian trail along the six-mile Stevens Creek corridor. The current trail runs from San Francisco Bay to Yuba Drive, near EI Camino Real. This trail is an important segment of the regional trail system providing transportation benefits to South Bay residents and employees while also tying together many of the City's park, recreation and open space facilities. The trail also provides opportunity to preserve the natural creek corridor and promote environmental restoration while allowing recrea- tional access to the open space land along the creek. When completed, the six-mile trail will connect neighborhoods separated by freeways and major roadways, and provide alterna- tive access to schools, employment centers, transit facilities and other activity destinations. In order to advance the development of the final two miles of trail along the Stevens Creek corridor, the Council, on June 22, 2004, certified an Environmental Impact Report (EIR) and approved design and construction of the final two-mile trail segment from Yuba Drive to Mountain View High School (Reach 4, Segment 2) in several subsegments. CURRENT PROTECT-YUBA DRIVE THROUGH EL CAMINO REAL The first sub segment of trail to be constructed is a one-half-mile section from the current trail terminus at Yuba Drive to the south side of EI Camino Real in the North Meadow area. In September 2004, Council authorized the City Manager to execute an engineering services contract with Nolte Associates for the design of this project, Stevens Creek Trail, Yuba Drive through El Camino Real, Project 04-40. This project involves the construction of a 10' wide Class 1 paved bicycle/pedestrian trail from Yuba Drive to the south side of EI Camino Real and the construction of a 145' long undercrossing across El Camino Real. This subsegment of trail will provide a new trail access point for Mountain View residents on the south side of EI Camino Real, while also completing a critical link for the future continuation of the trail south to the Dale Avenue/Heatherstone Way area, east of Highway 85 and ultimately to Mountain View Cathy R. Lazarus Timothy Ko April 5, 2006 Page 2 High School. This project is currently funded at $6.0 million from sources shown on Attachment 1. ~'i This project also involves the acquisition of easements and fee-title property from two adjacent property owners. In fall 2005, an opportunity to purchase a one-halt-acre parcel at the end of Yuba Drive arose, improving the trail alignment and providing a better trail head and possible future rest room area. On December 13,2005, the City Council approved the purchase of the 715-719 Yuba Drive property at a cost of $1.5 million and appropriated $1.8 million to the project budget to cover the property costs and all additional project costs associated with this unplanned land purchase (such as tenant relocation, building demoli- tion, environmental remediation, legal services, etc.). The Finance and Administrative Services Department also agreed at that time to exclude all costs related to real property acquisition for this project (approximately $2.1 million) from the 6.5 percent City admini- stration charges as is typically done with City real property transactions and holding the administration charges at $257,000. ~}lir ~, ~" In addition to this significant purchase of the Yuba Drive property, the project also requires the acquisition of a small portion of property and several easements from the Homestead Studio Suites Hotel (190 EI Camino Real East) located adjacent to the trail. Staff has been working with the hotel to acquire these rights-of-way. - ..., Design is approximately 75 percent complete and construction is scheduled to begin in fall 2006. Staff is currently working with agencies such as Caltrans, Santa Clara Valley Water District and Pacific Gas and Electric Company (PG&E) to obtain the necessary permits and agreements to do the work while also finishing the construction documents. -- ~, City staff previously advised Council that this project has never been fully funded. Therefore, a request for an additional $300,000 in funding will be made as part of the 2006-11 Capital Improvement Program to fully fund the project based on a City admini- stration charge fixed at $257,000 as discussed above. A breakdown of the project costs is provided as part of Attachment 2, along with the current funding and the additional funding needed. 'fP:\o;",;. FUTURE TRAIL EXTENSION ~,' It is anticipated that construction of the current trail project from Yuba Drive to the south side of EI Camino Real (Project 04-40) will be completed at the end of 2007. Once this project is complete, the next segment of trail will extend from El Camino Real to the inter- section of Dale Avenue/Heatherstone Way (Dale/Heatherstone) on the east side of Highway 85. Construction of the segment is proposed to occur in two phases. The first phase of trail would extend from EI Camino Real to Sleeper A venue and the second phase of the trail would continue from Sleeper Avenue over Highway 85 to Dale/Heatherstone. ~,f ~ This phased approach allows the City to proceed first with the less complicated section of trail from EI Camino Real to Sleeper Avenue (involving an at-grade trail and a prefabricated pedestrian bridge over Stevens Creek) while also getting started on the design Cathy R. Lazarus Timothy Ko April 5, 2006 Page 3 of certain aspects of the more complicated section of trail to Dale/Heatherstone (involving a Caltrans-approved pedestrian bridge over Highway 85) without holding up the other portion. Council previously took action directing staff to open each segment of trail when it is complete and this phased approach will accomplish that by allowing the City to provide trail access to neighborhoods south of EI Camino Real (at Sleeper Avenue) sooner while working to complete the second phase of trail to Dale/Heatherstone. Once the connection to Dale/Heatherstone is complete, it will connect the neighborhood east of Highway 85 to all the amenities on the west side of Highway 85. Staff proposes programming $1.35 million for the design of both phases of the trail in the first year (2006-07) of the CIP. This will streamline the design process and ensure continuity in the deSign. It also allows the City to begin construction on the portion from EI Camino Real to Sleeper Avenue while finishing the design to Dale/Heatherstone and be in a better position to compete for grant funding. Staff also proposes programming $1.5 million for the construction of the first phase of the trail to Sleeper Avenue in the second year (2007-08) and $4.5 million for the construction of the second phase of the trail to Dale/Heatherstone in the third year (2008-09). Design and construction costs for the second phase are only approximate due to the complex nature of this phase. There are a number of unknowns that must still be resolved, including the specific design requirements for building a bridge structure in such close proximity to high-voltage PG&E electrical towers, the actual Dale/Heatherstone bridge alignment which will be driven in large part by the PG&E requirements and the possible need for property acquisition associated with certain possible bridge alignments. These issues will not be resolved until preliminary design of this project is under way. Attachment 3 is a map showing the current and next segment of trail discussed above. a.u fJ1l aJit Odfo" --- Anne Marie Callan Senior Civil Engineer AMC/9/PWK/924-03-30-06M-E^ Attachments cc: CSD, ACSD, APWD, CPE, DE, AO, SCE-Callan, F(04-40)/c ATTACHMENT 1 STEVENS CREEK TRAIL, YUBA DRIVE THROUGH EL CAMINO REAL PROJECT 04-40 PROJECT FUNDING SUMMARY Project Grants . Proposition 12-State Parks Per Capita Grant (2000 Bond Act) . Proposition 40-State Parks Per Capita Grant (2002 Bond Act) . Transportation Fund for Clean Air (TFCA) . SCVWD Trails, Parks and Open Space Grant . Workforce Housing Grant Total Grant Funding Mountain View City Funding . Shoreline Regional Park Community Fund . Park Land Dedication In-Lieu Funds and Interest Fund . Open Space Acquisition Fund . General Fund Unallocated Reserve - fi"',c $ 689,000 315,000 700,000 264,000 149,638 $2,117,638 ~. .. lIir~:~ ""." $1,800,000 1,490,141 250,000 343,057 ""'" i'#i~ - Total Mountain View City Funding $3,883,198 ..-. TOTAL PROJECT FUNDING TO DATE AMC/8/PWK 924-03-30-06A - E-1 ^ $6,000,836 ~ .,. ~ ~\ "':~ - 0'* ~ ATTACHMENT 2 STEVENS CREEK TRAIL, YUBA DRIVE THROUGH EL CAMINO REAL PROJECT 04-40 PROJECT COST BREAKDOWN Estimated Costs Total Construction Costs $2,706,000 Design/ Administration-Related Costs 982,000 Permit Costs 75,000 Project Contingency 180,000 City Administration (6.5%) 257,000 Subtotal Design/Construction $4,200,000 Right-of-Way Costs 2,100,000 Total Project Cost $6.300.000 Current Project Funding $6,000,000 Additional Funds Needed ($300,000) AMC/9/PWK 924-03-30-06A-E^ City of Mountain View Capital Improvement Program Adopted 2006/2007, Planned 2007/08 Through 2010/11 This page left blank intentionally ...'" ~i':' ~; .: - ..' .~ It};' ~' ~ - ~\' CITY OF MOUNTAIN VIEW MEMORANDUM DATE: April 6, 2006 TO: Kevin C. Duggan, City Manager FROM: Jennifer K. Rose, Project Manager Michael A. Fuller, Capital Projects Engineer SUBJECT: POLICE SERVICES /FIRE ADMINISTRATION BUILDING, PROPOSED CAPITAL IMPROVEMENT PROJECTS BACKGROUND The Police Services/Fire Administration Building (a.k.a. the Schatz Building) was completed in 1980 and is approximately 44,000 square feet on two levels. The building provides office space for Police and Fire Department administrative staff, the City's Emergency Communications Center and dedicateci Emergency Operations Center, a staging area and office space for all of the City's Police Officers, evidence storage, holding cells and booking facilities, and training facilities. Portions of the building have undergone renovations, including upgrades to the Emergency Operations Center (EOC) and minor facelifts to the briefing room, conference and training areas, and the front lobby. A site photo (Attachment 1) and floor plan (Attachment 2) are provided for reference. This memo outlines facility deficiencies and three capital improvement projects to address them. BUILDING DEFICIENCIES Space Deficiencies The capacity of the Schatz Building to accommodate the staff and operations of the City's Police and Fire Departments was exceeded some years ago as the staffing level in the building increased from 104 in 1980 to 173 today. In May 2002, EKONA Architecture and Planning completed a space needs study for the facility. They reviewed the function and space requirements for each staff group using existing staffing levels and the City's standard space requirements. Long-term space need projections were generated by calculating the ratio of department staff to population using Association of Bay Area Governments (ABAG) population growth projections to Kevin C. Duggan April 6, 2006 Page 2 the year 2020. The consultant's 2002 report indicated a current space deficit of about 10,000 square feet and a space shortage of more than 16,000 square feet by the year 2020. ... ..... EKONA's conclusions about current space shortages in the building are supported by City staff observations, including: - . Staff Offices: Staff office space is insufficient and many employees' work areas are of substandard size or quality. ~ . Locker Rooms: There is not enough space for full-size lockers for all personnel who require them. Less senior personnel are assigned small lockers and must wait for full-sized lockers to be vacated. ~. . Evidence Storage: The evidence storage room is beyond capacity; all of the shelves in the evidence room are full and some evidence is stored in a shipping container in the parking lot. I!ilIilR ..' . Specialty Spaces: The Police/Fire Building has a number of specialty spaces such as an armory and storage space for Police Officer day bags. These spaces are also currently undersized. - .. . Rest Rooms: The rest rooms are undersized for ADA access and there are too few fixtures in the women's rest rooms. - ... . Storage Space: There is a general lack of storage space for equipment and supplies. f!IW\il . Parking: Staff and visitor parking is insufficient. -~ · Exercise Room: The room and equipment are insufficient to meet employee use demand. The EKONA study proposed alternatives, including modular buildings on-site to resolve short-term space needs and addition to or replacement of the building to solve the long-term space needs. """ ,~ Deterioration Many of the furnishings and finish materials have been in place since the original construction and are past their useful life and need to be replaced. One example is the ~ll\\il:>i - 1IllifT-.>: Kevin C. Duggan April 6, 2006 Page 3 showers and locker rooms where tiles are becoming displaced, carpet is worn and wood surfaces need refurbishment. ADA Accessibility A 2002 access compliance report identified several items in and around the building that must be upgraded to meet the current ADA requirements when major renovations are undertaken in the building. Examples include noncompliant rest rooms, ramps, doors, signage, alarms, parking areas and handrails. PROPOSED STRATEGY Staff proposes three projects in the current CIP to address the deficiencies in the Police/Fire Building. These projects represent a strategy of developing the most cost- effective solution to the long-term space needs of the Police and Fire Departments while resolving some of the more significant deterioration issues and one of the major space issues. One of the goals of this strategy is to avoid making significant improvements now that will be changed when a larger project is undertaken to resolve the long-term space needs. A description of each project is provided below. . Police/Fire Building Interior Refurbishment, Project 07-42 ($400,000): This project is proposed to replace most deteriorated and failing materials throughout the building. Examples include repairing broken lockers so they can be used, installing nonslip tile at the exterior main entrance, installing skylight shades where the sun shines directly onto workspaces, replacing tile in locker room showers, minor landscaping improvements near the entrance to the building and related improvements. This project will repair some of the more pressing needs in the building and modestly improve working conditions. . Police Evidence Room Modernization, Project 07-40 ($150,000): This project will provide collapsible storage shelves in the Police Evidence Room. The Evidence Room is currently beyond capacity, and some evidence is stored in a shipping container in the parking lot. The existing shelving is too tall and does not meet current requirements for fire sprinkler clearance. The collapsible shelving will meet current Fire Code and increase storage capacity by approximately 70 percent. This project will likely eliminate the need for future expansion of the Evidence Room. Similar shelves were installed in the Library periodicals storage area and in the Golf Links Pro Shop retail storage area. Kevin C. Duggan April 6, 2006 Page 4 "".., The project budget also includes replacement of the Evidence Room floor covering, which appears to be original, and moving and temporary storage of the evidence while the work is performed. ""'" · PolicelFire Building Structural and Space Studies, Project 07-22 ($150,000): This project would first study the structural integrity of the building to assure that the anticipated remaining useful life of the building justifies major improvements to resolve the long-term space needs. Several major changes to seismic building codes have been implemented since the building was designed, and the building will be evaluated in terms of the current code. Assuming the building is found to be structurally sound, the project will build on the EKONA study to find the most cost-effective solution to the space deficit. Relatively recent developments, such as the planned relocation of the Fire and Environmental Protection Division to City Hall and the possible installation of collapsible shelving in the Police Evidence Room, will decrease the need for additional space in the building. Other alternatives for more effective use of building space will be explored such as making the courtyard near the Auditorium interior space and reducing the size of the lunch room to provide additional office area. Because of the limited on-site space for additional building and parking, alternatives for relocating discreet functions, such as Fire Department Administration and the Emergency Operations Center, to another site will also be explored. The goal of these studies will be to confirm the integrity of the existing building and provide the basis for a subsequent project to meet the long-term space needs of the Police and Fire Departments. CONCLUSION The Police Services/Fire Administration Building is more than 25 years old, and the City Police and Fire Departments have grown significantly since it was constructed. Some of the building elements have deteriorated to the point that working conditions are negatively affected, and the overall image presented by the facility to staff and the community is beginning to suffer. The proposed strategy for addressing the refurbishment and space needs of the facility will provide short-term relief for the more - ..' .,.. i;l~.:i - ... .. - ..." ~l- - ~." ~, .. "'t ~ U'.. ~ ~ Kevin C. Duggan April 6, 2006 Page 5 pressing needs while avoidi significant improvements that will be affected by future renova. s to resolve t space deficit. ~er K. Rose ;;;:S~ Michael A. Fuller Capital Projects Engineer JKR/MAF 19 IPWK 905-03- 28-06M - E^ Attachments 1. 2. Site Photo Floor Plan cc: PC, FC, APWD, CPE, SSM-Yarborough, PM-Rose, AAI-Stenson, Fie I I I , I I Cfl .... I ..... In '"'d ::r 0 I ..... 0 0 ..... '"'d I 0 - .... n In I Cfl In :;;! > ..... .... ..... n ~ In n I III ::r -- "r:I S .... .... In In ::l I > ..... p.. ""' S .... I ::l .... III ..... .... ~ ..... .... I 0 ::l o:l ;::: .... I - p.. .... ::l ClQ I I I I I .0 ~ ~~ h ~~ ij~ i~ I ! i~ ~~ b.O ,E; "'d ........ 'M ;::i P=l ........ Q) ~ :> 0 Q) 'M ~~ ~jj 'M Cf) cO "i:l ::;s 'M I S N"O .......~ ~ Q) Q) H S 'M ~~ U Cf) (lj Q) ~,~ ~ ~ Q) CJ) Q) U "M ........ ~ ~80 ._---, I ~ I .------1 i ; ~ ~------lJ----- 1 1 1 JL----~---~-------------r~~~~ 1 1 1 1 ~ L---1-___j -v------v-l i : 1 ~ 1 : i : 1; 1 1 b 1 1 ~ 1 1 1 1 1 1 1 : ~ I r---~ ~~------------l : 1 1 : 1 L_______j h b.O .5 "0 .-; '''-; ;j .-;o::l Q) I=: > 0 Q) ...-; ,...:J"E ~ ~ Q)....... U} ~ '''-; o .5 ,...:J S 1"0 N~ ....... I=: Q) Q.! .~ a~ ~'U5- U Q) ro U ~ '''-; ....... > ~ ~ Cf) Q) U ...... .-; o P-.; CITY OF MOUNTAIN VIEW MEMORANDUM DATE: April 5, 2006 TO: Cathy R. Lazarus, Public Works Director FROM: Gregg A. Hosfeldt, Business and Internal Services Manager SUBJECT: GEOGRAPHIC INFORMATION SYSTEM UPDATE/DATA ARCHIVING The City's Geographic Information System (GIS) provides City staff on-line access to location and construction details about the City's infrastructure (utilities, streets, trees, etc.) and provides the capability to view and print infrastructure layers as maps or superimposed over aerial photos for maintenance operations and engineering design. There is currently a backlog of changes from completed capital improvement projects to be incorporated into the GIS, including water and wastewater system improvements, street overlays and miscellaneous infrastructure updates. This project will fund the GIS updates and GIS interface software enhancements. During the update process, staff will also develop data submission standards to ensure electronic design and as-built documents are compatible with the GIS, allowing City staff to incorporate future project updates more easily. The time required to update the GIS, develop standards and incorporate software enhancements is 18 to 24 months. Specific project tasks include: 1. Incorporate outstanding infrastructure improvements into the GIS. There are approximately 500 City improvement project plans and as-built drawings that must be incorporated into the City GIS system to provide a complete electronic record of the City's current infrastructure. Because of the technology and time needed to update the system, staff recently used a consultant to incorporate 100 projects into the GIS. Based on this work, the total cost to update the system with the remaining projects will be approximately $175,000. New data submission standards will ensure contractors submit plans to the City in a format that can be more easily incorporated into the GIS. 2. Develop an on-line library of project as-built drawings. Scanned documents will be indexed by project number, name, area of City, etc., and be accessible through a table format or by selecting an area of the City through a GIS-based map. Developing an on-line library will reduce staff time needed to Cathy R. Lazarus April 5, 2006 Page 2 "'" """ find project and infrastructure data. Costs to develop the library will be approxi- mately $15,000. w - 3. Acquire necessary hardware, software and training to allow City staff to complete future GIS updates. - Consultants currently perform the technical work necessary to load CIP project data into the system. After the backlog is eliminated and new data submission standards are in place, City staff will be responsible for incorporating future infrastructure changes. Costs for hardware, software, training and developing standards for electronic documents will be approximately $15,000. - - - """ 4. Incorporate miscellaneous functionality enhancements to GIS software. The GIS software will be enhanced to provide the following functions: - ,*,"f . Sewer and storm system condition assessment videotapes will be linked to the GIS allowing users to select a section of the system and view pipe condition videos. - - . Users will be able to select a geographic area of the City and locate system problems (based on maintenance histories), generating work orders and providing a basis for maintenance and infrastructure replacement plans. - ., - The cost for software upgrades will be approximately $15,000. - "' Updating and enhancing the GIS will consolidate project information and reduce time spent by Public Works staff researching infrastructure locations. Additionally, maps from the updated system will be used by field crews to quickly locate utility system assets for maintenance and repair work. Let me know if you need additional details regarding this request. ... - ~, - -d o. cA1~ Gregg :M:feldt Business and Internal Services Manager ... w, GAH/MAF 15/PWK 905-04-03-06M - E-1 ^ - """ - - l!IlIK - "'"' CITY OF MOUNTAIN VIEW MEMORANDUM DATE: March 20,2006 TO: Cathy R. Lazarus, Public Works Director Timothy Ko, Assistant Public Works Director /City Engineer FROM: Robert Kagiyama, Principal Civil Engineer Sivyong Chen, Associate Civil Engineer SUBJECT: STORM DRAINAGE MASTER PLAN STUDY, FINDINGS AND RECOMMENDATIONS BACKGROUND The City's storm drainage system is comprised of an underground piping network totaling approximately 115 miles of pipeline and drainage inlets, open channels, deten- tion basins and five pump stations. South of Highway 101, the network of inlets and underground pipes collects and conveys storm runoff to Stevens Creek, Permanente Creek or to the Coast-Casey detention basin north of Terminal Boulevard for release to the San Francisco Bay. In the North Bayshore Area, the underground pipes and open channels collect and convey storm runoff to the Coast-Casey and Charleston detention basins or directly to pump stations for discharge to Stevens Creek, Permanente Creek and the San Francisco Bay. Over the past 10 years, the City implemented approximately $8 million in storm drain- age-related capital improvements, including the Crittenden storm water pump station construction, Coast-Casey storm water pump station rehabilitation, Moffett Boulevard storm drain rehabilitation, Marich Way storm drain improvements as well as improve- ments installed with the Centre Street/Church Street and Yardis Court Assessment Districts and Evelyn A venue reconstruction. The City recently completed a Storm Drainage Master Plan Study that assessed the effectiveness of this drainage system, including the performance of the main trunk line network during a 10-year storm using computerized hydraulic simulation. A 10-year event is a common design standard for municipal storm drain systems. Cathy R. Lazarus Timothy Ko March 20, 2006 Page 2 MASTER PLAN FINDINGS Due to the City's investment in storm drainage infrastructure and Public Works main- tenance, the Master Plan Study found the City-wide system, overall, to be in good condition with a few areas of concern: 1. Some streets in neighborhoods that were annexed from the County and those that are in the original town limits have a history of localized storm water ponding. Streets in the annexed areas were constructed with minimal storm drain improvements and older streets in the original town limits have a substandard drainage conveyance system comprised of surface cross-drains at street corners. The substandard storm drain facilities make these areas more susceptible to storm drainage backups. 2. The hydraulic simulation found that in a 10-year event, the main on Eunice Avenue from Villa Nueva Way to Franklin Avenue and the main on Franklin A venue from Eunice A venue to Sleeper Avenue could overflow their manholes, though no actual overflow has ever been observed. An existing main in Central Expressway from Castro Street to Permanente Creek is undersized and could overflow when the surface cross-drains in the old town limits are removed and replaced with standard storm drain facilities that will discharge more storm water into the main. 3. The study finds that the oldest installed pipes may be nearing the end of service life and a long-term, systematic storm drain pipe replacement program should be developed. These pipes are found predominantly in areas north of EI Camino Real where the reinforced-concrete pipes may exhibit internal and/or external deterioration such as fracture, cracks, joint seal failures or corrosion. 4. No funding mechanism has been established for storm drain pump station mechanical and electrical equipment replacement or building reconstruction or rehabilitation. Based on a commonly accepted 20-year life cycle, the mechanical and electrical equipment in the two oldest pump stations (Charleston and High Level Road Pump Stations) may need to be replaced sometime between years 2010 and 2014. Equipment replacement and building rehabilitation of the City's other three pump stations (Crittenden, Amphitheatre and Coast-Casey) also should be analyzed. ~ - J#'; - .. - .. .. .... "" - 1M e:~- - .. - - 111"1 K'" ..... 'iiiIU - ~, - - - - - '!i\iiiiik- - !iIIii, ""'" ~ .. - Cathy R. Lazarus Timothy Ko March 20, 2006 Page 3 RECOMMENDATION The Master Plan outlines a 3-tier approach to address the areas of concern. Tier 1: In-Depth Studies Before embarking on any improvement or replacement project, the Master Plan recom- mends four in-depth engineering studies to confirm the level of needed improvements. The four studies include: 1. The storm drain main in Central Expressway to determine if it has the capacity to handle additional storm water if surface cross-drains in the old Mountain View neighborhood (bounded by EI Camino Real, Central Expressway, Bush Street and Pettis Avenue) are removed. This study has an estimated cost of $45,000. 2. The storm drain mains in Eunice and Franklin A venues to determine the cause of potential overflow. If the problem is confirmed, the study will serve as the basis for designing a mitigation project. This study has an estimated cost of $35,000. 3. A City-wide pipeline condition assessment to examine, through records and field investigations, the physical integrity, pipeline alignment, and internal pipe surface condition and cleanliness. The results will form the basis of a long-term pipeline improvements and/ or replacement program. This study has an estimated cost of $55,000. 4. A storm drain pump station equipment and facilities replacement/rehabilitation assessment of the five City pump stations to determine the equipment replacement priority for the next 20 years. This study has an estimated cost of $65,000. Tier 1 projects have the highest priority and should be implemented first. Tier 2: Improvement Projects 1. Depending on the actual needs identified by the in-depth studies, the following improvement projects may be necessary: a. Design and install an additional 24" storm drain pipe in Eunice Avenue and an additional 15" storm drain pipe in Franklin Avenue. b. Design and install an additional 24" storm drain pipe in Central Expressway. Cathy R. Lazarus Timothy Ko March 20, 2006 Page 4 11II' "iii',' .... .~~ c. Establish an annual storm drain main replacement project similar to the annual sanitary sewer main replacement. -. Mt, 2. Remove surface cross-drains as part of future street or utility improvements to avoid multiple disruptions and to take advantage of cost economies of scale. II'F' .... 3. Establish a mechanical and electrical equipment replacement project for Charleston and High Level Road Pump Stations. - ,. Tier 2 projects should only be implemented after Tier 1 projects have been completed and the needs confirmed. """ .... Tier 3: Unscheduled Projects - 1IIIi. Tier 3 are lower-priority activities to address the substandard storm drain system in neighborhoods annexed from the County; programming future replacement of pump stations' equipment and rehabilitation of the station buildings; and making improve- ments to other storm drain facilities as they are identified. No schedule for Tier 3 projects has been developed at this time. Staff will revisit these recommendations after projects in Tiers 1 and 2 have been completed. - ~ - - ~ IMPLEMENTATION STRATEGY ~~ Tier 1 study projects have a total direct cost of approximately $200,000, and staff is recommending funding these projects in the 2006-07 CIP program. ~ The costs of Tier 2 projects are dependent on the results of the Tier 1 studies. Based on the worst scenario, the additional piping on Eunice and Franklin Avenues would cost an estimated $720,000, and the additional piping on Central Expressway would cost an estimated $1,400,000. Mechanical and electrical equipment replacements for Charleston and High Level Road Pump Stations are estimated to cost $630,000. The surface cross- drains removal is estimated to cost approximately $3,300,000 for all corners. Funding for storm drain facilities on an annual cycle will depend on the results of the conditions assessment in Tier 1. The studies will include a funding strategy that will be presented to Council. ."rJ .... ~-\ "",. \wi'.' ~' ~" .,.. ~ ""'"".... ~ - III1l Cathy R. Lazarus Timothy Ko March 20, 2006 Page 5 Cost for Tier 3 activities have not been determined at this time. ~u- w Robert Kagiyama Principal Civil Engineer AiVyo C Associate CIvil Engineer RK/SC/9/PWK 909-0l-23-06M-E^ Attachments: 1. 2. 3. Executive Summary Three Tier Priorities of Improvements Photograph of Typical Surface Cross Culvert cc: APWD, CPE, PCE-Kagiyama, AE-chen, USM-Serge, SCE-Turner, VVS-Mulhearn,F/c - 'M0. - .... 1. EXECUTIVE SUMM:ARY .. At the request of the City of Mountain View, Nolte Associates, Inc. (Nolte) conducted a comprehensive study and prepared a Citywide Storm Drainage Master Plan. The purpose of this study was to analyze the existing 24" and larger ,diameter pipe storm drainage . systems, confirm the efficacy of existing City design practices and storm drainage design features, and provide the City with recommendations for improvements in the form of a IO-year improvemep.t plan. , ... - .... - STORM DRAINAGE SYSTEM ANALYSIS ..... ., , The eXisting drainage system was analyzed for its capacity to convey the 10-year storm event flows. This analysis was performed on pipes in the storm drainilge system with diameters of24-inches and larger using a storm drain simulation program called StormCAD. Design :hows were calculated based on current land use and drainage features provided by the City in Geographic Iriformation Systems (GIS) format in Octob~r and November 2002. ' .. .. .. .. ), The results of the analysis indicate that the City's storm drain system is performing adequately, although there are' some minor deficiencies in the system. It should be noted that the reliability of the results indicated by the model depends on the quality of data' inputte~ to the program. In areas where information of existing conditions was unavailable, assumptions were made., Field verification ofllie assumptions is beyond the scope ofthis stonn drainage master plan study. Therefore, further in-depth studies are, ne,cessary to determine the true existing conditions so that the deficient areas ind~cated by the model based on assumed data can be either validated or eliminated. ..... ~ .... """"" _k -. Under current land use conditions, the City's sto~ drainage system should be able to accommodate the projected growtp. to build out ?-lld development of all vacant parcels pending completion of capital improvements to eliminate the deficienCies fo.und in the system. " """ RECOMMENDED STORM DRAINAGE IMPROVEMENTS ""f!l lo"'" The recommended improvements to correct the deficiencies mentioned previously have been categorized into three tiers. Projects in Tiers 1 and 2 are'spread out over a ten-year , period as 'parts of the City's Capital Impro~ement Program (CIP). Tier 3 projects are designated as unscheduled. '!iflIlI~ _it ..,..r Tier I proje~ts are all in~deptb. studies to. determine if certain cro'ss culvert can be eliminated without the need for additional capacity in the existing mairis and how much , more capacity in the mains is needed to fix localized flooding problems. Tier 1 project costs total approxiIDately $140,000. ' .' "'" Ii;,ii,; ...' ~ "I' 1-1 N:\SJO&43\gen\doc\report\Final\Chpt_l.doc "" -Tier 2 projects comprise of improvements to storm drainage system as part ofthe mitigation to areas that have City-recorded flooding problems. Costs -afTier 2 projects are, dependent on the outcome of the recommended studies in Ti~r 1. Tier 3 projects consist afunscheduled projects, which include in-depth studies and potential improvement projects. The in-depth studies will determine if the potential improvement projects are necessary. These potential projects are related to the abandonment of drywells or deficient capacity in ,existing storm drain mains. 'These projects ,are spread, out over a 10-year'period after Tiers 1 and 2 projects have been completed. Costs for Tier 3 projects are unkn(!)Wll at this time. The 10catiOIis and costs of the recommended or potential improvement 'projects are summarized in Tables 11-1, 11-:3, and 11-4. \ IMPLEM:ENTATION ' Improvement projects should be implemented as prioritized. Many of the Tier 2 improvements include new piping and inlets. The activities to be included in the implementation ofthe CIP ,projects are as follows: .. e' Incorp'orate CIP recorrimendations into the City's Capital Improvement Pro gram. e Coordinate the CIP projects with other construction projects such as water, sewer, , gas, electric, or street im~rovement projects that share common aJignments. · fucorporate new data as it becomes available to refine and update the storm drainage'master plan recommendations. Fund.ing for the recommended storm drainage improvement projects is proposed as Thfu~: , · Tier' 1 and 2 studies be financed with the existing Annual Miscellaneous, " Storm/Sanitary Sewer MaID Replacement Project:' ' e . Ti,er 2 cross culvert removalcC?nstruction be partially linked to ,the .A...nnual Sidewalk Replacement Program budget. Work associated with the replacement of sidewalks, curbs and gutters, and ramps far ADAcompliance should befuianced by the Ann~l Sidewalk Replacement Program. . , ~ The existing Annual Miscellaneous Storm/Sanitary Sewer Main ReplacepJ.ent budget should be increased annually by $25,000 to provide funds for maintaining , and upgrading existing storm' dram pipes and appurtenances such as inlets and ,manholes. ' ' · Pipeline and pump station replacements funding for aging pipelines and pump statiop. upgrades could include options such as }, o Pay as you go o Set aside funds o Bond at appropri~te times. ), 1-2 N: \SJ0843\gen \doc~eport\Final\Chpt_l, do c .' !P!'P!" TIER 1 PROJECTS "'11 Permanente Creek East (PCE) System H In-Depth Study ... ~ Permanente Creek East System H is located to the north ofthe "old" MoUntain View area, in Central Expressway. The Stormcad analyses indicated there is a capacity problem in this 'stonn'dram system. It is recommended that various pipes in System PCE-H be studied :further to determine if it is ,necessary to increase the pipe sizes to accommodate the additional' flow from the cross culverts removals at various upstream intersections'. ." .' "'" .~ The cost of the 'study is estimated to be approximately $30,000. This study can be funded with funds fr:om the 2005-06 Miscellaneous Storm/Sanitary Sewer Main replacement project. ' ' ., '4IIt - Citywide Pipeline Condition Assessment Study .t The soil north bfBayshore is generally considered to be fairly "hot" or corrosive. The corrosivity of the soils has been founel to decrease as one moves south in the City. Large storm drain pipes are usually made of concrete and corrode over time in hot soils. In order to determine the conditions of the storm drain pipelines, a citywide pipeline condition assessment study is recommended. Age, condition, and type of pipe; surrounding' soil conditions; and pipe replacement costs and priorities would be established. "I" ~j ~, - ~ The cost ofthis study is estimated to be approximately $40,000 and can be funded with funds from thy 2005-06 Miscellaneous Storm/Sanitary Sewer Main replacement project. ~ Stormwater Pump Station Assessment Study - ,. The City currently has five storm water pump stations. It is recommended that each pump station be analyzed ~ detail for the need for future equipment a.I?-d facility replacements during the next twenty years. The cost of this study is estimated to be approxiinately $50,000 for-all five stations. This study can' be funded with funds from the 2005-06 Miscellaneous Storri:llSanitary Sewer Main replacement project. " , ~! TIER 2 PROJECTS ~ Stevens Creek West (S<;W) System L In-Depth Study ""'" Stevens Creek West Syste~ L was modeled to).nclude the flows that currently discharge to the dry well in Cooper Park. Ifthis clryweU is removed, the runoff that normally drains to the drywell will have to be dIverted to SCW System L. This additional floW will cause , sew System L to flnod, according to the model. Therefore, it is recommended that a .. ... if,;;~; ... 11-3 N:'SJ0843\gen\doc\report\Final\Chpt II.doc ... study be lIDdertaken to dytennine if it is necessary to increase the pipe sizes to accommodate the additional flow' from the dry well removal. ,The cost ofthis studyis estimated to be approximately $20,000. This study can be funded with funds from the 200S-06 Miscellaneous Storm/Sanitary Sewer Main replacement project. Permanente Creek East (PCE) System H Design and Construction If the Permanente Creek East ~ystem H study confirms the need for pipe.1ine improvements, the design and construction will follow as the Tier 2 projects, If the study verifies the Stormcad results, it is recommended that various pjpes in System PCE- R be increased in size to accommodate the additional flow as follows: ' Between Manholes SDG3-116 and SDG4-077, install 24" diameter parallel pipe. This would also require an additional- or larger'-- outfall to Permanente Creek. (on Central Ex.pressway from P ermanente Creek to Shoreline Blvd. .. overcrossing) , Between Manholes SDG4-123 and SDH4-072, install 24" diameter parallel pipe (on Central Ex.pressway from Shoreline Blvd, overcrossing to Castro Street) ) The design and construction costs of upgrading this system excluding the outflow, are estimated to be approx.iinately $1,333,000,' '-,-~ -;. J Stevens Creek West (SeW) System L Design and Construc~on lithe Stevens. Creek West System L study confirms the need for pipeline improvements, ' th~ d~slgn'~d '~(;nstiUctfon wilHb llo~T'as Tier 2 'jJrojects iiftedlie 'p ei:iriarierite Creek East System H design and construction improvements. If the study verifies the Stormcad' results, it is reoommended that the system have the following pipe sizes increased before the dry well is taken out ofuse: · Franklin Avenue between Sleeper Avenue and Eunice Avenue betWeen Franklin Avenue and Sun-Mar Avenue (between manholes SDL5-024 and SDL5-072), in~ta1l24" diameter parallelpipe. ' · Eunice Avey{ue between SlID-Mar Avenue and Villa Nueva Way (between' manholes SDL5-Q72 and SDLA-072), :install 15" diameter parallel pipe. ' . ,Para~el to Villa Nueva Way, bebfud'houses (between manholes SDL4-076 and SDL4-063); install 24" diameter paralle~ pipe. . , The design and construction costs of upgrading these systems are estirriated to be appro~ately $712,000. . v} 11.-4 N: \8JO 843\gen \doc\report\Final\ChpL ll.doc - .~, .l>lW;.1' Pipeline Replacement Program .... The cost and replacement priorities of the pipeline replacement program will be developed as part of the Tier 1 Citywide Pipeline Assessment, StUdy. ~ .. Pump Station Equipment Replacement Based on the age ofllie current pump' stations (see table 6-1) and assuming a twenty year equipment life, Charleston pump station will need mechanical and electrical" equipment replacements in the year 2010 and-High Level Road pump 'station will need the ' rep lacements in 2014. The other three pump stations are unscheduled as they are beyond ,the 10:"year elP. The cost and replacement priorit,ies will be developed'as part ofthe Tier 1 Pump Station Assessment StUdy. """ """ - - ~ The design and construction' costs ofthese pump station equipment replacements are estimated to be approximately $53~,000 for Charleston and $86,000 for High Level Road. .. - ~ Cross Culvert Removal Illl":'~~ ) , The City's database has records of multiple areas where flooding occurs. Most of the flooding appears within the area bounded by El Camino Real on the south, Central Expressway on the north, Calderon Avenue on the east 'and Mariposa Avenue on the west. An internal City memorandum, dated February 1998 and shown in Appendix G, provides a co~t estllnate to remove the existing cross culverts at 42 intersections. The cost estimate included removing the cross culvert, installing curb ramps, installing inlets, iiiShillliig'12" RCP'~ regrading the, asphalt, ~talling curb and gUtter and replacuig the sidewalk. The estiniated 1998 cost for these 42 ip.tersections was $2.5 million, including construction, 10% contingency, 3% engineering, 7% inspection and 6.5% City administrative fees. ..... -- .-' ~ ~ , As previously mentioned, the City has requestf!d that aUprojects include a 15% contingency, 10 % engineering, and 10% City project management cost along with the 7% inspection and 6.?% City admihistrative fees. Increasing the 1998 costs by these amounts escalating to 2004 dollars, the llll'provement ofthese 42 intersections will cost approximately $3.2 million. Figure 3-3 shows the location of these C!oss'culvert~. ~ -. - W$4 'As discussed in Section 10, funding for the cross culvert remova~s 'could be partially 'linked to the CitY's Annual Sidewalk Replacement Program Budget. All work associated y.rith the replacement of the si!iewa1k, curb, and gutter, and installation of .ADA compliant ramps would be an eligible cost under the Annual Sidewalk Replacement Program.. , , , .. - - , , The City has been diligently working on the progressive removal ofthe cross culverts.' Two ofthe above projects 1is~ed in the 1998 memorandum in Appendix G have been completed since the list of projects was prepared. ' w- .... .., - 11-5, N :\SJ 0843\gen \doc\report\FinaI\Chpt_ I l.doc U!It, TIER 3 PROJECTS Tier 3 projects are unscheduled and consist of in-depth studies and potential improvement projects. In-Depth Studies Due to the limitations of the data used in this master plan study, the recommended improvements to mitigate the deficiencies jn the storm drain systems require in-depth studies using more accurate data for validation. . The .in-depth studies must be cond,ucted first to determine which improvement .projects are required. . The studies will also determine the most feasible alternatives for each required improvement. Paranel Piping. --~ ') Table 11-2 lists the locations where the storm drain systems that were shown to be deficient in the-hydraulic model. Table 11-2 also recommends parallel pipe sizes and lengths to be installed at the same slopes as the existing pipes. . The parallel pipe projects are necessary only if confirmed by the in-depth studies. If the par~el pipe projects are required, the ill-depth studies will also dete~e the most feasible alternatives for the . projects. Systems Requiring In-Depth Study Systems A and B of Stevens Creek East require further study. For these systems, the current9-!it~ Eluggests that there are pipes that have adverse slopes. Because of these .~i;p~s-~ n;:od~1kg'i;ge~':p-ipe{fo tryt6'-hanCife-ille .exce1;sflowd6es not solve the model's flooding issues. These studies are given a priority 1 in Table 11-4 and are intended to be . conductedjointly with the parallel pipe systems study. DrywellAbandonment I Modification C.3 requirements encourage- the use of elements that pro.vide treatment of storm water quality flows. Due to deteriorating treatment efficiency and capacity limitationS, existing -dry wells may need- to be abandoned or modified in the next 20 years. The work involved to abandonlri:J.odify these dry wells is expected to include modification of existing inlets, installation of 12" and 15" dia~eter storm drainage pipe, inst~llation of manholes and other -miscellaneous work. The City has decided to continue to maintain the existing drywellsuntil redevelopment, forination of assessment districts, or regulatory cbanges occur. The design and construction ~epriorities 9 and 10 respectively in Table 11-4. ..-). . 11:-6 N:\SJ0843\gen\doc\report\Final\Chpt_ll.doc In addition to improvements to the pipe systems, the City would like to upgrade some _ existing stonn drainage items. These improvements include upgrading existing inlets to be hooded (where adjacent to curb), installing manholes at 90 d~gree turns, connecting minor private systemS to the City's storm drainage system, replacing corrugated metal pipe. with J?VC pipe, and installing flap gates at creek outfalls. These upgrades would allow more efficient collection of surface runoff and prevent creek flows from backing up into the City's pipes. To finance this effort, it i~ recommended that $25,000 per year should be added to the Annual Miscellaneous Storm/Sanitary Sewer Main Replacement project budget for these improvements. The proposed budget for -?004/2005 is $131,000. Thus, the annual budget_scope should be broadened to include annual upgrades as listed above and increased to $156,000. Ad~itional Maintenance Funding ) ~' ~i' ,.." - .,. . """ .. ... ... .... ",",' .... .. - - ""~ ,iIOIi";\' -- ..., - -- ~~, - - .... - -, 11-7 N:\SJ0843\gen\doc\report\Final\ChpU I.doc ... TiME: 10:11 a.m. DATE: 07/27/05 PATH: N:\SJOB43\Ccdd\Civil\ SERVER: SJSI SERVICE: ENG DRAWING NAME: ET1B-IMPS.DWG .XREFS: EXPN, EXSC 300 SYS SeE A, S'1'S SCE 8, LEITER ---. _ alfEI($ =/ i:I \ r too. I ~ 1 I N.T..s.. lJiIIIIl. ........ UICIERGROUND POR1JONS Of" PERWAtEHTE CREEl< _ ElGSlI'lC QTY II1'CRI/ _ PIPE @_ 'llEill PR\l.EaiS - 1let 2 PRO.Cml @)- 1lfIl 3 I'IlO..El:TS @ WPRO\lEloIENT PRO.EX:T ID N01E: lEE TAIU , 1-1 Of' MPORT I'aI DDCIllI'1lOH Of' TER I. 2. Nt} ~ ~lS " STORM DRAINAGE MASTER PLAN IMPROVEMENT PROJECT LOCATIONS BY PRIORITY SHEET NUMBER FIG 11-1 IEYO'IID EIIIINEERINI . ; I/1l Dl1If I'IIlT mIlT. 11m A. ~ 'IR. ....., fAX 10\1I .... CA. _ JIIIJlal. Tt.COIl PREPARED FOR: CITY OF MOUNT AlN VIEW JOB NUMBffi SJC84300 T bI 11 1 P" "ti l' fI t P " t a e - : rID rl za IOn 0 mprovemen . ro.l ec s Project- Number Project (See Fig Model System Name and Estimate Priority 11-1 ) Location . . Project Description of Cost Tier 1 PCE-H Study Central Expwy - Castro St to Permanente -Greek - $30,000 Tier 1 81 . SCW-L Study. Behind homes ofl Viila Nueva Wy Eunice Ave (Villa Nueva Wy to Franklin Ave) Franklin Ave (Eunice Ave to Sleeper Ave) . $20,000 Tier 1 Citywide 'Pipeline A~sessm~nt Study $40,000 Tier 1 Stormwater Pump Station Study Assessment $50,000 Study . Tier 2 82 PCE-H Design and Construction of Central Expwy - Castro St to Parallel Pipe Permanente Creek 3800' -' 24" RCP $1,333,000 Tier 2 B1 SCW-L Design and Construction of . Behind hQmes on Villa Nueva Wy Parallel Pipe . E~,lJl9,~ A-Y:~.\(Y.il!a N.4(3\[a Vjy .to . ~?~9:..-;:.,1,q~'. RQP . . Frank!in Ave) 1300' - 24" RCP Franklin Ave (Eunice Ave to Sleeper Ave) $712,000 . Tier 2 Pipeline Replacement Program Design and Construction To Be Determined Tier2 83 Pump Station- Design and Construction of Mechanical/Electrical Equipment Charleston and High Level Replacement Road Pump Stations Last rebuilt in 1.990 and . . 1994 $622,000 Tier 2 84 Throughqut "Old" Mountain View Design and Construction of (Figure 3-3 shows these the removal of Cross locations) Culverts arid installation of underground storm' ' drainage system ,with inlets and manholes, . , $3,223,000 ) , li-9 N :\SJ0843\gen\dQc\report\Final\ChpCII.doc - t,;#j" M.'} ~; .. ~ .. .. .. ... .. 1OIiI, 1" .. ,., - - "'" - - .... - -- - 'ftiI, ,.. ... - Wt- ~ ~: Project Number Project (See Fig MOclel System Name and Estimate Priority 11-1 ) Location Project Description of Cost Tier,3 Parallel Pipe,Systems Study' Study To 'Be Determined Tier3 C1 SCW-J Design and Construction of Grant Rd,(Cuesta Ave to Phyllis ' Parallel Pipe To Be Ave) Determined Tier3' C2 PCE-J Design and Constr~ction of Church St (Castro'St to Palo Alto Parallel Pipe To Be Ave) Determined Tier3 ' C3 SCW-G Design and Construction of Horizon Ave Parallel Pipe Central Ave (Horizon Ave to Moffett Blvd) Moffett Blvd (Cypress Point Dr to To Be Middlefjeld Rd) , Determined Tier3 C4 SCE-E Design and Construction of EI Camino Real (Dale Aye to 'NB Parallel Pipe To Be 85 off-ramp) Determined T1er3 C5 BAY-B Design and Construction of 1. Rengstorff Ave/Leghorn Ave to Parallel Pipe CharlestonRd/Hvvy 101 on-ramp Parallel to Charleston Rd to Bayshore Pkvvy 2. Middlefield Rd (VictoryAve to To Be Nedson .Ct) to Old Middlefield Wy " I'~ .,' ....f......:... ......... '. -....... . '.' . , , , ,.. . ." ... . Determined Tier3 C6 Dry Wells Design and Construction of To Be Abandonment/Modificati on Determined Tier 3 C7 SCE-A Further Study To Be Middlefield Rd Determined Tier 3 C8 SCE-B Further Study To Be Middlefield Rd Determined Tier3 C9 Unimproved Street Projects Design and Construction of Unimproved Streets $2,340,930 -) ~._-..,. T.able 11-1: Prioritization of Improvement Projects (continued) 11-10 N :\SJO 843\gen \doc\report\Final\ChpCll. doc ) a e - : ler ara e lpe ~ys ems Pipe Pipes to be Length and Size System paralleled . Location' of parallel pipe Crossing Charleston Rd. west BAY-B 8002-015 . of Independence AVe. 75' . 24" dia Middlefield/Nedson to Old. Middlefield (in a private 80D2-012 orooerty) 518" - 24" dia MiddlefieldNictory to SDE2-025 Middlefield/Nedson 285' - 24" dia ParaJlel to Charleston SOC3-094 Rd.lHwy 101 1619' - 42" dia. Rengstorff. Ave.lLeghorn S1. to Charleston Rd.lHwy 101 SO.C3-090 on-ramp' 960' - 36" dia Church St. (Shoreline Blvd. to PCE-J SOH3-022 Palo Alto Ave.) 733' - 18" dia SOH3-027 Church St. at Shoreline Blvd. 105' ~'21" dia Church S1. (Castro 81. to SDH3-042 . 'Shoreline Blvd.) 1314' - 21" dia Central Ave. (Horizon Ave. to seW-G, . . SDG4-103 Moffett Blvd;)......,. .......... 662' - 30" dia SDH4-204 Horizon Ave. 896' - 33" dia Moffett Blvd. (~30' North of Cypress Pt. Dr. to Middlefield SDG4-091 .Rd:) '. . 470".33". dia Grant Rd. (Tyler Park Way to . . SCW-J SDK4-053 Phvllis Ave.) 858' . 15" dia .Grant Rd. (Cuesta Dr. to SDK4-099 Tyler Park Way) . 276' - 15" dia Connection to EI Camino Real at 85NB off- SCE-E SunnyVale ramp) 30' (Est) - 42" dia EI Camino Real (The SDK5-052 Americana to NB85 off-ramp) . 700' . 15" dia 'EICamino Real (Dale Ave. to SDK5-068 The Amerc;:iana) 427' - 15'" dia T bI 11 2 T 3 P 11 I p' S t .' "'" ~" .... """ T<1:*,i Mil' t"~ f4$-,- ... .- ~<i_~ ..... ~- "'" ~, ~- ." ""'" """ "!IllW .... 11-11 N :\SJ0843\gen \doclreport\Final\Chpt_ll.doc ) .... "'0 e.... ell "" "" C<! o ell ~?-< ; .B ell .... ;;... "" o C<! ('t.~ ~] ~ Cl.l~"" ~....~ l:: = 0 .; ~ u ..... .. .... s ~ ~ o 0 ..... ~ a r; ..... ~ ~ O~'tl .0-;2 .- .... C'iI u.~ ~ P< .~ "8~'~'" ell I:: bJl-< ell.... = 0 .; ~ '"' a A e E ~ Stf.j lZl i, ..-./ ) Oll) ....~ [;j ;?; ell 0 ;;"('t o..;?; '"' ~ ~ .... ;;..~ oo:::l [;j ~. ell .... ;;..~ l:-~ '"' ..... cd .... cu .... ?-<~ 10::;: '"' -- cd 0 ell 1"'"l ;;..~ lr)~ [;j0\ cu 0 ;;..~ "<:tg; '"' -- .('0 00 ell 0 ;;..~ r') ~. 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't:I..... tU '<:I".genp-.c:l o tI)"tj d) .. ~ d 8 p::: ~ r'l .9 = g ~ .;=< -0 o.;='7 o o o o~ ID "<l' V7 o o o Vl~ ID r<1 V7 o o o N~ 0\ r1'"\ V7 s Q) :g o .Q u ~ '2- d :s -0 .5 '" l=i o U .ca > o 5 P:l .;:: '0 > ~ El 0:1 '"' bIJ c l-< ~ .... 5 El . . ~ > o l-< ! ..... c:l .... .~ U l-< 0:1 Cll ~ o ...-I '"' oS '" . .... '" o U ..... u Cll. 'C'. 1-<' ~ ..... o i>> :;; s. a ::I t..') t7 ...-I' ...-I ~ ..... ,.Q 0:1' E-< lO o o E:' co N -i::i Ql :E Ii Ql lii o N .-< I .-< ..... "" III Ul .;; III a: ~ to i:i: .... :1 Ul III :c ~ City of Mountain View "'jj~ Capital Improvement Program Adopted 2006/2007, Planned 2007/08 Through 2010/11 "'" - - This page left blank intentionally .. "'" - -, - .. - ~ "" - ~.. - ~~ W~ .. ..' - ~- - ""'- ;~ CITY OF MOUNTAIN VIEW MEMORANDUM DATE: April 4, 2006 TO: Cathy R. Lazarus, Public Works Director FROM: Timothy Ko, Assistant Public Works Director SUBJECT: PEDESTRIAN /BICYCLE ACCESS BETWEEN MAYFIELD AND SAN ANTONIO STATION At its March 21, 2006 Study Session on the Mayfield redevelopment project, Council considered the San Antonio Station Access Study that reviewed three alternatives for crossing Central Expressway-an overpass, a tunnel and at-grade improvements. Councilmembers expressed that a crossing separating vehicles and pedestrians/bicycles would enhance safety, and a majority preferred a tunnel having shorter ramps and walking distance in contrast to an overpass. To further reduce the length of a tunnel crossing, Council suggested the possibility of narrowing the roadway in conjunction with a tunnel. Council also suggested seeking grant funding to partially finance the cost of a tunnel. The grade-separated crossing alternatives discussed in the Station Access Study are only preliminary concepts and have not gone through detailed engineering feasibility analysis. The study had a limited budget, allowing development of the alternatives to preliminary concept levels only. There are a number of technical and jurisdictional issues associated with the tunnel concept that need further exploring before a final project scope and budget can be developed. To address the technical, jurisdictional and cost issues, a technical feasibility study should be done to analyze in detail the tunnel alignment, connection to the existing tunnel under the tracks and existing underground utility conflicts and relocation options. The study will also identify the requirements of agencies having jurisdiction over the rights-of-way affected by a tunnel project (County and Joint Powers Board) and options to address these requirements. Following the March 21 Study Session, a technical feasibility study of the proposed tunnel, while not previously anticipated, is included in the proposed 2006-07 CIP in the amount of $100,000. In addition, because the current Mayfield redevelopment ErR process is on a compressed schedule, with completion and adoption targeted for June/July 2006, the Cathy R. Lazarus April 4/ 2006 Page 2 "'",,, ~ developer's obligation to mitigate the impacts related to pedestrian and bicycle access to the train station and south of Central Expressway must be established very soon. The Mayfield developer could fulfill its obligation to mitigate these impacts by constructing the at-grade improvements (details to be refined during design) or contribute an equivalent amount to the cost of a tunnel. ~1 - ~e- P' While a detailed cost estimate for a tunnel project cannot be developed until the proposed technical feasibility study is complete, a financing strategy would include funding from developer contributions, grant funding if available and City funds. In addition to funding a technical study, Council could include a tunnel project with some seed money for an out year of the five-year CIP or add the project to the unscheduled list as a place holder. - - """ - ~;t Timothy Ko Assistant Public Works Director ~~ ,. 11I" TK/9/PWK 997-04-04-06M-E^ 4!'i$ cc: CPE, PM-McNair, PP-Shrivastava, SPP-Melena, F / c .' ~;. -, ~f .... ... 41ft" - _r;:; ... _. '<iiIiri\t CITY OF MOUNTAIN VIEW MEMORANDUM DATE: April 11, 2006 TO: Kevin C. Duggan, City Manager FROM: Karen E. Burnett, Library Services Director Michael A. Fuller, Capital Projects Engineer SUBJECT: LIBRARY SPACE UTILIZATION-UPDATE ON FUNDED IMPROVEMENTS, OUTCOME OF SPACE UTILIZATION STUDY AND POTENTIAL IMPLEMENTATION APPROACHES INTRODUCTION In the 2004-05 Capital Improvement Program (CIP), the City Council approved the Library Automated Materials Check-in and First-Floor Modifications (Project 05-31) and the Library Customer Service Improvements Study (Project 05-26). The purpose of this report is to update Council on the progress of these projects and the results of the space study and to present a proposal to improve space use and service provision in the building. BACKGROUND AND ANALYSIS Automated Materials Check-in and First-Floor Modifications Update The scope of the Automated Materials Check-in and First-Floor Modifications project includes design and installation of automated book check-in and sorting equipment, installation of Radio Frequency Identification (RFID) technology and modifications to the Library lobby to reflect reduced staffing and the new operating systems. After extensive research on RFID and book check-in/ sorting technology, staff is developing a Request for Proposals (RFP) for this equipment and a contract for architectural services to design the building modifications associated with the project. The RFP will be issued this spring, and design should be complete by fall. Library Customer Improvements Study The City retained Esherick, Homsey, Dodge and Davis (EHDD), the architectural firm that designed the Library, to study how to improve customer service and space alloca- tions to meet current and projected demands. The Strategic Plan adopted by the Library Board of Trustees in 2002, as well as data and staff observations about trends Kevin C. Duggan April 11, 2006 Page 2 and challenges facing the Library, guided the study. Following is information about the Library Strategic Plan, trends and challenges facing the Library, and the results of EHDD's study. ,." Library Strategic Plan .'t!ifk In 2002 the Library Board of Trustees approved a Strategic Plan that establishes the foundation for the provision of Library services to the community. Foundational principles are that: - . The Library provides a community destination-a welcoming and accessible place that enhances the quality of community life. ~"' . The Library provides popular and enduring materials-a variety of current and lasting materials in various formats for customers to use and borrow. ~ . The Library provides general information-a variety of resources to assist . customers with their information needs. .' - ~ . The Library provides lifelong learning and learning support-opportunities for self-directed learning and connections to formal learning programs. ~t"j !I!!lIlF The strategic planning process included community surveys and focus groups. A sample of the community input is as follows: ~ . The Library is viewed as a place to visit because of the beautiful building, park surroundings and services offered. Most people wanted services provided at the Library rather than delivered to them. """ . The most frequent request for new services was for more Library-oriented activities and programs for adults such as book discussion groups, reading clubs and author programs. Respondents also wanted classes or training on how to use Library resources and the Internet. - "~" '_Ii . The most frequent request for improved/ enhanced service was to increase collections of all types of materials. - . The Library is viewed as an important resource for youth and education services. Increasing capacity in the youth services programs was important because demand currently outpaces available resources. .. ... '*' ~\' Kevin C. Duggan April 11, 2006 Page 3 · The Library is considered a "reading place" not only for children but also for adults through literacy programs and tutoring opportunities. Teens indicated a desire for a place to do homework with the resources they need. A more extensive characterization of the survey and focus group findings are included in the Strategic Plan (attached as Exhibit 1). Library Trends Since the new Library building was opened in 1997, Library usage has increased signifi- cantly, new collections and programs have been added, and changes have developed in technology and service models. For example: . In 1997-98, more than 400,000 people visited the Library. This year, the number of visitors will be close to 800,000. . When the new Library opened, the number of materials that were borrowed was approximately 750,000. This year, circulation will be between 1.4 million and 1.5 million items. . A new collection of more than 9,000 DVDs, which have circulated more than 660,000 times, has been added since 2002. DVDs account for more than 28 percent of current circulation. Media items account for nearly 50 percent of the total circulation. . Children's programs are now offered every day except Sunday, including some evenings. There is community demand for more children's programs and materials. . An award-winning teen services program has been successfully developed and is growing steadily with materials, programs and staff. The number of teens visiting the Library has outgrown the existing space, and they are using other areas of the Library. . It is expected that free wireless Internet access will bring even more customers to the Library who will want seating. . Two new self check-out machines were installed in the Library lobby in 2004, and an additional machine was added in Children's. Self-checked materials now account for 70 percent of total circulation. Kevin C. Duggan April 11, 2006 Page 4 JfI!~' . Since January 2005, customers have been able to pick up and check out their reserve materials without waiting in line or needing assistance from Library staff. - . Public libraries are moving toward providing more informal seating and amenities such as lounge seating and beverage service. Libraries are now seen as a "place" to come to in the community and a place to spend time rather than just research facilities. ~ .. Library Space Challenges With increasing visitation, circulation and collections comes an operational challenge. For example: _3 . First Floor-The first floor of the Library contains the most actively used and fastest-growing collections, and there is no space to shelve growing collections. More specifically: - .... Media (audio and video) is the fastest growing and most used part of the collection, and the circulation is now almost 50 percent of the Library's annual circulation while occupying only 5 percent of the Library public floor space. Currently, media items are left on book trucks due to lack of shelving space in the media area. \j~ - Children's materials account for more than 35 percent of the Library's annual circulation and have outgrown the existing space allocated for picture books, media and some special collections. - Browsing collections (fiction, mysteries, etc.) are also at capacity on the first floor. There is no room for growth in these collections so when a new item is purchased, an older item must be removed. Library collections are dynamic and the titles held change; however, given the increase in circulation, these collections should be expanded. - - :tfIit'\ More than 85 percent of the borrowed materials are located in less than 25 percent of the Library's public space (all on the first floor) with attendant space constraints, traffic congestion and noise. For example, at peak usage times, it is very difficult to move through the media area to find materials. The entrance to the Children's area becomes extremely congested before and after children's programs because of the limited aisle space. "W.k ,..., - ""'", ~,\ Kevin C. Duggan April 11, 2006 Page 5 The Teen Zone reallocated space that was previously used for lounge seating. While the Teen Zone meets the need for student study space, the tradeoff is that there are now only eight "lounge" seats for adults on the first floor. On weekends and other peak usage times, the existing lounge seating and the majority of study carrels and tables with data ports are filled, and customers wait for a place to sit. Noise from the intense activity on the first floor is transmitted to the second floor creating problems for customers who need quiet study space. Group study rooms are at a premium with customers only permitted to use them for one hour when others are waiting. Study rooms are also used for tutoring as part of the Library's literacy program, which further limits a vailabili ty. The size of the community room limits the types of programs offered and the number of participants, including children's story times and special presentations such as Reading Day and Summer Reading Program. The room is heavily booked by community groups as well. · Second Floor-While the first floor is overcrowded, the second floor is underused with room to add seating and book stacks. Print Reference collections are used less and are diminishing in size due to electronic formats and use of the Internet as a research tool. On busy afternoons and weekends, there is not enough seating on the second floor for study and computer use. A floor plan of the Library is provided as Exhibit 2. Space Study Findings EHDD evaluated the Library public spaces and developed a plan to address the operating and capacity challenges. The Library has enough floor space for the materials needed to serve the community and to provide the range of services offered. The study recommends phased improvements to maximize efficiency in the existing public space. Though there are some underutilized staff and "back-of-house" spaces in the Library, they were not included in the study because it would require much more significant Kevin C. Duggan April 11, 2006 Page 6 and costly remodeling. Renovation of these areas should be studied in the future as a way to increase total floor area dedicated to collections and public use. ~l_ . Proposed Scope of Work Staff evaluated the study recommendations and selected improvements that provide the most cost-effective solutions to some of the Library's challenges. The proposed work includes space reallocation of materials collections, the addition of one group study room and additional seating as described below. ~ ~, Space Reallocation "" The objective of the space reallocation is to reduce the area occupied by the underused Reference collection to provide more room for high-demand and growing collections. A reduced Reference collection housed on taller, more efficient stacks would remain on the second floor. Adult Fiction, Genre (mysteries, westerns, science fiction, etc.) and World Language collections would move from the first floor to the second floor and expand slightly in size. The new configuration provides additional flexibility by allowing the addition of more shelves to the Adult Fiction and Genre collections in the future by relocating three two-person study tables. ~- .. - The vacated area on the first floor would be filled with expanded Adult new books, audio and video/DVD, and possibly Children's A/V collections and informal seating. The additional collection space is necessary as the Library materials collections grow and change; for example, from reference books to circulating materials. The proposed changes are summarized in Table 1 and shown on Exhibit 3. The linear footages of shelf space are approximate and can be adjusted as appropriate based on demand and collection size. ....... ~! ~; .~. ~ Kevin C. Duggan April 11, 2006 Page 7 TABLE 1 SPACE REALLOCATION Existing Location Proposed Work Program Area and Size Location and Size Notes Reference . 2nd floor · 2nd floor Reference collection is reduced . 1,970 linear feet · 1,050 linear feet in size and relocated to taller shelves. Adult Non- · 2nd floor · 2nd floor Adult Non-Fiction is reduced Fiction . 8,800 linear feet · 8,500 linear feet slightly to make room for other collections on the second floor. Older, obsolete and worn materials are being removed to make space available. Adult Fiction . 1st floor . 2nd floor Adult Fiction, Genre and · 3,025 linear feet · 3,100 linear feet W orId Language move to Genre · 1st floor · 2nd floor former Reference Area on . 1,900 linear feet · 1,900 linear feet second floor and increase W orId Language · 1st floor · 2nd floor slightly in size. · 550 linear feet · 675 linear feet Adult New Books . 1st floor . 1st floor Adult New Books remain on . 150 linear feet · 300 linear feet the first floor and increase in size. Audio . 1st floor · 1st floor Audio remains on first floor . 575 linear feet · 1,260 linear feet and increases in size. Video/DVD . 1st floor · 1st floor Video/DVD remain on first . 510 linear feet · 3,300 linear feet floor and increase in size. Children's A V . 1st floor . 1st floor Children's A V can expand into . 300 linear feet · 400 linear feet former Adult Fiction area. Additional . both floors . both floors Five seats are added on first Lounge Seating . 17 seats . 42 seats floor and 20 on second floor. In addition to providing more space for high-demand collections, the reallocation reduces congestion in the media collection by separating and providing more space for Audio and Video/DVD. The space reallocation addresses several needs identified in the strategic planning process, including additional capacity for collections and additional seating. The area between the Lobby and Teen Zone will be laid out in a relatively informal way to encourage browsing of New Adult Books and make room for informal seating. Kevin C. Duggan April 11, 2006 Page 8 The space reallocation was designed to use the existing shelf footprints wherever possible to avoid replacing carpet. Carpet replacement is required in the area between the Lobby and Teen Zone because the former Reference shelves will be used in this area and cannot occupy the same footprint because they are a different width and because a less formal layout is desired. Group Study Room. The project would include a new group study room in the copy room near the Reference service desk. A second copy room is located near Periodicals and is sufficient to serve the second floor. Improvements include new carpet and chairs, and a table will be relocated from the Reference area. This will be the largest group study room in the Library and will accommodate eight people. The two existing group study rooms each accommodate four people. Additional Seating. The project also includes 25 additional lounge seats at various locations throughout the Library. Additional seating can be provided on the first floor between the Lobby and Teen Zone in conjunction with the reallocation of collection space and on the second floor in the Reference and Adult Non- Fiction areas by rearranging some of the existing study tables. The proposed project is estimated to cost $500,000 and includes relocation of existing materials and shelving (including seismic bracing), purchase of new shelving where required, purchase of new furniture for seating, carpeting in the new group study room and between the Lobby and Teen Zone, and design and administrative costs. . Future Improvements While staff selected the most cost-effective and least disruptive improvements from the EHDD study, additional improvements are identified that would further improve service delivery at the Library. These include: Additional Group Study Rooms: Three additional group study rooms could be provided by providing a smaller, more centrally located Reference service desk. It would require construction of interior walls and modifications to electrical and mechanical systems and could be done as a stand-alone project as existing collection space is not displaced. The additional group study space addresses teen and adult program needs identified in the strategic planning process. The estimated cost of the group study rooms is $235,000. ~; ""< - i4&i-' "",. l$,. """ .. ~: - ... - - - - "',0 Kevin C. Duggan April 11, 2006 Page 9 Expand the Children's Collection, Children's Staff Area and Community Room: As Children's programs, visitation and circulation expand, the collection and staff areas have become strained. New collection and staff space would allow these programs to keep pace with growing demand. The Community Room is the largest flexible conference room space in the Library, and expansion would accommodate larger group activities such as puppet shows, children's reading activities and author appearances. Because expansion of these areas will reduce area devoted to collections, staff recommends proceeding first with a space study of the "back-of-house" / staff areas to see if there are expansion options that result in no loss of space for any existing collections. The cost of these improvements was not estimated, as the scope of improvements to provide additional space for displaced collections was not well defined. Sound Attenuation: Improvements are identified in the EHDD study to reduce noise transmission from the Lobby, Children's area and other active spaces on the first floor to the second floor. A glass block floor can be installed between the first and second floor along the east wall in the Audio/Video area. The glass block will maintain the open feel of the two- story windows but will block sound and provide additional seating area on the second floor. A glass wall and doors between the lobby and the Audio/Video and Children's area would prevent sound from traveling to the second floor via the open stairwell. The glass wall and doors would be particularly desirable if the Children's collection is expanded into the Audio/Video area in the future. The estimated cost of the sound attenuation improvements is $575,000. Cafe: A cafe is identified in the east wing area near the new Video/DVD, browsing and informal seating area. Service can range from a simple honor- system coffee dispenser to a staffed coffee/snack bar. The cost would depend on the type of cafe and could be funded by a vendor and possibly generate revenue for the City. The future improvements are shown in Exhibit 4. CONCLUSION The EHDD study identified many improvements to the existing public space in the Library to alleviate space concerns resulting from increased visitation and material circulation. Staff proposes a project that would make more efficient use of existing public space in the Library and provide additional room for some of the most rapidly Kevin C. Duggan April 11, 2006 Page 10 ~ growing collections. Future improvements are identified that would benefit the Library but are more disruptive and should be evaluated in conjunction with the "back of house" areas to result in no loss of space for existing collections and services. - ~~t~ Karen E. Burnett Library Services Director "". - ~ulA ~. ..... Michael A. Fuller Capital Projects Engineer - - KEB/MAF /5/PWK 905-04-07 -06M - E ^ ~~.. - Attachments: Exhibit 1: Library Strategic Plan Exhibit 2: Existing Library Floor Plan Exhibit 3: Proposed Improvements Exhibit 4: Future Improvements -, .. ~.. cc: PWD, APWD, LSD, SAA-Irwin, SPM-Fallah, F / c - ~, - - a~ ... - .... - - .~. ~;f. Welcome ... EXHIBIT 1 ." .... "'"...4 I '[ ~., I _I Hary' catalOg I Library Info Rese a rell Children's Reading L IsIs Library Home I Circulation/Fines Directions Donating Materials Hours of Service Library Information How to Get a Free Library Card Friends ofthe MVPL Phone Numbers CITY OF MOUNTAIN VIEW PUBLIC LIBRARY STRATEGIC PLAN 2002 - 2007 Adopted by: Mountain View Library Board of Trustees December 2002 The Library ~ links the ~ liJ community i ,.. VI BOOKS. MATERIALS. INFORMATION. ,. 5 Cl ~ :I VI "CI m o "CI ,.. m CITY OF MOUNTAIN VIEW PU8L1C UIU~ARY VISION The Library Links the Community-People, Programs, Books, Materials, Information, Ideas, Ideals, The vision for the Library is to be both a place and a service that helps make a strong and desirable community. MISSION The City of Mountain View Public Library is the information center for our diverse community providing a dynamic place to share resources and ideas, to find joy in reading and to experience the power of lifelong learning, The mission statement leads to the Library's service responses. SERVICE RESPONSES There are four "service responses" that the Library is uniquely suited to providing to meet expressed community needs: . - A Community Destination-The Library provides a physical place, opportunities for group experiences and connections to the local community. . - A Collection of Popular and Enduring Materials-The Library provides books and other materials for customers to borrow and use. '- General Information on Many Subjects and Interests-The Library provides materials, staff and resources to help customers find and use information to meet their information needs. http://www.ci.mtnview.ca.uslcitydepts/lib/li/slrategic.htm (I of3)3/1/2006 8:24:03 AM Welcome . - Lifelong Learning/Learning Support-The Library provides opportunities, resources and services to help ... people with formal education and self-directed personal growth. "liil> Woven into these service responses are common themes reflecting both community and staff values and underscoring how the Library will work towards accomplishing its priorities and strategies. .. ..." . - Cultural appreciation. '"', . - Technology as a tool. . - Age appropriate activities. JIIII!' . - Outreach to underserved populations. "'" VALUES . - Service Excellence-We provide excellent services to our community. - ..., . - Respect for Diversity-We celebrate diversity in our collections and services and treat everyone with courtesy and respect. .' . - Learning Environment-We are an open environment for learning, communication, self-improvement, exploration and enrichment. ~. . - Values are the foundation which shapes the vision, mission and service responses of the Library "., PROCESS In the spring of 2002, the City of Mountain View Public Library began the strategic planning process. A committee of 15 community members and stakeholders was selected and included representatives from the Library Board of Trustees, the Friends of the Mountain View Library, the Mountain View Library Foundation and Library staff. The charge to the Strategic Planning Committee (Planning Committee) was to develop a vision for the Library and determine what Library services would best meet community needs for the next three to five years. - - The Planning for Results guide from the Public Library Association was used as a model for the planning process. After identification of the Library's vision and mission, this model suggests focusing on what the Library is uniquely positioned to do in the community and identifying what the Library's "service responses" are going to be to meet community needs. - To assess community needs and help determine service priorities, a variety of survey methods were used to collect data. Surveys were administered by an attendant within the Library and outside at the Centennial Celebration Ice Cream Social event where the survey was also available in Spanish. A targeted youth survey was given to students at the local middle and high schools. Newspaper and web-based surveys were also available for community input. In total, almost 800 responses were received to the various surveys. Two focus groups were held in the Library, which provided an opportunity for more in-depth discussion about Library services. "'" ~ ~ FINDINGS The responses from all of the surveys and focus groups were strikingly similar and indicate that the Mountain View Public Library has a valued and well-loved place in the fabric of the community. Current efforts and services were validated as being useful and desirable. Most respondents wanted more of what the Library is already offering. The following key findings were consistent in all of the responses: - ... - . - The Library is viewed as a place to visit by the residents of Mountain View and surrounding communities because of the spacious, beautiful building; park views; and services offered, including unique technology resources such as data ports for laptop computers. - . - Most people want services at the Library, rather than services delivered to them. There was little interest in delivery services, although those who already use the Bookmobile service are very pleased with the collection and staff. ~ ;.,'~ http://www.ci.mtnview.ca.us/citydeptsllib/li/strategic.htm (2 of 3)3/1/20068:24:03 AM Welcome . - More than 50 percent of the respondents, many of whom visit the Library, also accessed the Library's web page to search the Library catalog and access their own account. . - The most frequent request for new services was for more Library-oriented activities and programs for adults, such as book discussion groups, reading clubs and author programs. Respondents also wanted classes or training on how to use Library resources and the Internet. . - The most frequent request for improved/enhanced service was to have more of all types of materials, including books, magazines, DVDs, videos and other media. . - The Library is viewed as an important resource for youth and education services in the community. Increasing capacity in the youth services programs was identified as very important because demand currently outpaces the available resources. . - Ties to the formal educational structure are also important. The Library is considered a "reading place," not only for children but also for adults through literacy programs and tutoring opportunities. Teens indicated a desire for a place to do homework with the resources they need. . - The Library is perceived as an information place for the residents to find out about their community and what is happening. Information referral, the History Center and community information postings are examples of community-related information services people want the Library to offer. Some survey findings did not match internal data or expected responses. For example, providing materials in other languages was not as high a priority as might have been expected based on the demographics and requests received in the Library for such materials. It is assumed that this was due in part to the survey being available in English and only once in Spanish. To more accurately assess the need for materials in other languages, the Library will have to conduct a more detailed and focused survey out in the community. EV ALUA liON An important component of the Strategic Plan is the evaluation and follow-up process. An annual report by the Library Services Director, ongoing review by the Library Board of Trustees, evaluation during the budget process and a future review by members of the Planning Committee are the evaluation methods and tools that will be used to measure progress and refine the Strategic Plan. CONCLUSION This Strategic Plan will be the blueprint or road map for Library programs and services for the next three to five years. By clarifying the Library's service responses to community needs, the Library can better focus its resources-even in lean budget years. Building on existing strengths, this Strategic Plan for the City of Mountain View Public Library is an important milestone towards identifying priorities and beginning the work of providing the most appropriate and very best service possible to the community. - ,-~ Rev 11/27/04 @ 2004 MVPL http://www.ci.mtnview.ca.uslcitydepts/lib/li/strategic.htm (3 of3)3/1/2006 8:24:03 AM ~ City of Mountain View ~.. IIl!I\\ Capital Improvement Program Adopted 2006/2007, Planned 2007/08 Through 2010/11 - This page left blank intentionally ...~ - """" ~~' olIJi" ~ - .. ~.~ 'IIII!I't!1'i ~. .. ~fi .. .. - -- ".., - - .- - #.W ...- N o I I 1 <:~' ~\. 'j;_ o r'- ~ ,L",-__', _, ~=a- ' : ~ ~<> It9S~I,:u-e 1 JiJ w~ ~ y c:, q c: =i I -~rl-1Q ciOJjl r~ ~ ~ .. M(0 I <0 , , , '~u.." <> Q 0 l,.J'Y~ g ~ 1 ~/~ I ~. a u ~ i III T .... 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E - Q) '- ::J ....... ::J LL I CITY OF MOUNTAIN VIEW :MEMORANDUM DATE: May 14, 2004 TO: Cathy R. Lazarus, Public Works Director FROM: David A. Muela, Community Services Director SUBJECT: BICYCLE PARK PURPOSE The purpose of this memorandum. is to provide a brief history and scope of the Bicycle Park project; an overview of maintenance and operating costs and a brief discussion of City immunity as it relates to the project. For the sake of brevity the timeline (and list of sites) over which this project evolved has been collapsed. BACKGROUND AND ANALYSIS The concept of a Bicycle Park was fIrst discussed by the Council on December 11, 2001, at which time it approved the recommendation of the then Council Youth Ad Hoc Committee to pursue the development of a 1.0-acreto 1.25-acre bicycle park in Mountain View. Following an extensive search, the following sites were identifIed as possible locations: . Hetch-Hetchy Right-of-Way-Whisman School . Crittenden Site-North Road and Crittenden Lane . Crittenden Overflow Basin Following Council approval of these sites, staff contacted representatives of the Mountain View- Whisman School District, Santa Clara Valley Water District (SCVWD), Pacific Gas aJ:?d Electric Company (PG&E) and San Francisco Public Utilities Commission (PUC). Each of these organizations either own or maintain easements on the above properties. The purpose of the contact was to begin to identify individual site concerns and constraints and to gauge their interestin moving forward with the project. Questions and concerns regarding traffic, parking, hours of operation, environmental impact and liability, etc., were among the items raised. On January 28,2003, the City Council approved development of the project at the Crittenden Overflow Basin and conceptuaily approved funding pending the adoption of the 2003-04 budget. The Crittenden Overflow Basin is within a PG&E electric transmission easement and adjacent to the SCVWD levee along Stevens Creek. While not opposed to the concept, both the SCVWD and PG&E had some concerns about maintaining the security and integrity of their facilities so close to the bike park. City staff agreed to prepare plan that addressed these concerns for review by PG&E and the SCVWD. Due to budget constraints and concerns regarding on-going - Cathy R. Lazarus May 14, 2004 Page 2 ~ - - maintenance and operating costs, a final plan was not prepared, and the project was placed on the 2003-04 Capital Improvement Program (CIP) ~ Unscheduled List. ~ ~ SCOPE AND COST ESTIMATE .. - .~ The term "bicycle park" is understood to mean a mounded dirt facility wherein youth would be . allowed to ride non-competitively on a free, drop-in basis and should not be confused with a BMX park. BMX is a trade name used for a facility, which offers competitive, sanctioned BMX races, unlike the proposed Bicycle Park in question. .. q~ "'" When the project was approved in early 2003, construction was estimated at $45,000. This estimate is based on a preliminary plan that was not yet approved by PG&E and the SCVWD. The estimate is based on City staff design of the park, and City forces doing some of the work, such as grading and site preparation. .. .. - - Annual maintenance and operating costs are estimated at approximately $3,000. This includes maintenance of a portable toilet and a telephone, and City forces performing occasional maintenance of the course. ~ .. IMMUNITY ~ .. Under state law, public entities such as the City of Mountain View are entitled to immunity from anyone who participates in a hazardous recreational activity on public property. Bicycle racing or jumping and mountain bicycling are specifically defined as hazardous recreational activities. There is a similar immunity in state law for skateboard parks. In order for this immunity to apply, the public entity cannot require the public to pay to participate In the activity. ""', - "'" .. In addition to the immunity under state law, the City has insurance through a self-insured retention and membership in a risk pool that would provide insurance coverage in the event a claim or lawsuit were flIed as a result of an accident or injury occurred at the bicycle park. "", ... .. NEXT STEPS ." If Council wishes to proceed with the Bike Park project, staff recommends moving the project from the Unscheduled List to the second year of the CIP (2005-06). This will allow staff time to meet with-PG&E ancHheSCVWD, prepare plans that satisfy their concems,-and obtain the necessary approvals. The project cost estimate will be refined based on the final plans and adjusted, if necessary, when the project rolls forward next year to the Jirst year of the CIP. ..... - IiIiIl """ ~. .. ~j - .... -' ""'"