Subject: Mayor’s June Budget
Message For Budget Year 2001-2002
In accordance with Section 1204 of
the San José City Charter, I present my FY 01/02 Budget Message for
consideration by the City Council and the public.
This budget
outlines recommended priorities for continuing to make smart, strategic
investments that will improve city services and manage our resources more
effectively and efficiently to improve our quality of life, especially in our
neighborhoods. Our efforts will further
establish San José as the best city in the 21st century where all
residents take great pride in living, working and playing.
I recommend that the City Council:
01. Performance
Measure Changes
03. Operating
Budget Replacement Pages
30. Housing
Department Adjustments
33. Planning and
Building Fees
35. Conservation
Corp Funding
37. WIA fund
correction page
42. Expand ACT
program funding
45. Rebudget and
Clean Up for operating budget
46.
Rebudget
and Clean Up for operating budget
47. City of San
Jose/County of Santa Clara Joint Powers Authority Grant Awards
Our
community and the City Council should be proud of our many accomplishments over
the past few years. San José is a great
place to live, work, and play because of our strong commitment to our
neighborhoods, our long-term investments for the future, and our strategies for
managing resources effectively. This
proposed budget continues these efforts to enhance, expand, and create programs
that improve the lives of children, families, seniors, and employees in the San
José community. Achievements that I am
particularly proud of are:
1. Removing graffiti in parks within 24 hours of
its appearance.
2. Putting a homework center in every school so kids have a safe and
quiet place to do their homework.
3. Having the City pay the full cost of providing sidewalk repairs in
front of homes.
4. Extending a half-cent sales tax to bring BART to San José and
improve light rail, bus, and other transportation programs.
5. Spending money to make our streets safer for pedestrians and
bicyclists.
6. Providing interest-free loans to help San José teachers buy a home
here.
7. Building San José Smart-Start centers to provide preschool
programs so our children are ready to learn when they start kindergarten.
8. Spending city money to provide free health insurance for
children.
9.
Building road and transit
improvements to the airport before the airport is expanded.
10. Saving historic buildings like the Montgomery Hotel and the
Fox Theater.
Our capital budget reflects an
impressive $1.9 billion 5-year Capital Improvement Program (CIP). To put this in perspective, the first year
of the proposed CIP exceeds the total 5-year capital plan in the 1997-98
budget. As a result of the overwhelming
voter approval of park and library bonds in November, we now are able to add
$228 million for parks improvements and $212 million for neighborhood libraries
throughout San José over the next ten years.
As we heard in one of our budget study sessions, with the approval of
this year’s CIP, the average amount of city parkland per resident will grow
from 2.2 acres/person to an impressive 3.13 acres/person – an increase of 42
percent.
This budget message reflects many
of the ideas and suggestions provided by Councilmembers during the past month, both
from the series of study sessions we held on the budgets proposed by the
Administration and the Redevelopment Agency, and from the broad range of
specific proposals submitted by Councilmembers for consideration. It also reflects the serious attention that
members of the City Council give to the residents of our city. Although we cannot provide funding for every
proposal, I continue to be impressed by the range of creative ideas to serve
the people of our community. Because
requests from Councilmembers exceeded $38 million, however, it was necessary to
make tough decisions among many good recommendations. The goal of this Budget Message is to make strategic investments
in our neighborhoods and public services that will provide long-term benefits
to the community and improve our organizational abilities to provide
high-quality service. At the same time,
we must ensure that we continue to manage our resources responsibly, live
within our means, focus on our strengths and our principal mission as a city,
and ensure balanced budgets over the long term.
For this reason, we as a City
Council must continue to make prudent choices that can balance between the
present and the future, and between competing demands for services and
resources, to achieve the best long-term results for the people who live and
work in our community.
In order to
nurture and sustain a healthy community and a strong economy we must build on
our successes, seek new ways to raise the quality of our services, and challenge
ourselves to set and meet high standards.
With this proposed budget document that we as a Council have developed,
working with the City Manager and the Redevelopment Agency Executive Director
over the last several months, I believe we are continuing on a good path to
accomplish this goal.
While our current financial
forecast is positive and the Silicon Valley economy is generally strong, there
are growing signs of a national and local economic slowdown. These trends underscore the need for us to be
prudent as we prepare our budget for the coming year and beyond. We must continue our efforts to improve
efficiencies in all our operations, while focusing on accomplishing our highest
policy priorities for the residents in our community.
Despite signs of an economic
slowdown, our local economy appears to still be strong. New business enterprises are being created
at high rates. In April, we had 998 new
business filings, a 28 percent increase over January this year, which is a
promising indicator of good business conditions. Construction permits for commercial office space in Santa Clara
County are 33 percent higher for the first three months of this year compared
to the same period a year ago.
Residential permit activity has leveled off from last year, but it is
still 20 percent higher than during the first three months of 1999.
For the
second consecutive year, the Budget Office projects a budget surplus in the
first year of the five-year forecast.
This is the result of the Council’s policy actions and fiscal restraint of the
past two years, which is proving beneficial to the city’s long-term
financial outlook. The financial
community recently recognized our strong fiscal health and effective financial
management by issuing excellent bond ratings.
San José is the only city with population greater than 100,000 in
California to have the AA+ bond rating.
This will result in substantial savings in future interest costs and
greater investment in community improvements.
Ending Fund Balance and Unanticipated State Fund
expenditures
In this document, I recommend
continuing the Council policy to commit the first increment of the City’s
annual ending fund balance (EFB) to ensure a balanced budget for the following fiscal
year. In addition, at this stage of the state budget deliberations in the
Legislature, it is impossible to forecast whether or how much the state will
restore the City funds lost through the state’s ERAF shift of local property
tax revenues in the past decade. We
will continue to have our first priority being the reservation of adequate
funds from the ending fund balance to prevent the projected deficit in the
coming year. Along with continuing
fiscal restraint, this policy will lead to a
five-year economic forecast that projects a balanced budget or budget surplus
for each of the forecast years. Funds remaining after this allocation
then could be used for one-time projects that are not recommended for funding
through the General Fund, Redevelopment Agency, or other specific sources.
Attachment
A lists the priority and detail of
expenditures for my recommendations related to the use of the ending fund
balance as noted above. If there are
funds remaining in the Ending Fund Balance beyond the specific projects
identified in this document, the Manager is directed to create reserve funds
for:
Ø
Furniture, Fixtures and
Equipment (FF&E) for both the City Hall project and Measures O & P
implementation.
Ø
Funds to accelerate Parks
bond site acquisitions.
Ø
Fire Master Plan station
expansion/apparatus reserve
Ø
City facility sinking fund
start-up (MBA 27)
Ø
City match for PAB Seismic
upgrade project
If unanticipated funds from the
state have designated funding categories and do not provide for local
determination of expenditure, then the Administration is directed to utilize
those resources to fund items designated for the General Fund. This would provide the maximum flexibility
within the priorities of the City Council.
Through the “Investing in Results”
process that began in last year’s budget, the Administration identified seven
City Service Areas. Each service area
involves multiple departments working together to provide the highest level of
service for San José residents and the community. The following budget message is divided into ten sections; the
first seven cover the City Service Areas identified by the City Council, and
the other three cover procedural or financial issues:
1. Aviation Services
2. Economic & Neighborhood Development
3. Environmental and Utility Services
4. Public Safety Services
5. Recreation and Cultural Services
6. Strategic Support
7. Transportation Services
8. Reduction/Redeployment/Rebudget Proposals
9. Revised/New Performance Measures
10. Reports Required
It is important that we use the City
Service Area framework for preparing and reviewing our budget to ensure
consistency in our deliberations. This
framework emphasizes our desired approach to improve interdepartmental,
collaborative, and results-oriented services.
City and Redevelopment
services should be considered integral and mutually supportive of our overall
priorities.
Redevelopment Agency
At a study session in January of
2000, the Agency Board reviewed the four core service areas for the
Redevelopment Agency. This was done in
parallel with the discussion for City services, and should be considered
integral and supportive of the City’s overall policy priority areas.
The four Redevelopment Agency
priority policy areas that have been integrated into the discussion of the
City’s priority policy areas are:
1. Neighborhood Improvement Strategies
2. Public Facilities and Spaces
3. Housing
4. Private Development
The Agency Board chose to shift
the focus of our redevelopment resources to strengthening our
neighborhoods. Prior to 1999, the Redevelopment
Agency allocated approximately 2 percent of its overall investment to San José
neighborhoods. With our increased
emphasis on neighborhood investment, we will raise the level of spending to
improve quality of life for residents and businesses in San José neighborhoods
to 25 percent of the Agency budget. In
addition, our commitment to affordable housing now stands at 30 percent of the
Agency budget. I strongly recommend
that the Agency Board support this aggressive plan to include more than $170
million to be spent on neighborhood improvements over the next five years.
In combination with the City
Council’s ongoing and growing commitment to our neighborhoods through the
Strong Neighborhood Initiative, these new priorities allow us to look forward
to substantial, material, and measurable progress throughout our
community. We are committed to
continuing our investments in the appearance, safety, and quality of
neighborhood parks, streets, libraries, and other public facilities and
services that contribute to the quality of life of our residents.
These priorities are in addition
to the historic agreement we recently reached with the County of Santa Clara to
share long-term resources from the San José Redevelopment Agency. Under the agreement, the county will receive
approximately $200 million in capital funds from the San José Redevelopment
Agency between 2001 and 2014, and there will be over $60 million for County
operating funds over the next four years.
This agreement will clear the way for the city and the county to use
redevelopment resources to improve neighborhoods and aging retail centers,
create affordable housing, and build needed capital improvements and public
facilities for people in San José neighborhoods served by both the city and
county.
I am especially pleased to
recommend to the Agency Board an allocation of $50 million for building new parking facilities in our downtown. Parking is essential to creating a thriving
downtown. There is a critical need to
review all possible sites for new parking facilities and to move forward with
construction as soon as possible.
City Service Areas -- Specific Direction
San José International Airport is an
essential asset to San José and Silicon Valley, and it is also an important
neighbor in our community. We need to
continue to enhance the airport’s ability to serve the city and the region and
support our economic foundations, and we must follow through on our clear
commitments to be a good neighbor to nearby residential communities. This includes our traffic relief solutions
as part of the airport master plan, which is especially important since San
José residents put their trust in us a year ago to accomplish this goal when
they defeated the Airport Traffic Relief Initiative. In addition, we must continue our efforts to protect the airport
curfew and achieve compliance with our regulations that protect neighborhoods.
a)
Customer service program. The Manager is directed to develop and implement an
effective customer service program, especially during the construction planned
at the airport. Extensive construction
will create a challenging environment for airport customers for a lengthy
period, and therefore we must ensure that customers have the information and
support they need to navigate through the disruption as easily as
possible. Airport staff should have
appropriate customer service systems, training, and monitoring to improve their
effectiveness in this area.
b) Curfew compliance. The Manager is directed to work with airlines to develop schedules, procedures, and preventive measures to minimize the risk of curfew intrusions. Our goal should be to achieve effective compliance with the curfew ordinance in order to protect quality of life for residents living near the airport.
c) Noise reduction. The Manager is directed to work with airlines and our federal delegation to develop technologies and legislation that will lead to quieter planes flying in and out of San José International Airport.
We must continue to invest in
infrastructure and services that contribute to business growth, job creation,
housing, and a strong and diverse economic base. An essential focus of this investment is in San José
neighborhoods, where our families call home, and where our local businesses
operate and their employees live. Only
through this critical investment can San José remain a great place to live,
work and play.
a) Lincoln Avenue Corridor Strategy Study. There has been
tremendous change in the land use and transportation activities in the vicinity
of Lincoln Avenue between West San Carlos Street and Minnesota Avenue. A corridor strategy study that reflects
these changes and new opportunities is necessary to assess the redevelopment
potential of Lincoln Avenue. Between
West San Carlos and Coe, the goal would be redevelopment consistent with use
and character of Midtown to the north and the Willow Glen Neighborhood Business
District to the south, and enhancement of the NBD as a vibrant commercial
corridor serving the neighborhood. This
would be a community-driven process to reduce potential impacts on the
adjoining residential neighborhoods. (BD #60 $200,000 RDA) [1]
b) Seven Trees
Neighborhood Improvement Project. The
Seven Trees Neighborhood now shows the signs of deterioration and needs
infrastructure improvements to improve safety and appearances. Street lights need to be brought up to
current City standards, especially near its elementary and high schools,
sidewalks need repair, and street trees need trimming. To prevent further deterioration in this
neighborhood and to improve quality of life, I am recommending $250,000 be set
aside for neighborhood improvements after the community determines a list of
infrastructure investment priorities.
(BD #6 $ 250,000)
j)
Construction of sidewalk along Aborn Square Loop. Currently there is no sidewalk on either side of Aborn
Square Loop, which creates a potential safety hazard for children from the
Rouleau Children’s Center, pedestrians, bicyclists, and the disabled. The installation of a sidewalk along the
sound wall would offer a safe traveling route for pedestrians. (BD #76 $322,000)
k) Infrastructure
Improvements on South Seventh Street. Union
Pacific Railroad plans to abandon a section of track that runs along South
Seventh Street. If the adjacent
property owners take title to this property, infrastructure improvements will
be needed along this section of roadway.
I recommend that funds be held in reserve for potential improvements
until a complete needs assessment is finished.
The Director is to include this funding in an appropriate year of the
five-year CIP. (BD #37 $500,000 - RDA)
l)
Phelan Avenue Infrastructure Improvements. A section of Phelan Avenue becomes flooded when heavy rains
occur. The proposed project will
install new storm drainage facilities and upgrade the curb and gutter,
sidewalk, and pavement to prevent further flooding on Phelan. (BD #36 $300,000 - RDA)
m) Santa Teresa
Boulevard Median Island Landscaping. Median islands along Santa Teresa Boulevard
have either been landscaped and not maintained or have never been
landscaped. As a result, these median
island strips are mostly dirt and have few trees. Santa Teresa between Cottle Road and Springer Avenue serves as a
“gateway” into the Santa Teresa/Blossom Valley communities. The landscaping of these median strips will
improve the quality of life for the residents who live in neighborhoods
surrounding Santa Teresa Boulevard.
These improvements have been divided into separate segments for funding
and scheduling as follows:
Reach
1. Cottle Road to Springer Drive
(install new landscaped $255,000
median
islands)
Reach
2. Springer Drive to Lean Avenue
(replace existing landscaping $205,000
and
provide irrigation)
Reach
3. Lean Avenue to Snell Avenue (replace
existing landscaping $285,000
and
provide irrigation)
Reach
4. Snell Avenue to Blossom Avenue
(upgrade existing landscaping) $235,000
(BD #16
$460,000 for segments 1 and 2 and $520,000 in EFB for segments 3 and 4)
n) Pedestrian/Bicycle
Bridge over Lower Silver Creek. The East Dobern/Capitol-Goss Neighborhood
Advisory Committee has identified the pedestrian bridge over Lower Silver Creek
as a high priority neighborhood improvement.
The Committee has allocated $285,000 of its one-time discretionary funds
for the purchase of the needed properties, project design, and a portion of the
construction cost. The estimated cost
for bridge design and construction is approximately $450,000, and includes an
asphalt pathway at each end and some basic landscaping. Construction of this bridge requires
acquisition of two pieces of private property on the north side of Lower Silver
Creek that have been estimated by staff to have a combined value of approximately
$50,000. To ensure construction, I
recommend the allocation of the remainder of the $500,000 for the bridge. (BD #10
$215,000)
o) Williams Road
and Boynton Avenue Sidewalks. The
Blackford teen center will move to a site on the Boynton Avenue side of
Blackford High School. New sidewalks on
Boynton Avenue will provide a safer route for students and residents in the
neighborhood. This project will include
pavement for new curbs, gutters, sidewalk, driveway aprons, street lighting,
and street trees. (BD #43 $433,000 EFB)
p) Boynton Avenue
sidewalk at Steven’s Creek Boulevard. This area currently does not meet City
standards for sidewalks. To create a
safer path for pedestrians, this project includes construction of pavement for
curbs, gutters, sidewalk, driveway aprons, street lighting, and street
trees. (BD #44 $362,000)
q) Planning
Enforcement Inspector. Each year, Planning Department staff
processes thousands of development applications. Many projects are complex in nature and require conditions to
facilitate compatible development with neighborhoods and mitigation of
environmental impacts. This position would be responsible for
facilitating project compliance with conditions of approval, such as
construction, design and material quality, landscaping and environmental
mitigation measures. (BD #57)
r) Improve Towers
Lane from Aborn Road. Towers
Lane, an unpaved road that was annexed in the 1950s, does not meet City
standards. Improvements are necessary
to make the neighborhood safer for pedestrian and car traffic. A number of residents appear willing to
dedicate a portion of their property to the City for the improvement project,
but the Transportation Department still needs $137,000 to complete the property
acquisition. The project should be
approved on the condition that residents dedicate the necessary property. The
scope of work includes the construction of pavement, curb, gutter, sidewalk,
driveways, wheelchair ramps, storm and sanitary sewer systems, street lighting
and landscaping. (BD #2 $137,000 in EFB, $ 1,197,000 Referred to the Manager to
be included in the 02-07 CIP)
s) Berryessa Road
Median Island Landscaping. The
recommended funding would provide landscaping on Berryessa Road on the west
side of the ramp over I-680. The improvements
will make this area consistent with nearby landscaping and improve the overall
appearance of the neighborhood. (BD #14
$558,000 EFB)
t)
Tree Pruning on Hedding St. between Hwy 880 and Bascom Ave.
Mature trees on
Hedding Street have created a tree canopy that currently blocks the
streetlights. Because of high
pedestrian use, this stretch of Hedding needs effective street lighting to
increase pedestrian visibility for better safety, and tree pruning will help accomplish
this goal. (BD # 63 - $9,400)
v) Extremely Low
Income Housing. Finding a home at an
affordable price has reached a crisis level – not only in Silicon Valley, but
also throughout the Bay Area. San José
has been the Bay Area leader in creating more housing for all income levels, and
it is important that we continue to lead the way in making our community
affordable for San José families. We
are well on track to reach our goal of building 6,000 new affordable homes by
2004 with the wise use of redevelopment funds.
My Council colleagues and I have taken steps to do even more. The Council approved my recommendation in
the March budget message to allocate an additional $10 million to help develop
homes for extremely low-income families who have the greatest challenge in
finding homes they can afford. The
Manager is further directed to create an
Extremely Low-Income (ELI) Housing Reserve Fund equal to 30 percent of next
year’s anticipated affordable housing expenditures. After next year, the Council will review annually the actual expenditure
of funds in this category to determine future allocations. Supplementing our affordable housing
funding with additional Redevelopment 80-percent funds will enable us to
achieve the 30 percent goal next year and not have a negative impact on our
housing production goals. ($13.8
million – RDA funds)
w) Rental Public
Education and Outreach Program Reserve. To inform all San José tenants of the City’s
existing rent control policies and relevant mediation and arbitration services
that are provided by the City, it will be necessary to undertake a
comprehensive public education campaign.
With 53,000 homes in San José protected by rent control, it is likely
that many tenants and landlords are unfamiliar with our ordinance and the
services available through the City. We
should make a strong proactive effort to inform all tenants and landlords of
our rent control ordinances, dispute resolution services, and related programs
to make sure they know their rights and responsibilities. Such outreach should use communication
methods that are effective for reaching a wide range of residents who are
renters in our community, including languages other than English, and it should
use community-based tools that do not rely on conventional media such as
community and business organizations.
($100,000)
San José has long been a leader in
its efforts to pursue community and environmental sustainability. We must continue to invest in facilities,
practices, and services that contribute to a clean community and the long-term
viability of our region’s limited air, water, energy, and land resources. The benefit of this investment is not only
for current residents, but also for future generations.
a) West Valley
Library. The City will soon be establishing guidelines for a “Green
Building” program aimed at improving resource efficiency of our public
buildings. The proposed program will
include a recommendation to require all new public buildings to attain the
minimum rating for LEED (Leadership in Energy and Environmental Design). The West Valley Library was funded before
the development of the proposed Green Building Guidelines and was not required
to attain the LEED “Certification” level.
Achieving certification for the library will ensure that this building
is environmentally friendly, energy efficient, and comfortable for people
working and visiting it, and has followed responsible development and
construction practices. (BD #38 -
$491,000)
b) Implementation
of Additional Neighborhood Clean-ups. The
Neighborhood Clean-up Program has direct positive impacts on the quality,
safety, and appearance of our neighborhoods, and it contributes to the
development of community pride. The
Manager is directed to work with Councilmembers to schedule the ten additional
neighborhood clean ups funded next year as soon as feasible.
c)
Energy. California’s energy crisis impacts everyone’s daily life,
and rolling blackouts and high energy bills are daily painful reminders. Silicon Valley has a long history of taking
bold, creative and collaborative actions to address complex problems such as
traffic congestion and affordable housing.
We are demonstrating the same initiative with energy by acting to become
more self-sufficient and achieve greater energy reliability in our region for
our residents and businesses. The
Council approved the San José Smart Energy Plan calling for appropriately sized
clean generation facilities in suitable industrial areas, aggressive energy
conservation and regional partnerships to achieve our energy goals. The burden of higher energy costs falls
heavily on older residents and families with limited means. With steep increases in the costs of gas and
electricity this year, the City’s own energy bills and its revenue from the
Utility Users Tax (UUT) have both increased.
The Council approved my recommendation in March for a one-time
allocation of $1 million to be used for community programs such as the Home
Energy Assistance Program and Emergency Contingency Funds that are designed to
serve families who need help paying their utility bills. Through this measure, we will be able to
help residents who are falling behind on their payments or need one-time
emergency funds to restore their power.
These funds and other matching funds the City receives are also
available for residential conservation programs as opportunities and funding
are available.
d)
South Bay Water Recycling. The Council
recently approved the concept of constructing the Recycle Water pipeline from
its current terminus to Coyote Valley.
The Manager is directed to bring forward any actions necessary to
implement this capital program.
Our residents should both be safe and feel safe in their
neighborhoods and community. I am proud
that San José remains the safest big city in America, and crime rates continue
to decline. This achievement is the
result of an excellent police department, a good economy, and strong
neighborhoods. Our emphasis on crime
prevention and law enforcement must continue to ensure the safety and security
of our residents.
a) Fire
Department Public Education Staff. A critical factor in achieving a safe
community is encouraging residents to takes steps that increase the safety of
their families, homes and neighborhoods.
This recommendation would support a public education specialist to offer
public education programs in fire, life safety, and emergency
preparedness. Examples of public
education services include the Vial of LIFE, CPR and first aid, and fire
prevention. (BD #83 $29,595 one-time funds and $70,405 ongoing cost)
b) Internet
Predator Awareness. Internet predatory
crimes are on the rise nationwide, and this recommendation would establish a
local program to help prevent these crimes in our community. The target audience will be middle school
students and their parents to help them learn how to avoid becoming potential
victims. Staff from the San José Police
Department’s Sexual Assault Unit will lead this program. (BD # 84 $11,000 one-time funds and $4,500
on-going cost)
c) Wildland
Interface Program Manager. The City enjoys the benefit of a wide
expanse of open space and wildlands within the city limits, but the proximity
of wildlands also presents potential fire risks to the community. This funding will create a new position in
the Fire Department to plan and coordinate measures to prevent and
suppress wildland fires. The position
would develop a hazard assessment mitigation plan, and educate the community.
(BD #9 $34,924 in one-time and $107,331 ongoing funds)
d) Domestic
Violence Advocates. The San José Family Violence Center
advocates have received specialized training and have extensive knowledge
regarding domestic violence issues, as well as direct experience with victims
of domestic violence. This
recommendation for funding will enable advocates to provide a wide range of
domestic violence support services, including safety planning, crisis
intervention, law enforcement liaison; court preparation and support, and
ongoing support and consultation.
Advocates will be on call 24 hours per day, and they will be available
at locations where needed, including the Family Violence Center, hospitals, law
enforcement and prosecution interviews, and court proceedings. (BD #85 $60,000)
h) Audio
microphones and recording devices for Police Patrol Officers. San José Police officers have an excellent record of
interacting and working with our residents, as shown by the positive ratings in
the City’s recent survey and the 15 percent reduction in formal complaints
against police officers over the past year.
We should continue to ensure that our high standards for customer
service are met, assure residents of our commitment to police accountability,
and assist the investigation of public complaints. To help achieve this goal, I recommend that the Manager implement
a program to provide audio microphones and recording devices to all patrol
officers who interact with the community on a regular basis. The Manager should explore using existing
resources such as the Drug Forfeiture Fund to implement the program.
a) Digital
Divide. The “digital divide” is about
much more than children and schools having access to technology. Closing the divide means we must take steps,
in partnership with the community, to ensure that all of our children know how
to read, write, do math, and learn in order for them to succeed in the 21st
Century. I recommend allocating funds
to implement the recommendations proposed by the Digital Divide Blueprint upon
its completion this summer so that we do not have to wait for another school
year to go by before we make progress.
($600,000)
b) Smart Start
Centers. Two years ago, I said that we would build ten Smart Start centers
in five years to help young San José children become ready to learn before they
enter kindergarten. We are well on
track to meet this target, and in March, the Council approved doubling this
goal, making sure 1,200 San José children are helped annually. The Manager is directed to work with all San
José school districts and other potential partners to identify locations to
implement this new goal.
c) Homework
Centers. Clean safe places to study will help students achieve academic
success. Last year the Council approved
expanding our homework center program so that every public elementary, middle
and high school student in San José will have access to a homework center by
2002. The Manager is directed to
continue vigorously implementing this direction.
d) Park
Maintenance. The Manager is directed to increase funding for operations and
maintenance of parks as acreage is added.
The proportionate increase shall be based upon current staffing
ratios. Any increase in staffing ratios
should be considered separately by the City Council as a broader policy
discussion of the level of service the Council desires for our parks.
e) Hoffman/Via
Monte Neighborhood Center. PRNS conducted a survey to assess needs for
youth programs and services in this neighborhood in conjunction with the
community’s involvement in the Strong Neighborhoods Initiative. The results reveal an immediate need for a
range of youth sports, after-school and summer-school programs, day-care,
gang/drug intervention programs, youth leadership, and job-skills training that
could be addressed with a neighborhood center.
Although
they are close, the Hoffman Ct. neighborhood and the Via Monte neighborhood are
not cohesively linked. Community input
has suggested better linkage, such as a neighborhood center is needed to help
SNI efforts to be successful for these two communities. The recommendation of $350,000 will match
the $350,000 already available for the design and placement of a neighborhood
center in the Hoffman/Via Monte SNI neighborhood. (BD # 92 $350,000 EFB)
f)
PG&E Easement at Wenlock Drive. Currently the
PG&E easement at this site is overrun with weeds and trash. Improvements to this easement include
landscaping and benches that will enhance the appearance and safety of the
neighborhood and provide a recreation destination. The new trail will be consistent with the long-term plan of
connecting the PG&E easements and provide the final connection for a
north-south walking and biking trail.
(BD #22 $300,000)
g) Community
Garden at Latimer Elementary School. Community gardens are very popular with
residents as social gathering places as well as sources of homegrown food. The
new West Valley Library will eliminate a privately operated community garden
for the public. A replacement site for
a community garden at Latimer School will provide a new and larger home for the
United New Conservationists gardeners.
A use agreement will be modeled after the agreement between the Moreland
School District and the City for the use of Anderson Village School. (BD #39 $150,000)
h) Sakamoto
School Outdoor Eating Area Improvements. This upgraded
outdoor facility will benefit Sakamoto students during their lunch periods and
will allow teachers to use this area as an “outdoor classroom.” This area will also be available to
neighbors and community partners for educational and recreational activities
such as YMCA youth programs, Blossom Valley Girls Softball, South Valley Youth
Soccer programs, Girl and Boy Scouts activities, and the Good News Kids
Club. Upgrading this facility will
reduce potential fire, vandalism, and environmental hazards that have concerned
the school and neighborhood. The
Sakamoto Home and School Club has exhibited its commitment to raise funds for
this project through other sources such as the Oak Grove School District, CAP
Grant, Home and School Club funds, and Our City Forest. (BD # 45 $23,000)
i)
Renovation of Irrigation System at Paul Moore Park. The irrigation
system at Paul Moore Park is over 40 years old and suffers from severe
deterioration. There have been multiple
system failures that have caused severe damage to park landscaping and
disrupted recreation programs. At
present the system is operating with a temporary emergency repair that only has
a usable life of 18 months. The estimated
total project cost is $583,000. The
district 9 Parks Fund currently has $200,000 budgeted for the project. (BD #50 $383,000)
j)
Groesbeck Hill Park Basketball Court Completion. Currently, a half-court basketball facility exists at this
park, but the Master Plan calls for a full-court basketball facility, which is
needed to meet increased demand. Other
work scheduled to be completed at Groesbeck Hill Park as part of the Master
Plan includes a restroom facility and the addition of a third tennis
court. The completion of the basketball
court will contribute to making this park a complete facility for the
community. (BD #73 $ 40,000)
k) Groesbeck Hill
Park Tennis Court Addition. Groesbeck
Park has two tennis courts, but three were originally listed in the adopted
Master Plan. The need for the additional
court has become apparent as development in the area has occurred and the use
of the park has increased. The project
will have matching funds of $40,000 from the District 8 park funds. (BD #74 $80,000)
l)
Boggini Park Tot Lot addition. Boggini Park already has a youth lot and
other complementary features, and the addition of a tot lot would complete the
plan to make this a full family facility that serves all ages in the
neighborhood. A restroom facility
funded by Council District 8 and the Park Trust Fund will be constructed
simultaneously. The project will have
matching funds of $107,000 from District 8 park funds. (BD #71 $213,000 EFB)
m) Senior Needs
Assessment & Consultant Services for Aging Services Master Plan. Although the
City of San José is a leader in providing services for our older residents, the
community’s needs have not been critically assessed since 1989. Since the last review, our senior population
has grown larger and has changed dramatically with much more cultural, ethnic,
and socio-economic diversity. A
comprehensive assessment of needs and current programs is necessary to better
plan and deliver appropriate services to senior residents and to update our
Aging Services Master Plan. (BD #81
$150,000)
n) Guadalupe
River Trail Improvements. Sections
of the Guadalupe River Trail have not been completed including Reaches 11 and
12. These two reaches serve as a
transition from the Los Alamitos Creek Trail to the start of the Guadalupe
River Trail. I recommend funding for
the completion of the trail from Blossom Hill Road to Branham Lane (Reach
12). Future reach development will need
to be considered as part of a future budget process. Completion of this trail segment with pavement, benches, and
trashcans would create an off-street route for pedestrians from Branham to
South Almaden. (BD #87 $265,000)
o) City-School
Partnership for Hammer Montessori School Playground Improvements. One-time funding of $43,000 is recommended to improve the
playground equipment at Hammer Montessori School. By expanding a public school-park easily accessible to
neighborhood families, this City-school partnership project will improve the
quality of life in the surrounding community.
The project includes play structures, fitness clusters, and benches. (BD #46 $43,000)
p) City-School
Partnership for Oster Elementary School Playground Renovations. One-time funding of $28,700 is recommended to improve the
playground equipment at Oster Elementary School. This City-school partnership project will renovate two 42-year
old school playgrounds and replace unsafe structures and equipment. Over the past two years, the community has
rallied to make significant improvements to the school by raising nearly half
the cost ($24,000) through donations from parents and corporations. Volunteers have already signed up for all
renovation activities that do not require a licensed contractor. The community’s strong support ensures a
successful and well-used community park.
(BD #53 $28,700)
q) Senior Citizen
Community Events Supervisor. Currently,
the City does not have a full-time community events supervisor position to
enable the Senior Olympics to be a year-round program with special events and
activities for our growing population of senior citizens. This new position will coordinate citywide
special events that focus on health issues, recreational activities, and
informative speakers for San José’s diverse senior citizen community. A position dedicated to this issue will ensure
that the City meets its goals of helping people age in our community with grace
and dignity. (BD #79 $66,896 ongoing
costs and $6000 in one-time funds)
r) “Senior-Friendly”
Park Elements. A recent City survey
indicated that our senior residents have one of the highest levels of park
usage. With the construction,
expansion, and renovation of community centers and parks funded by
voter-approved park bonds, it is important that we offer recreational elements
at facilities that focus on our senior neighbors. These funds would support a
pilot program for park features, such as lawn bowling, horseshoes, bocce ball,
walking courses, and other activities, at one park that is currently used by
older residents. These funds will be
supplemented by a minimum of $50,000 from Park Funds in Council District
10. (BD #80 $100,000)
s) Replacement of
3 pieces of playground equipment at Washington School. Washington School
is located in the Guadalupe Washington Neighborhood – a large, park deficient
neighborhood. The school’s playground
equipment serves the students of Washington Elementary as well as the
neighborhood children. The high level
of usage has resulted in extensive wear and tear on the equipment. This joint effort with SJUSD would consist
of the City purchasing the equipment for $49,000 and having the School District
cover the cost of labor and installation.
New equipment will provide a safer environment for school attendees and
neighborhood residents to utilize the equipment. (BD #113 RDA $49,000)
t)
Acquisition of sites for Measure O & P projects. The Manager and
Director are directed to accelerate all site acquisitions necessary for Measure
O & P implementation using Measure O & P funds (or loans from other
funds if necessary) as soon as feasible.
There are many projects related to Measures O & P which require site
acquisition. Regardless of when
construction is scheduled on any of these projects it is prudent to have site
acquisition occur as soon as feasible.
u) East San José
Branch Library. City staff has identified a feasible
location for the proposed East San José Branch Library in the immediate Alum
Rock area. This site includes the
southwest corner of Alum Rock Avenue and White Road, as well as adjacent
parcels at and surrounding the existing County library located on White
Road. Measure O has approximately $13
million earmarked for a new branch library to serve the residents of the Alum
Rock area. The additional budget
request of $1.5 million for fiscal year 2001-02 will close the gap, if necessary,
related to land acquisition and relocation costs. (BD #111 RDA $1.5 million if necessary)
v) The Almaden
Winery Center Conversion. The
Historic Almaden Winery Building is owned by the City and located in Almaden
Winery Park. Built in the 1850s, Almaden
Winery is the oldest existing winery building in California, and has been
designated a Historic Landmark by the state and the City. Steps have already been taken to replace the
roof and prevent further building deterioration from weather and vandalism. Additional restoration includes seismic
upgrading at an estimated cost of $891,000.
To continue the restoration of this landmark, I recommend funding for
the seismic retrofit, architectural finishes, and construction
contingency. Community Center renovations
will need to be considered in future budget processes. (BD #86 $1,033,000)
w) Guadalupe
Creek Trail. For many years the community has requested the development of the
trail along Guadalupe Creek from Almaden Expressway to Quicksilver Park. To create greater access and usability for
one of the best urban trail networks in San José, there are plans to connect
this trail to the Los Alamitos Creek Trail with an under crossing at Almaden
Expressway. The estimated project cost
is $300,000, and the County and the City already have reserved $150,000. (BD #89 $150,000)
x) Edenvale/Great
Oaks Community Facility Project. There is a need
for a community center in the Great Oaks and Edenvale neighborhoods. This community center, which will be located
in a Strong Neighborhoods Initiative Area, is a high priority outcome of the
SNI Implementation Team. The Oak Grove
School District has expressed its interest to donate land available at Davis
Intermediate School. I recommend that
District 2 park funds create a Community Center reserve for the purpose of
saving $500,000 over a period of four years.
For FY2001-02, I am recommending the transfer of $75,000 of C&C
funds to establish this reserve. (BD
#15 $250,000 RDA)
y) Vietnamese
Cultural Heritage Garden Matching Grant. This complex is envisioned to be a garden of
tranquility, where the culture and history of Vietnam are represented in art,
architecture, and landscaping. I
propose funding a matching grant for the Vietnamese Cultural Heritage Garden
project. The City of San José already
has contributed the land necessary for this project. This $250,000 matching grant would be released only upon:
certification of all other funds being available and construction bid certification
by the Public Works Department. These
funds should be held for two years and would revert to the General Fund at that
time if certifications above have not been received. The Vietnamese-American community is very committed to this
project, has raised funds and in-kind contributions, and will continue to
pursue matching resources. (BD #3
$250,000)
z) Andrew Hill
High School Athletic Field Improvements. The
construction of this all-weather athletic field will support many youth
sporting events and other neighborhood and regional events, and would continue
the excellent partnership between the East Side Union School District and the
City of San José that benefits students and the greater community. The total cost of this project is
$1,615,000, and I recommend that the City contribute approximately half as our
share for the partnership. (BD #4
$875,000 EFB)
aa) Brooktree Park
Hybrid Playground. Brooktree Park is a mature neighborhood
park, and its existing master plan includes a tot lot. Families in the neighborhood have expressed
the need for a place for young children to play that could meet the needs of
both school-age children and toddlers.
I recommend funding for a playground at Brooktree Park that would
include features for a wide range of young children. District 4 park funds would fund $260,000 of the project. (BD #11 $64,000)
bb) Alviso Youth
Center. Last year a unique public and private partnership was developed
to build a $4 million youth center in Alviso and North San José. The youth center will provide a gymnasium, two
classrooms, and other facilities that will be available for school and
community use. Pledges from Legacy
Partners, Cisco Systems, and Devcon Construction have made the project
possible. In addition to Council
District 4 and Santa Clara Unified School District funds, the school district
will provide land and construction management.
(BD #13 and MBA #34 $97,860)
cc) Northside
Community Center. Completion of the new Northside Community
Center will provide facilities to meet a variety of multi-cultural neighborhood
and recreational needs. The new center will include a multi-use room with a
central kitchen, classrooms, and a library, and it will offer space for
enrichment activities, educational programs, and health and wellness workshops. The Northside Community Center has been
providing these critical services for many years, and the expanded center will
support additional services. Current projections indicate that the construction
costs for this project may exceed earlier estimates. Currently there have been additions of $440,000 from the RDA and
$1 million from the City’s General Fund.
Upon bid receipt, the Manager and Director are directed to provide
adequate funds for project completion.
dd) Indo-American Senior Nutrition Outreach. Funding would
enable the Office on Aging to fulfill its contract with the County of Santa
Clara for a nutrition program for San José Indo-American seniors. The Northside Community Center had an
enrollment of 300 Indo-Americans in the program before the center was relocated
due to construction. Communication
barriers have prevented the successful transition to the new location, and
there has been a severe drop in attendance.
Additional outreach, with emphasis on the Punjabi language, should be
continued to reach senior residents who rely on the program for meal
services. (BD #24 $20,000)
ee) Blackford Teen
Center. The Blackford Teen Center provides a place for teens to gather
and engage in after school hour activities.
The current teen center must move out of its existing space at Blackford
High School because the school district will be using the facility. This
replacement teen center will provide space for an active and successful
program. The teen center is located in
an SNI area, and RDA funding should be reserved following the community
priority setting process. However, the
center needs to be relocated in advance of when the SNI priority setting
process will occur in the Blackford area.
I recommend that this project be funded from previously allocated SNI
funds in the CIP. We should use all
best efforts to have no disruption in services for this program. The Manager and Director are directed to
develop bridge funding until this SNI project area formation is completed. (BD #40 - $975,000 RDA)
ff) Camden
Community Center Fitness Equipment Replacement. Old fitness equipment at the Camden
Community Center cardiovascular room and strength training room needs to be
replaced. New equipment will require
less maintenance and will meet modern standards for health and effectiveness.
Approximately 1,000 residents regularly participate in the Camden Community Center
fitness program. (BD #47 $125,000 EFB)
gg) Camden Teen
Center Computer Center Expansion. The
Camden Teen Center has evolved into a central gathering place serving more than
2,500 youths each week, and it includes a computer center that has become a
popular resource for learning computer technology in a group setting. Although the computer center’s equipment is
obsolete, limited, and does not have Internet access, it is in heavy demand by
young people. This proposal will enable
the center to purchase ten computers, one printer, one scanner, educational
software, and DSL connection to the Internet to replace the current four
out-of-date computers. (BD #52 -
$33,000 in one-time funds and $5,000 ongoing costs)
hh) Senior
Internet Days and Pilot Program at Kirk Center. More than 700 senior residents regularly visit the Kirk
Center for various social and wellness programs each week, and access to the
Internet at Kirk is very convenient for these senior patrons. One-time funding of $48,900 and an ongoing
allocation of $4,840 for senior Internet days and a pilot program on Internet
learning will help promote the use of Internet for seniors at the Kirk
Center. This program should be molded
on our current award-winning Senior Net program at the Willows Senior
Center. (BD #54 $48,900 in one-time
funding and $4,840 ongoing costs)
ii) Lincoln High
Track Improvements. Lincoln High School plans for an upgrade to existing
playfields that will include the installation of an all-weather track. This project will provide Lincoln High
students and the community with a high-quality facility that can be used
throughout the year. PRNS has estimated
project costs to be approximately $500,000.
San Jose Unified School District will make matching funds available
through the QZAB program. The Lincoln
High School Foundation would raise the remainder of the needed funds. (BD # 61 $50,000)
jj) Willow Glen
High School Track. The track
area and bleachers at Willow Glen High School are widely used by the community
on a daily basis for running and after school activities and for community
events such as Walk-a-thons for the American Cancer Society. Improvements to the facilities will benefit
both the school community and residents, and community groups. Additional funds will come from Willow Glen
High School, Willow Glen High School Foundation, and San Jose Unified School
District as matches for City funds. (BD
#62 $50,000)
kk)
Improvements at Cahill Park. Cahill Park,
located in the Midtown Area, is one of the park locations targeted by the
Midtown Specific Plan. Three
developments that border the park, including the Castle Group’s Plant 51
Project, Avalon’s Westpark Project, and SummerHill Homes, have dedicated land
for the park. The agreements with
Castle Group and Avalon also include funding for park improvements. SummerHill Homes is fulfilling its parkland
requirements by the dedication of approximately 0.8 acres of land. The funding requested would provide turf,
minor landscaping, walkways, and irrigation to the SummerHill dedication. (BD #64 $200,000)
ll) Park at Bird
Avenue and Fisk Avenue. Improvements
at the very visible pocket park at Bird Avenue and Fisk have been identified as
a priority by the SNI in the Gardner/Atlanta SNI area. The requested funds would be supplemented by
SNI funds. The Northern Willow Glen
Neighborhood Association has expressed strong support for revitalizing the
Bird/Fisk Park and considers it a priority.
This site also will be a top priority for future District 6 park
funds. (BD #65 $300,000 EFB or RDA
funds if legally allowable)
mm) Historic
Hoover Community Performing Arts Center. The historic Herbert Hoover Junior High
School Building in the Rose Garden district is a valuable historic resource
that was designed and built in 1931 by noted school architect William H.
Weeks. San José Unified School District
has proposed creating the “Historic Hoover Arts Education Center” to enhance
arts education for youth between the ages of four to twenty, provide art
classes and facilities for the community during non-school hours, and develop a
performance hall for both school and community use. The City of San José has already committed $1 million of the $3.7
million needed for this project, and more than $1 million in private sector
funds has been pledged. This leaves a
funding shortfall of $1,699,407. The
Packard Foundation also has committed $1 million that is contingent on an
additional $500,000 from other sources.
San José Unified School District will match additional City funding to
meet the Packard Foundation requirement.
(BD #67 $300,000)
oo)
Groesbeck Hill Park Perimeter Landscaping. The addition of perimeter landscaping along Klein and
Cedardale Roads would include trees, shrubs, and irrigation. Along with other improvements underway, this
addition would make the park a complete facility for the community. The project will have matching funds of
$68,000 from the District 8 Park Fund.
(BD #95 $132,000)
pp) Community Park
at Floyd and Locust Streets. As one of the few sites
available for a park in the entire Guadalupe-Washington neighborhood, the site
at Floyd and Locust has been identified as a priority in the area’s
revitalization strategy. In an effort
to secure the site, the neighborhood has designated funding through its Neighborhood
Revitalization Strategy. In addition,
$80,000 has been identified in District 3 Park Funds for the master planning of
the site. (BD #98 $400,000, RDA funds
if legally allowable)
qq) Dog Park at
Watson Park. Many
dog owners live in downtown neighborhoods, and
they face the challenge of finding suitable space to let their dogs run since
public parks do not allow dogs off-leash.
A convenient dog park would provide an area for owners and their dogs to
gather and allow the dogs to safely run leash-free. There is a two-acre area at Watson Park that would work well for
a dog park, and it would resolve neighborhood security issues associated with
its under use. (BD #100 $325,000 EFB)
rr) After School
Computer Program at Fair Middle School. Over
the last two years, the Inner City Games has established several after-school
computer programs for local youth who have limited access to computers. This past summer approximately 500
youngsters from Grant Elementary School, MACSA Youth Center, Joseph George Middle
School, and Stipe Elementary School participated in this program. Once the program is begun at a school,
national sponsors of Inner City Games help support the program. Start-up costs for this program at Fair
Middle School would be $65,000 for 15 computers, two printers, a digital camera
and educational software. The hardware
also can be used for other educational programs at the school. (BD #5 $ 65,000)
ss) Capital improvements to Spartan Stadium. This project will leverage funds from the Women’s World Cup
and Spartan Shops, Inc. to complete a new guest services and hospitality
area. The new building will also
improve the delivery of first aid services to stadium visitors. These improvements will help Spartan Stadium
continue to attract and retain quality sporting events like the Women’s World
Cup and the Silicon Valley Football Classic as well as competitive sports teams
like the San José Earthquakes and the Bay Area CyberRays. ($50,000)
tt)
Kids Voting. Kids Voting Silicon Valley is part
of a nationwide, nonprofit effort to educate schoolchildren about democracy and
the importance of voting. More than 60
percent of all Santa Clara County Schools have participated in Kids Voting,
with the primary emphasis placed on schools in San José. Kids Voting Silicon Valley has partnered
with Emergency Housing Consortium for the third annual America Festival Art
Contest. Each year as part of the
Fourth of July America Festival, hundreds of young people submit artwork that reflects
democracy and America's independence. I
recommend funding in the amount of $5,000 to sponsor this program this year.
As we continue to strive for our
goal of being the best managed city in America, we must continue to invest in
systems that support the delivery of high quality, efficient, and
cost-effective services that the community wants and needs.
Total costs for this project
are:
District 3 $12,606 (previously done this
year)
District
4 $13,678
(done under a separate contract)
Districts
1, 2, 6, 8, 5 and 10 $111,560
Grand
Total $172,284
c) Budget
Document. Direct the Manager and Director to move five-year business plans into
the actual budget document in next year’s proposed budget to make it easier to
review the relationship between the five-year plans and budget augmentation
requests in each CSA.
Investment priorities for
Transportation Services fall into three broad categories: having traffic move
smoothly; preserving the roadways; and minimizing impacts on neighborhoods, or
“traffic calming.” In addition, we
should look for opportunities to provide strong support for regional efforts to
relieve traffic congestion and develop effective transit systems that will
complete the city’s own transportation systems.
a) Calm Streets. Feeling safe in our neighborhoods also means feeling safe
when we cross the street. Walking in
San José should be good for your health, not a risk to it. Last year we set aside $1.5 million for
traffic calming, and this year the Council approved my recommendation that we
set aside an additional $5 million towards the effort to make our neighborhood
streets safer. The Ad-Hoc Traffic
Calming Advisory Committee is developing criteria for policies and projects
that will help guide future investments, and its recommendations are expected
this summer. I recommend the following
projects all be referred to the Manager for placement into the Traffic Calming
priority list once criteria has been approved by the City Council:
ü
BD #34 Traffic Calming on
Eden Avenue
ü
BD # 90 District 10 Traffic
Calming Projects
Ø
Bret Harte Drive Improvements
Ø
Flashing Crosswalk at
Trinidad Drive & Elwood Road and Camden & Mt. Forest Drive McAbee Road
Median Island
ü
BD #99 Walking Routes to
Schools/Keep Kids Safe Program
Ø
2nd/3rd
Sts. and Mission,
Ø
Oak St./Almaden and Oak
St./State St.
b) White Road
engineering acceleration. White
Road from Penetencia to McKee already is scheduled to be improved in the
traffic CIP. With development about to
occur in this area it would be prudent to accelerate the engineering work for
this project to enable construction acceleration if feasible. I recommend $100,000 be allocated for this
effort.
c) Reserve for “Initial Investment Studies” matching funds. Several freeway interchanges throughout San José are suffering from severe traffic congestion, yet they are not identified in the Valley Transportation Authority 2020 Plan. Matching funding from the City could move San José freeway interchanges to the VTA priority list for 2004, but first the City Council must discuss and identify our City’s priorities in order to provide clear direction to our VTA representatives. We need a systematic approach to evaluate interchanges for the VTA project study and STIP funding processes. The Manager is directed to bring forward a draft interchange prioritization list to the Council for review at the first Council meeting in August. Reserve funding would allow the Council to review interchange priorities and determine which two or three interchanges are San José’s priorities and should be added to
8.
Reduction/Redeployment/Rebudget Proposals
a) Direct the Manager to add park maintenance staffing for new
park acreage at the current citywide average of FTE per acre.
b) I recommend the following rebudgets:
§
Council District One $95,500
§
Council District Two $33,071
§
Council District Three $15,000
§
Council District Four $155,163
§
Council District Five $36,050
§
Council District Six $25,021
§
Council District Seven $81,690
§
Council District Eight $17,000
§
Council District Nine $48,720
§
Council District Ten $169,250
§
Mayor’s Office $470,000
§
Council General $380,000
9. Revised/New
Performance Measures
a)
Page 486: Proposals 1 (Parks and Recreation Facilities
Project Management Support) and 2 (Ready Response Team). These performance measures need to have more specific
outcomes.
b) Page 486: Proposal 3 (Parks and Library Bond Implementation) The benefits of this augmentation need to be quantified.
c) Page 573 (Transportation Planning Core Service Performance Measures) This measure should include some fiscal measurements, as well
as the number of grants applied for and the number of grants received.
10. Reports
Required
a) PeopleSoft. The Manager is
directed to report to the Finance and Infrastructure committee on the original
estimates related to FTE and costs/savings for PeopleSoft and compare that with
current staffing levels and costs. This
report must also make recommendations on how to limit increases in costs and
staffing in the future including the review of alternate vendors if feasible.
b) MBE/WBE
Compliance Programs. Due to a state ballot initiative, and recent
legal decisions, the Manager is directed to review the following issues with
the Council within 6 months:
·
Options for changing the
MBE/WBE Program to a race and gender-neutral program for Small and Emerging
Businesses
·
Alternatives to relocate
programs and staff for small and emerging businesses, ADA compliance,
discrimination complaints, sexual harassment complaints, and contract
compliance to other appropriate departments and offices.
c) Fees for solar
panel installation. MBA #36 reviews the impacts of waiving fees related to solar panel installation. The Manager is directed to report back to
the Economic Development and Environment Committee within 60 days with options
for implementing such a program.
d) Wireless Contractual
Services at the Airport. Prior to moving
forward with this proposal the Administration is directed to report back to the
Finance and Infrastructure Committee within 90 days. The report should include a review of centralized installation
versus vendor driven installation, a review of the proposed technology, and an
analysis of the cost/benefit tradeoffs from continually investing in this kind
of infrastructure. In addition, this
proposal should be divided into consulting services and installation services,
with the latter to go through an RFP or bid process. While there are merits to investigating the feasibility and
benefits to the airport facility and its customers, this proposal should be
subject to a competitive process.
e) Information
Technology (IT) Strategic Master
Plan: Development for “e-government”
services should proceed as quickly as possible. As part of this effort, IT should consider establishing a team
that focuses on identifying new or improved technology applications that can increase
the quantity or improve the quality of current services by improving the
efficiency of current systems. This
team could also look at new applications that can significantly expand our
ability to serve both our internal and external customers cost effectively
through our e-government initiatives.
This “research and development” team, which could work under the general
supervision of the IT Planning Board, could also be responsible for
implementing several other strategic IT initiatives. The Manager is directed to report back to the Finance and
Infrastructure Committee within 120 days with a review of these subjects.
f)
Branch Library Design. More
than $1 million is being projected for costs to design each branch library
planned in the next decade using Measure O bond funds. Because we have multiple projects, there
should be opportunities for reducing the costs of design through the
standardization of specifications, grouping library design projects together to
hire fewer architects, and leveraging the investment for design in the early
projects to achieve savings in the later projects. The Manager is directed to report back to the Council quarterly
on the efforts to achieve cost savings through common design efforts for new
branch libraries.
g) Urban Design
Contracts. Direct the Director to report back to Finance and Infrastructure
Committee with a review of all urban design contracts/expenses for the past
year and a review of all proposed expenditures for FY 01/02. This review should
focus specifically on what services are being rendered for each project.
h) Audit of the
Call Center. As already approved by previous Council action on the Manager’s
Office budget, the Auditor is directed to audit the Call Center within one
year.
We should be
proud of our many accomplishments over the past few years. San José is a great place to live, work and
play and this budget will help continue that trend. The proposed budget will continue, expand and create many
important programs for the, people, of San José.
I am
particularly proud of our efforts to: wipe out graffiti, expand homework
centers, pay the full cost of sidewalk repairs in front of homes, fight traffic
congestion, make our streets safer for pedestrians and cyclists, attract and
retain teachers, help ensure our children are ready to learn when they enter
kindergarten, help provide free health insurance to children, ease traffic
congestion at the airport and save historic buildings.
This budget
outlines how we will continue to make smart, strategic investments that will
improve city services – particularly in our neighborhoods where we are
continuing to make substantial investments to improve quality of life – and
manage our resources more effectively and efficiently. Our efforts will further establish San José
as a model city and America’s best city in the 21st century, and
they will strengthen our community where all our residents take great pride in
living, working and playing in San José.
COORDINATION
This memo has been coordinated
with the City Manager, the Redevelopment Agency Executive Director, and the
City Attorney.
Mayor Ron Gonzales
|
Attachment A Ending Fund Balance Priority Listing |
|
|
|
|
|
|
|
Description |
Amount |
Running Total |
|
Hoffman/Via
Monte Neighborhood Center |
$350,000 |
$350,000 |
|
Andrew Hill
High School Athletic Field Improvements |
$875,000 |
$1,225,000 |
|
Boggini Park
Tot Lot |
$213,000 |
$1,438,000 |
|
Park at Bird
and Fisk |
$300,000 |
$1,738,000 |
|
Development of
a Dog Park at Watson Park |
$325,000 |
$2,063,000 |
|
Camden
Community Center Fitness Equipment Replacement |
$125,000 |
$2,188,000 |
|
Williams Road
and Boynton Avenue Sidewalks |
$433,000 |
$2,621,000 |
|
Median Island
Landscaping along Santa Teresa Boulevard |
$520,000 |
$3,141,000 |
|
Tower Lane |
$137,000 |
$3,278,000 |
|
Berryessa Rd.
Median Island Landscaping |
$558,000 |
$3,836,000 |
|
Initial Freeway
Interchange Investment Studies |
$1,000,000 |
$4,836,000 |
|
Total |
$4,836,000 |
|
|
Measures O
& P and City Hall FF&E Reserve Fund |
|
|
|
Funds to
accelerate Parks bond site acquisitions |
|
|
|
Fire Master
Plan station expansion/apparatus reserve |
|
|
|
City facility sinking
fund start-up (MBA 27) |
|
|
|
City match for
PAB Seismic upgrade project |
|
|
[1] Throughout this document are references to budget requests
made by Councilmembers. If a specific recommendation
relates to one of these requests, it is noted by listing the Budget Document
number (BD#) as well as the amount of
funding recommended. The source of
funds (other than the General Fund) is identified as Redevelopment Agency (RDA)
or Ending Fund Balance funds (EFB).