TUESDAY, APRIL 2, 2019 CITY OF HALF MOON BAY REGULAR ... · Page 1 of 1 BUSINESS OF THE COUNCIL OF...

Adcock Community/Senior Center535 Kelly AvenueHalf Moon Bay, California 94019

Harvey Rarback, MayorAdam Eisen, Vice MayorRobert Brownstone, CouncilmemberDeborah Penrose, CouncilmemberDebbie Ruddock, Councilmember

CITY COUNCIL AGENDAREGULAR MEETING

CITY OF HALF MOON BAY

TUESDAY, APRIL 2, 2019

7:00 PM

This agenda contains a brief description of each item to be considered. Those wishing to address the City Council on any

matter not listed on the Agenda, but within the jurisdiction of the City Council to resolve, may come forward to the podium

during the Public Forum portion of the Agenda and will have a maximum of three minutes to discuss their item. Those

wishing to speak on a Public Hearing matter will be called forward at the appropriate time during the Public Hearing

consideration.

Please Note: Anyone wishing to present materials to the City Council, please submit seven copies to the City Clerk.

Copies of written documentation relating to each item of business on the Agenda are on file in the Office of the City Clerk

at City Hall and the Half Moon Bay Library where they are available for public inspection. If requested, the agenda shall be

available in appropriate alternative formats to persons with a disability, as required by Section 202 of the Americans with

Disabilities Act of 1990 (42 U.S.C. Sec. 12132.) Information may be obtained by calling

650-726-8271.

In compliance with the Americans with Disabilities Act, special assistance for participation in this meeting can be

obtained by contacting the City Clerk’s Office at 650-726-8271. A 48-hour notification will enable the City to make

reasonable accommodations to ensure accessibility to this meeting (28 CFR 35.102-35.104 ADA Title II).

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MEETING WILL CONCLUDE BY 11:00 PM UNLESS OTHERWISE EXTENDED BY COUNCIL VOTE

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ROLL CALL / PLEDGE OF ALLEGIANCE

PUBLIC FORUM

PROCLAMATIONS AND PRESENTATIONSMIDCOAST COMMUNITY COUNCIL UPDATE

MAYOR'S ANNOUNCEMENTS OF COMMUNITY ACTIVITIES AND COMMUNITY SERVICE

REPORT OUT FROM RECENT CLOSED SESSION MEETINGS

CITY MANAGER UPDATES TO COUNCIL

1. CONSENT CALENDAR

1.A WAIVE READING OF RESOLUTIONS AND ORDINANCES

1.B TREASURER’S REPORT FOR THE QUARTER ENDING DECEMBER 31, 2018

Staff Recommendation: By motion, accept the Treasurer’s Report for the quarter endingDecember 31, 2018.

STAFF REPORT

ATTACHMENT 1

1.C APPROVAL OF AN ALTERNATIVE WORK SCHEDULE POLICY, GLOBAL POSITIONING SYSTEMPOLICY, AND VEHICLE USAGE POLICY AND DRIVER AUTHORIZATION

Staff Recommendation: Adopt a resolution approving policies for an alternative workschedule, use of the Global Positioning System, and a vehicle usage policy and driverauthorization.

STAFF REPORT

RESOLUTION

1.D APPROVAL OF SIDE LETTERS TO MEMORANDUMS OF UNDERSTANDING ANDAMENDMENTS TO COMPENSATION AND BENEFITS PLANS CONCERNING THE USE OF SICKLEAVE TOWARD BEREAVEMENT LEAVE

Staff Recommendation: Adopt a resolution approving Side Letters to the Memorandums ofUnderstanding with Local 39 and Represented Management and Amendments to theCompensation and Benefits Plans for the Confidential and Executive Management groupsallowing use of up to 40 hours of sick leave toward bereavement leave.

STAFF REPORT

RESOLUTION

1.E HIGHWAY 1 SAFETY AND OPERATIONAL IMPROVEMENTS PROJECT - NORTH (CIP PROJECTNO. 538)

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Staff Recommendation: Adopt a resolution authorizing the City Manager to: 1) execute afunding agreement with San Mateo County Transportation Authority to accept Measure Afunds in the amount of $300,000 for the design of Highway 1 Safety and OperationalImprovements Project North (CIP Project No. 538); and 2) execute a professional servicesagreement with Mark Thomas and Company, Inc. for the preparation of Plans, Specificationsand Estimates in an amount not-to-exceed $945,000.

STAFF REPORT

RESOLUTION

ATTACHMENT 2

1.F MULTI-WAY STOP CONTROL ANALYSIS – INTERSECTION OF MIRAMONTES AVENUE ANDPILARCITOS AVENUE EXTENSION (HATCH ELEMENTARY SCHOOL)

Staff Recommendation: Adopt a resolution authorizing the installation of a multi-way stopsign at the intersection of Miramontes Avenue and Pilarcitos Avenue Extension.

STAFF REPORT

RESOLUTION

2. ORDINANCES AND PUBLIC HEARINGS

3. RESOLUTIONS AND STAFF REPORTS

3.A SEWER AUTHORITY MID-COASTSIDE FISCAL YEAR 2019-2020 OPERATIONS ANDMAINTENANCE (GENERAL) BUDGET

Staff Recommendation: Adopt a resolution approving the Fiscal Year 2019-2020 SewerAuthority Mid-Coastside (SAM) Operations and Maintenance (O&M) Budget expresslynoting the City protest of any and all costs associated with the repair and replacement of theIntertie Pipeline System (IPS) consistent with the terms set forth in the September 13, 2017Stipulation and Order and conditioned upon the creation of a Capital Reserve Fund for IPSBackbone Infrastructure.

STAFF REPORT

RESOLUTION

ATTACHMENT 2

FOR FUTURE DISCUSSION / POSSIBLE AGENDA ITEMS

CITY COUNCIL REPORTS

ADJOURNMENT

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BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT For meeting of: April 2, 2019

TO: Honorable Mayor and City Council VIA: Bob Nisbet, City Manager FROM: Hossein Golestan, Finance Consultant Mark Dylina, Accounting Technician TITLE: TREASURER’S REPORT FOR THE QUARTER ENDING DECEMBER 31, 2018

RECOMMENDATION: By motion, accept the Treasurer’s Report for the quarter ending December 31, 2018. FISCAL IMPACT: The City’s cash and investment portfolio, at fair market value, as of December 31, 2018 is $57.7M, of which $8.2M is placed with the State Controller’s Local Agency Investment Fund (LAIF), $35.9 is placed with the San Mateo County Treasurer’s Investment Pool, $10.8M is invested in U.S. government backed securities, $2.8M is in operating accounts. The investment placed with LAIF includes $0.8M of Bond Funds. The City’s investment portfolio increased by $3.9M this reporting quarter compared to last quarter. The increase is primarily the result of property taxes and sewer service charges collected by the County and remitted to the City in December. Other factors affecting the cash balances include timing of expenditures and revenues, including those related to capital projects, that do not occur evenly during the year. The Treasurer’s Report (Attachment 1) includes detail of cash and investments held by institutions. In accordance with Government Code Section 53600 et seq., the City’s Treasurer is to provide the City Council with a report on investments on a quarterly basis. As shown in the Treasurer’s Report (Attachment 1), the City’s investments are in external investment pools listed at cost, as well as its fair value, not amortized cost, in compliance with Governmental Accounting Standard Statement 31. The City’s investment practices strictly follow Government Code Section 53600 et seq., the City’s investment policy, and a prudent person’s rule.

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STRATEGIC ELEMENT: This recommendation supports the Fiscal Sustainability and Inclusive Governance Elements of the Strategic Plan. ATTACHMENT: Treasurer’s Report for the quarter ending December 31, 2018

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AGENDA REPORT

For meeting of: April 2, 2019

TO: Honorable Mayor and City Council VIA: Bob Nisbet, City Manager FROM: Susan Gonzalez, Human Resources Consultant Sandra Rickey, Management Analyst TITLE: APPROVAL OF AN ALTERNATIVE WORK SCHEDULE POLICY, GLOBAL

POSITIONING SYSTEM POLICY, AND VEHICLE USAGE POLICY AND DRIVER AUTHORIZATION

______________________________________________________________________________ RECOMMENDATION: Adopt a resolution approving policies for an alternative work schedule, use of the Global Positioning System, and a vehicle usage policy and driver authorization. FISCAL IMPACT: There is no fiscal impact associated with this action. STRATEGIC ELEMENT: This recommendation supports the Infrastructure and Environment Element of the Strategic Plan. DISCUSSION: As per the Memorandum of Understanding with the Represented Management Team, approved July 17, 2018, the City agreed to establish an Alternative Work Schedule. The City currently has some alternative work schedules in place. The proposed policy clarifies responsibilities and procedures for approval of an alternative work schedule. The City also recognized, as a best practice, the need to establish a formal policy concerning vehicle usage. The proposed policy formally outlines usage of both City-owned and privately-owned vehicles operated during City business. Global Positioning System (GPS) technology provides the City with important maintenance and general information on City vehicles. Although recognized as helpful technology, it is important to establish formal guidelines for the use of GPS in City vehicles, as well as to clarify to employees the use of the GPS system and data for all parties. ATTACHMENT: Resolution

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Resolution No. C-2019-____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY APPROVING AN ALTERNATIVE WORK SCHEDULE POLICY, GLOBAL POSITIONING SYSTEM

POLICY, AND VEHICLE USAGE POLICY AND DRIVER AUTHORIZATION WHEREAS, Chapter 2.50 of the Half Moon Bay Municipal Code establishes a personnel system and procedures for the administration of personnel matters;

WHEREAS, said Chapter requires that the City Manager, as Personnel Officer, prepare and recommend to the City Council rules or policies and revisions and amendments to such rules and policies;

WHEREAS, the City of Half Moon Bay agreed to establish an Alternative Work Schedule

as part of its negotiations with Represented Management on July 17, 2018; WHEREAS, the City of Half Moon Bay currently does not have an approved Vehicle

Usage policy and it is a best practice to adopt one; and

WHEREAS, the City of Half Moon Bay recognizes the value of global positioning technology and the need to establish guidelines for the use of a Global Positioning System (GPS) in City vehicles.

NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City Half Moon Bay adopts the alternative work schedule policy, Global Positioning System policy, and vehicle usage policy and driver authorization as contained in Exhibit A of this resolution.

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I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 2nd day of April 2019 by the City Council of Half Moon Bay by the following vote: AYES, Councilmembers:

NOES, Councilmembers:

ABSENT, Councilmembers:

ABSTAIN, Councilmembers:

ATTEST: APPROVED: ___________________________ _____________________________ Jessica Blair, City Clerk Harvey Rarback, Mayor

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POLICY No.

Alternative Schedule Policy 1

CITY OF HALF MOON BAY Alternative Work Schedule Policy

I. PURPOSE The purpose of this Alternative Work Schedule (AWS) policy is to offer schedule alternatives beyond the traditional five (5) days per week work schedule, providing flexibility for employees while maintaining excellent service levels to the community. This policy is meant to supplement, not supersede the current Memorandums of Understandings (MOUs) and personnel rules.

II. ELIGIBILITY This policy applies to full‐time City employees. All alternative schedules require department head and City Manager approval. Probationary employees may be included per department head discretion. Some positions that specifically require close supervision might be exempt from certain types of AWS and must be coordinated with their supervisor. Certain positions may be exempt from this policy to ensure regular level of operations and hours.

Employees must maintain a satisfactory and above rating on their annual performance evaluation to remain eligible for AWS. Those employees who require close supervision, have attendance or other performance issues should not be granted AWS privilege. Notwithstanding performance evaluation, eligibility is subject to section 8.

III. DEFINITIONS FLSA Exempt Employee‐ means employees wo are exempt from the overtime provisions of FLSA based on their occupations, duties and the criteria set forth by the Act (i.e. salaried employees such as management employees).

FLSA Non‐exempt Employee‐ means employees who are subject to the FLSA based on their occupations, duties and the criteria set forth by the Act (i.e., hourly employees, such as administrative support or maintenance workers).

IV. ALTERNATIVE WORK SCHEDULE OPTIONS The City offers the following options for AWS: 9/80 Schedule‐ an employee works 80‐hours in nine, rather than ten working days per two‐week period. The employee works eight 9‐hour days, and one 8‐hour day each two‐week period and has one day off every other week. The eight‐hour day and the off day must fall on the same day of the week (e.g. eight (8) hour Friday the first week and off the next Friday). One work week will consist of 44 hours and the next consists of 36 hours.

4/10 Schedule‐ an employee works 80‐hours in eight, rather than ten, working days per two‐week period. Employee works eight 10‐hour days with two business days off each two‐week period. Four (4) business days must be worked each week. The off day must fall on the same day of the week (e.g. every Monday, without change each week). 10


Alternative start / end times: ‐ the workday begins and/or ends earlier or later than the traditional 8:30 a.m. – 5:00 p.m. schedule, with the employee at work for a total of 40‐hours per week.

Any AWS may begin as early as 7 A.M. and may end no later than 8 P.M., unless otherwise authorized by the department head.

V. RESPONSIBILITIES

1. Employee a) Complete and submit the Alternative Work Schedule Agreement ( AWSA) with

proposed schedule to supervisor minimum 15 days prior to the proposed start date. b) Maintain the approved work schedule and comply with this policy.

2. Supervisors a) Ensure compliance with this policy. b) Review requested AWSA and recommend approval or modification based on the

needs of the department / work unit, as well as duties and responsibilities specific to individual employees.

c) Timely submit schedule recommendations to the Department Director. Manage staggering employee schedules to ensure coverage.

d) Provide adequate supervision to employees utilizing AWS and ensure that they meet the criteria and eligibility to exercise this privilege.

e) Timely notify Department Director of any changes in employees’ schedule or impact on the organization.

3. Department Directors a) Comply and implement this policy within their departments. b) Review the proposed schedules as recommended by Supervisors. c) Evaluate each AWSA request for department‐wide impact on productivity, morale,

safety, unique subject‐matter expertise, and overall service level and coverage. d) Make sure that every AWS aligns with the department needs and operations. e) Ensure coverage during regular business hours to maintain normal City operations and

service level. f) Timely submit requests to the City Manager for final approval. g) Timely notify Human Resources of any changes in AWSA due to changes in

departmental business needs.

4. City Manager a) Review the requested alternative work schedule for citywide impact on business

operations, service level and coverage.

5. Human Resources a) Check and verify that the AWSA are submitted and executed in compliance with this

policy. b) Keep record of all AWSA and any changes in employee personnel file. c) Timely notify payroll of any changes in employee work schedules. d) Send copies of the fully‐executed AWSA to employees and their supervisors.

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VI. PROCEDURES 1. Approval ‐ AWS need to be reviewed and recommended by employee supervisor and approved by the department director. An agreement without all required signatures is invalid. AWSA and any permanent changes must be submitted for approval at least two weeks in advance. Status update will be provided to employee within 14 days after submission. Human Resources will keep records of executed AWSA in employee personnel files. When evaluating AWSA requests department directors need to ensure the following: adequate phone and general coverage; cross‐training to cover for unique expertise within their department and citywide; sufficient supervision; access to tools, supplies, equipment, city technology, security and employee safety. 2. Schedule ‐ All new work schedules will go into effect once Human Resources has received a fully executed AWSA. All 8‐, 9‐ or 10‐hour work schedules must be scheduled between 7:00 A.M. and 8:00 P.M., unless otherwise authorized by the department head. All work schedules must accommodate a thirty (30) minute lunch. Non‐exempt employees must also be allowed their regulatory two (2) 15‐minute breaks. 3. Schedule Changes‐ Any permanent changes to a set schedule must be made by completing a new AWSA with minimum one pay period notice. Employee schedules must be identical for each two‐week period. A new AWSA must be executed every time there is a permanent change in the employee set schedule. An employee should not start a new schedule until the new AWSA is fully executed. 4. Notification‐ Both Human Resources and payroll must receive a completed new AWSA in advance of the effective date, to make sure changes are properly recorded in the payroll. 5. Holidays, Jury Duty, Bereavement Leave, Leave of Absence, Time off. 5.1. Holidays‐ Holidays will retain their value of eight (8) hours per day, as described in the MOU. For example, if a holiday falls on what would otherwise be a nine (9) or ten (10) hour workday, the employee must use one (1) or two (2) hours of vacation, comp time or administrative leave to be compensated for the additional hours. Sick leave may not be used to make‐up an additional hour on a holiday. If employee has no leave time, they may use unpaid leave. If a holiday falls on a regular day in which an employee is scheduled to be off, the employee should utilize the holiday the day after or before the holiday is recognized. However, if that option is not available, employees may utilize the day during the same pay period. 5.2. Jury Duty‐ Employees who are required to report for Jury Duty on their regular weekday off (i.e. 4/10 schedule, Friday off), shall not be entitled to overtime pay. This section does not apply to exempt employees. 12


5.3 Bereavement Leave‐ Three (3) days or 24 hours up to a maximum of 40 hours is allowed and must be charged in 8‐hour increments. For example, an employee on a 9/80 schedule who is absent on three 9‐hour days (27 hours) must charge the additional 3 hours of leave. Likewise, an employee on a 4/10 schedule who is off for three days (30 hours) must charge the additional 6 hours of leave time. For exempt employees, this section shall not supersede section 9.10 of the approved MOU for RMT. 5.4 Leaves of Absence of more than two weeks, (i.e. FMLA, Military leave, Worker’s Comp, etc.) not including regularly scheduled vacations, may require special time keeping. Employees and supervisors should contact Human Resources for assistance immediately upon receiving extended leave notice, as this may require a change to a regular five (5) day 40‐hour work schedule during the leave of absence. 5.5 Time off‐ Time off from work for vacation, sick or other paid leave will be charged as nine (9) hours for a scheduled 9‐hour day (9/80) or ten (10) hours for a regular 10‐hour work day (4/10). Time off on the eight (8) hour work day will be charged (8) hours. Employees may be required to maintain a leave bank of up to 20‐hours to remain eligible for the AWS. 5.6 Accrual‐ There should be no changes to employees’ accrual rates due to the AWS. 6. FLSA Compliance, Work Week and Overtime. 6.1 FLSA Compliance‐ The Fair Labor Standard Act (FLSA) requires that employees working an alternative work schedule (9/80, 4/10, etc.) must sign a declaration defining the work schedule. Employees may not alter their scheduled day off without a permanent change to their work schedule. A temporary or one‐time change in the day off will likely incur an overtime obligation for the City. Non‐exempt employees will receive overtime pay or compensatory time off for all hours worked more than their agreed work schedules (e.g. 9/80 excess of 44 hrs. in one week and 36 hrs. the next week).

6.2 Work Week‐ The standard work week is defined as forty (40) hours per week. For a 9/80 schedule, the work week ends at 12:00 P.M. on the eight (8) hour day.

6.3 Overtime‐ Under FLSA overtime is classified as any time worked over 40 hrs. in one work week for a 5/40 or 4/10 work schedule. In a 9/80 schedule, overtime is calculated on any hour worked above 44 hrs. in the first week and any hour worked above 36 hrs. in the second week. Exempt employees do not receive overtime.

7. Sick Leave Incentive – There should be no impact on administration of the sick leave incentive benefit. One day of sick incentive will retain a value of 8 hrs. regardless of work schedule.

8. Discontinuing Participation‐ The City Manager and / or Department Heads, at their discretion, may discontinue participation in the AWS for the organization, by individual, 13


group, or division, if it is determined that service levels are not being maintained or for any reason deemed appropriate by management. Department Heads, with a 14‐day notice to the employee, may discontinue the employee’s authorization to participate in the AWS program if concerns develop regarding the employee’s performance, departmental operations, attendance or for any other reason deemed appropriate. In the event that participation is discontinued, all State and Federal laws shall apply.

Approved: _______________________________ Bob Nisbet, City Manager

Effective Date: ___________________

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POLICY No.

GPS Policy 1

CITY OF HALF MOON BAY GPS POLICY

Subject: Global Positioning System (GPS) Policy

I. PURPOSE The purpose of this GPS policy is to establish guidelines for the use of GPS in City vehicles, as well as to clarify the use of the GPS system and data for all parties. City vehicles will be equipped with GPS technology that will provide the City with important maintenance and general information, as well as protect users of the City vehicles. II. SCOPE This policy applies to all City staff who operate City-owned vehicles. This applies to all full, part-time, and temporary employees. III. FUNCTIONS

The GPS system allows the City to access maintenance and diagnostic data, MPG, idling, location, speed, routes and utilization. Other business-related information includes, but not limited to, locating stolen or broken-down vehicles, managing resources and employee safety. The GPS allows for information to protect City employees or prevent emergency situations. In addition, it informs the City if a vehicle is due for maintenance. Real-time notifications may be utilized to provide aid to an employee whose vehicle has broken down or involved in an accident. GPS can provide notifications for cars stolen, or taken out of their jurisdiction, as well as excessive speeding or employees not complying with City vehicle policy. IV. USAGE Only department heads/or designees will have access to the GPS reporting system or information regarding the vehicles. The GPS data will not be used to routinely monitor employees. However, the GPS data may be used during pending disciplinary investigations to protect or discipline an employee in the process. All rules in the vehicle policy remain active while operating City vehicles.

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GPS Policy 2

Approved: _______________________________ Bob Nisbet, City Manager

Effective Date: ___________________

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GPS Policy 3

Appendix A

CITY OF HALF MOON BAY GPS POLICY ACKNOWLEDGEMENT

I, (Print Name)__________________________ acknowledge that I have received a copy of the City of Half Moon Bay GPS Policy and that I have read the policy and understand my rights and obligations under the Policy.

I understand that this Policy represents only current policies, procedures, rights and obligations and does not create a contract of employment. Regardless of what the Policy states or provides, the City retains the right to add, change or delete provisions of the Policy and all other working terms and conditions without obtaining another person’s consent or agreement.

My signature below further signifies that I have read this Policy and that I accept and will abide by all of its provisions.

_____ Employee Signature Date (Sign and date this form and return it to Human Resources.)

(RETAIN IN EMPLOYEE PERSONNEL FILE)

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POLICY No. Draft

Vehicle Use Policy 1

CITY OF HALF MOON BAY Administrative Policy

Subject: Vehicle Usage Policy and Driver Authorization

I. PURPOSE

The purpose of the Vehicle Use Policy is to establish procedures regarding the safe, effective and economical usage of City-owned and privately-owned vehicles operated during the course of City business. Use of City-owned vehicles provide the greatest control over operating assuring qualified, pre-authorized drivers drive on the City’s behalf, costs, usage, maintenance, inspection, and insurance. II. SCOPE This policy applies to those who operate City-owned vehicles and those who operate their personal vehicles while performing work on behalf of the City, with no regard to vehicle type/classification, frequency or distance traveled. This includes all full, part-time, and temporary employees, Council Members, Commissioners and Committee members who meet the “qualified driver” criteria.

III. ASSIGNMENT OF RESPONSIBILITY

A. Department Directors are responsible for assuring that City-owned vehicles

are used for “official use” only and that only those persons authorized to operate a City-owned vehicle do so. Directors will enforce any restrictions regarding driving status, manage disciplinary actions related to driving status, and will assure drivers attend training as required.

B. Human Resources will:

Conduct the initial screening of driving records as part of the new employee hiring process or when an employee changes to a position that includes driving on behalf of the City as a work-related requirement;

Enroll employees as required in the California Employers Pull Notice Program; and

Coordinate all required training and maintain related records.

C. The Risk Manager will: Maintain evidence of active insurance and current driver’s license

information for each employee. Receive and evaluate all pull notifications and advise supervisors

and Department Directors of occurrences which may impact employees’ ability to responsibly operate a vehicle for business purposes; 18


Advise City management on criteria for evaluating drivers and insurance requirements; and

Work with Human Resources, supervisors and Department Directors to identify appropriate preventive or remedial action for drivers exhibiting poor driving skills or habits.

D. Supervisors and Department Directors will enforce this policy and ensure that drivers safely operate vehicles.

E. Public Works-Maintenance Division will: Provide for the general maintenance of the City’s fleet, including

receiving and documenting notification from any employee/driver who reports unsafe conditions or defects in any City-owned vehicle;

Schedule and assure that all preventive inspections and maintenance are completed and a written record of such is documented; and

Assure that each City vehicle has an “Accident Reporting Packet” in its glove box.

F. The Public Works Superintendent shall determine whether or not a City-

owned vehicle is unsafe for continued operation. If so, the unit will be removed from service and prominently “tagged out” until fully restored to safe status.

G. Paid interns or other temporary employees will provide a Motor Vehicle

Record (MVR) less than thirty (30) days old on the first day of assignment to the Risk Manager for evaluation prior to operating a vehicle on City business.

H. All City employees will:

Promptly provide proof of insurance and driver’s license information if their job duties include driving either a City-owned or privately-owned vehicle; and

Comply with all training and other reporting requirements of this policy.

IV. DEFINITIONS

A. Authorized Driver – any person operating a motor vehicle or other motorized equipment licensed for road use with the pre-authorization of the City Manager, a Department Director, or a Supervisor in the service of City business. This includes those using assigned, shared pool, department, rental, or privately-owned vehicles. Drivers may include permanent, part time, hourly, or temporary employees. No volunteer, unpaid intern, non-employee, or person under the age of 18 is authorized to operate a City-owned or personal vehicle on City business.

B. Official Use – activities directly related to and in execution of duties or 19


services related to the provision of City services, with the authorization of the City Manager or Department management/supervisor. Any personally owned vehicle for which the operator is being reimbursed for mileage expense according to IRS rules is considered “official use.”

C. Preventable Accident - the vehicle operator failed to do everything

reasonably possible to prevent the accident as determined by the authority investigating the accident.

D. Non-preventable Accident - the vehicle operator did everything reasonably

possible to prevent the accident as determined by the authority investigating the accident.

E. City-owned Vehicle - any vehicle licensed for road use, owned, leased or

rented by the City and assigned on a shared, designated, or permanent basis.

F. Privately-owned Vehicle - any personally-owned vehicle, licensed for road

use and used by an employee, whether owned by the employee or not. G. Commercial Motor Vehicle - a motor vehicle or combination of vehicles

designed or used for the transportation of persons or property for compensation.

H. Vehicle Operator -- any employee who is either operating a City-owned

vehicle or is operating a personally-owned vehicle on City business.

V. VEHICLE USE

A. Use of Vehicles 1. City-owned vehicles will be driven for official use only. Only City

employees and others in Section IV, A, who are specifically designated by the City Manager are authorized to operate City-owned vehicles.

2. Personal use of City-owned vehicles is expressly prohibited with the following exceptions:

a. Incidental, brief stops for breaks or meals when return to vehicle storage location is impractical to retrieve personal vehicles.

b. Authorization provided by City Manager for emergency or other unforeseen situations.

c. City vehicles used to travel to out of city training, meetings, etc. that require return of vehicle to the City after business hours.

3. City-owned vehicles assigned for use during the workday shall not

be driven outside of the City of Half Moon Bay city limits unless authorized by the employee’s supervisor. Employees authorized to 20


commute to and from the City for emergency on-call use may take a City-owned vehicle outside of the city limits for commuting purposes. Take home vehicle assignments must be approved by the City Manager.

4. City-owned vehicles will only be operated by authorized and qualified employees. Any employee whose work requires driving on official City business must immediately notify his/her immediate supervisor, Risk Manager and Human Resources within one business day of:

1. license expiration, 2. license suspension, 3. restrictions placed on license, 4. license revocation, or 5. the receipt of a citation for a “serious violation.” (For more

information, visit California Department of Motor Vehicles Negligent Operator Treatment System, and Appendix D)

Any employee who fails to report any such change in license status and continues to operate a City or personal vehicle on official business shall be subject to disciplinary action.

5. All City-owned vehicles and equipment will be stored in a designated parking space or location with the vehicle locked and all available anti-theft devices activated during non-business/shift hours. Any vehicle or equipment needed on an emergency basis is checked out of the storage facility by “on call” or other authorized staff.

6. City-owned vehicles are for transporting only those employees

whose duties require the use of a motor vehicle, and such other persons whose business activities are important to City interests.

7. Under no circumstances shall family members or friends be

transported in City-owned vehicles.

8. Any citation for a moving violation received while operating a City vehicle must be reported to the driver’s supervisor before the end of the working day on which the citation was received.

9. Employees shall obey all Federal, State and local laws while

operating City-owned vehicles and/or privately-owned vehicles on official City business. Violations (including those for parking) issued to the driver are the responsibility of the driver and not the City.

10. It is the responsibility of the employee operating either a City-owned

vehicle or privately-owned vehicle used for official City business to ensure that all persons in the vehicle use seat belts and have them properly adjusted before starting the engine of the vehicle.

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11. The employee operating either a City-owned vehicle or a privately-owned vehicle used for official City business must assure that all cargo, materials and/or tools are properly secured.

12. No person shall be allowed to ride on running boards, fenders,

hoods, tailgates, beds or other locations on a vehicle not designed or approved by the vehicle manufacturer for passenger seating. This rule applies to City-owned vehicles and privately-owned vehicles used for official City business. This rule does not apply to City-owned vehicles designed and equipped for passengers to ride outside the cab area.

13. Alcoholic beverages and drugs shall not be transported or placed in

any City-owned vehicle or any privately-owned vehicle while use for official City business. Possession and/or use of these substances is addressed in Administrative Policy No. 2-10-A (Drug and Alcohol Policy).

B. Use of Privately-owned Vehicles on Official City Business

There are times when the use of an employee’s personal vehicle is preferable because either a City-owned vehicle is not available or because the use of a privately-owned vehicle is deemed more efficient. When such is the case, the following policies apply:

1. Employees who receive an auto-allowance, as listed in Appendix B must use his/her privately-owned vehicle for official City business and cannot use a City fleet vehicle. These employees cannot request mileage reimbursement if they are receiving an auto allowance.

2. An employee in a classification that regularly operates a vehicle for official City business and does not receive an auto allowance, as listed in Appendix C, may use his/her privately-owned vehicle for official City business with the authorization of the employee’s supervisor.

3. Employees who use a privately-owned vehicle on official City

business are to notify their insurance company of such use, and to maintain the minimum State required insurance. Each employee is responsible for maintaining their vehicle in a safe, operable condition, and maintaining accurate maintenance records.

4. Employees who use a privately-owned vehicle on official City business and who do not receive an auto allowance shall maintain accurate records of the purpose and extent of his/her travel to make substantiated claims for reimbursement per the City’s reimbursement policy. The vehicle and/or mileage allowance per the IRS regulations is intended to reimburse the employee for the cost of gasoline, oil, maintenance, repairs, taxes, gas, insurance, and 22


registration fees and other costs related to the use of the vehicle on official City business. Employees are not entitled to any additional reimbursement related to or arising out of the cost of operating a vehicle.

5. The City is not liable for any damage to an employee’s privately-

owned vehicle, unless caused by the City’s negligence (employee’s negligence excepted). It is the responsibility of the employee operating the vehicle to notify his/her immediate supervisor, the Department of Motor Vehicles, and the employee’s insurance company if an accident occurs while the employee is operating a privately-owned vehicle on official City-business.

C. Vehicle Inspection and Maintenance

1. Before operating any vehicle while on official City business, the

employee shall verify that all vehicle safety equipment including headlights, turn signals, brake lights and windshield washers are functioning properly.

2. Any damage to City-owned vehicles beyond normal wear and tear or that includes defects affecting the safe operation of the vehicle must be documented using the form in Appendix E and reported to the employee’s supervisor and Public Works.

3. No employee shall operate a City-owned vehicle found to be in an unsafe condition.

4. For City-owned vehicles, the Public Works Division will schedule and assure that all preventive maintenance and repairs are performed and documented. All safety equipment and safety features of City-owned vehicles will be tested, verified and documented any time a City-owned vehicle is brought in for repairs or maintenance. Vehicle maintenance records will be maintained by the Public Works Division according to the City’s record retention policy.

VI. DRIVER SELECTION AND QUALIFICATION

A. Each driver’s privilege to operate a vehicle for official business extends only as long as the driver operates the vehicle in a safe and efficient manner. A record of “at fault” accidents or excessive moving violations (designation as negligent operator, per DMV definition) may be cause for revocation of privileges to operate a vehicle for official business during employment and appropriate disciplinary action.

B. All drivers operating vehicles on behalf of the City:

1. must possess a valid, active (non-suspended) California driver’s license of the proper class and provide proof of licensing upon hire, and 23


2. must maintain an appropriate driver’s license for the class of vehicle

to be driven. VII. DRIVER TRAINING

A. Any employee who drives a City vehicle on official business must participate in a defensive driver training course every three years. The City will provide the course and the employee will complete the course on City time.

B. New employees shall complete a defensive driver training at the first available course date after the commencement of employment unless they can show documentation of having attended a class within the last twelve (12) months.

C. A current employee who changes his/her assignment so that driving a City-

owned vehicle is a work-related requirement is similarly required to complete the provisions as stated in this section.

D. In the event of an accident, a supervisor may require the employee to

participate in a “Behind the Wheel“ training session.

VIII. USE OF ELECTRONIC DEVICES

A. Safe driving practices as well as the California Vehicle Code require the use of a hands-free device while using cell phones during the operation of a motor vehicle. Employees shall refrain from operating cellular telephones, laptop computers, navigational devices and any other device that may cause vehicle operator distraction while operating any vehicle in the course of conducting City business.

B. All employees must adhere to all federal, state, and local rules and regulations regarding the use of wireless devices while driving. All drivers aged 18 and over must use a hands-free device to talk on the wireless telephone while driving. Drivers under the age of 18 are prohibited from using a wireless telephone or other electronic or mobile services device to speak or text, even hands free, while operating a motor vehicle, except to call police, fire or medical authorities in an emergency.

Guidelines for Safe Wireless Device Use:

1. Place calls when car is stopped or time the placement of the call to coincide

with red lights. Pull over to the side to the road if necessary. Never dial while vehicle is in motion.

2. Be knowledgeable. Understand how to use your cell phone. Read the user's

manual to learn of its capabilities.

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3. Always use hands-free devices, such as ear/mike accessory and phone cradle.

4. Use memory dialing. Pre-program frequently dialed numbers or use voice

recognition dialing. 5. Position the cell phone within easy reaches and as close to eye-level as

possible to avoid taking eyes off the road. 6. Let the person you are speaking with know you are driving. 7. Driving is your priority. Obey all traffic signs and signals and stay within the

speed limits. Your greatest responsibility is to the safety of other drivers, pedestrians and passengers.

8. Suspend conversations during hazardous situations, including high

pedestrian traffic, congested traffic or severe weather conditions. 9. Minimize distractions. Never take notes or look up information while driving.

Pull off the road if the call is distracting or reading/writing is required during the call.

10. Do not engage in stressful or emotional conversations that may divert your

attention from the road. 11. Keep any necessary conversations brief. 12. Refrain from placing or receiving unnecessary calls. Allow voice mail to

handle your calls and return them when it is safe and convenient. 13. Actively compensate for the potential distraction created by mobile phone

use, move to slower travel lanes, increase your following distance and frequently check your mirrors to assess the immediate driving situation.

IX. ACCIDENT REPORTING AND INVESTIGATION Any accident involving a City-owned, rented or leased vehicle, or privately-owned vehicle used in the performance of City duties shall be reported as follows: The vehicle operator shall:

A. Summon medical care for any injured parties by calling 911.

B. Notify the San Mateo County Sheriff’s Office or California Highway Patrol to complete an investigation. If the accident occurs outside of the jurisdiction of either of these entities, then the employee should contact another appropriate law enforcement agency with jurisdiction over that area.

25


C. Obtain name and contact information from any witnesses. D. Take photos if possible, of any damage to any vehicles, road hazards or

other pertinent conditions or objects. E. Collect information about the other parties involved by completing the

“Accident Kit” located in the City-owned vehicle’s glove box. For those using their personal vehicle, report the accident to your insurer and the police, if necessary.

F. Notify his/her supervisor. The supervisor shall be responsible for initiating

the departmental investigation of the accident, completing the Incident/Accident Report (Appendix F) and submitting it to Risk Manager.

G. Report the accident to the Department of Motor Vehicles if more than $750

in damage was done to the property of any person or City, or anyone was injured (no matter how slightly) or killed. The report must be filed, whether the vehicle operator caused the accident or not, even if the accident occurred on private property. The report must be made on the California Traffic Accident Report, form SR 1, and must be made within ten (10) days of the accident. If the report is not filed with the DMV, the vehicle operator’s driving privilege will be suspended.

H. The supervisor shall promptly notify the Risk Manager and Human

Resources. I. The Department Director may consider remedial training or disciplinary

action.

X. INSURANCE

Proof of insurance is required for all classifications listed in Appendix B. These positions have been determined to regularly drive their personal vehicle for official City business and receive a vehicle allowance that is intended to offset vehicle maintenance, insurance, and other driving expenses. Proof of insurance that meets the outlined requirements shall be provided to the Risk Manager annually thereafter, no later than January 31 of each year.

A. Employees who receive a monthly vehicle allowance, as listed in Appendix

B, and employees who are authorized to use personal vehicles on official City business shall maintain coverage in an amount not less than $100,000 per person/ $300,000 per occurrence (or a combined single limit of $300,000) and property damage coverage in an amount not less than $100,000 per occurrence.

B. California Insurance Code §11580.9 states that where two or more policies

affording valid and collectible liability insurance apply to the same motor vehicle in an occurrence out of which a liability loss shall arise, it shall be conclusively presumed that the insurance afforded by that policy in which 26


the motor vehicle is described or rated as an owned vehicle is primary and the insurance afforded by any other policy shall be excess.

C. The City shall not be responsible for any increase in the employee’s

automobile insurance premium as a result of an accident. D. In the event of an accident, the employee is responsible for paying any

deductibles the insurance company may require. E. If insurance coverage is canceled, terminated, lapsed, or for any other

reason curtailed, the employee must notify the Administrative Services Manager or designee and the vehicle shall not be used for official City business.

F. When an employee operating a City-owned vehicle is involved in an

accident, defense and settlement of any claim shall be the responsibility of the City through the Pooled Liability Assurance Network Joint Powers Authority (PLAN JPA), the City’s insurance carrier.

G. Should an employee using his/her privately-owned vehicle on City

business be involved in an accident with resulting injury or property damage, the employee’s own insurance carrier shall respond to defend the employee.

XI. REVIEW OF DRIVING RECORD

A. Employees required to enroll by law and employees who regularly operate

City-owned or personal vehicles on official City business shall be enrolled in the Department of Motor Vehicles (DMV) Pull Notice Program. When a vehicle operator has received a violation, the DMV assigns points according to the type of violation, and automatically sends notification to the Agency. Appendices B and C contain lists of employee classifications that will be enrolled in the Pull Notice Program.

B. An employee not required to enroll by law and not listed in Appendices B and C who wishes to use a City-owned vehicle can do so with approval of their supervisor. These employees also agree to participate in the Pull Notice Program.

C. Information received from the DMV is confidential, shall be used solely to evaluate violation points assigned to employees by the DMV, and is kept in locked storage. Under no circumstances shall addresses or other information be given to a third party.

D. Employees with disqualifying action taken against their driver’s license shall be subject to disciplinary action, the severity determined by the nature of the offense, the employee’s past driving, and disciplinary action records. Motor Vehicle Records will be evaluated based on the criteria developed by the State of California and outlined in Appendix D. 27


E. Employees convicted of driving while under the influence of drugs or alcohol (DUI) or refusing to submit to a lawful roadside sobriety test while on official City business are subject to the rules, regulations and disciplinary action consistent with the City’s Personnel Rules, the employee’s collective bargaining agreement and, if applicable, local, state and federal regulations.

F. Intentional abuse, moving violations, reckless operation, or negligent actions while operating any vehicle may result in the suspension of employee driving privileges and further disciplinary action.

G. Temporary or permanent suspension of City driving privileges for

employees whose position requires operation of a vehicle shall be considered a loss of the ability to perform an essential job function.

H. If an employee has City driving privileges suspended, the City shall attempt

to arrange for the employee to perform the essential functions of the job. If such accommodation is not possible or creates an unreasonable hardship for the City, loss of City driving privileges shall be considered just cause for reassignment to a position that does not require operation of a vehicle at a pay rate commensurate with that position. If no such position is open, the employee may be terminated.

XII. ACKNOWLEDGEMENT Upon receipt of this policy, each employee shall sign a form acknowledging that he/she is aware of this policy, including the legal issues arising out of the use of his/her privately-owned vehicle on City business. XIII. REFERENCES Vehicle Code Sections 464, 1808.47, 12810, 16056, 27315

Insurance Code §11580.9

XIV. ATTACHMENTS

Approved: _______________________________ Bob Nisbet, City Manager Effective Date: ___________________

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Appendix A

CITY OF HALF MOON BAY VEHICLE USAGE POLICY ACKNOWLEDGEMENT

I, (Print Name)__________________________ acknowledge that I have received a copy of the City of Half Moon Bay Vehicle Usage Policy and that I have read the policy and understand my rights and obligations under the Policy.

I understand that this Policy represents only current policies, procedures, rights and obligations and does not create a contract of employment. Regardless of what the Policy states or provides, the City retains the right to add, change or delete provisions of the Policy and all other working terms and conditions without obtaining another person’s consent or agreement.

My signature below further signifies that I have read this Policy and that I accept and will abide by all of its provisions.

_____ Employee Signature Date (Sign and date this form and return it to Human Resources.)

(RETAIN IN EMPLOYEE PERSONNEL FILE)

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Appendix B

Positions Required to Submit Proof of Insurance

The City Manager and all positions covered by the un-represented Employees Compensation and Benefits Plan are expected to regularly drive their personal vehicle for official City business. Employees in these positions are required to submit proof of insurance and shall discuss such use with their personal insurance company. Employees in these positions will be enrolled in the Department of Motor Vehicles (DMV) Pull Notice Program. Included employees may be subject to change based on the City’s and Departmental needs upon approval of the City Manager.

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Appendix C Positions Requiring Supervisor Approval Before Use of Privately-owned Vehicle

for Official City Business

The positions listed below regularly operate City-owned or privately-owned vehicles on City business and require supervisor approval before operating a privately-owned vehicle for official City business. Employees in these positions will be enrolled in the Department of Motor Vehicles (DMV) Pull Notice Program. This list may be subject to change based on the City’s and Departmental needs upon approval of the City Manager. ASSISTANT ENGINEER ASSOCIATE ENGINEER ASSOCIATE PLANNER CITY ENGINEER EXECUTIVE ASSISTANT TO THE CITY MANAGER MAINTENANCE WORKER I AND II SENIOR MAINTENANCE WORKER PUBLIC WORKS SUPERINTENDENT RECREATION COORDINATOR RECREATION LEADER SENIOR PLANNER The list will include all future classifications with driving as an essential function of the position.

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Appendix D

Common California Vehicle Code Violations Used In Negligent Operator Counts

Violation points are assigned to Vehicle Code sections and any other code section, or city or county ordinance, involving the safe operation of a motor vehicle. The department may suspend and place on probation, or revoke, the driving privilege of a negligent operator.

Per Vehicle Code section 12810.5a, a Class C negligent operator has

4 or more points in 12 months, 6 in 24 months, or 8 in 36 months.

Per Vehicle Code Section 12810.5b, a Class A or B negligent driver has:

6 or more points in 12 months, 8 or more points in 24 months, or 10 or more points in 36 months.

Although a Class A or B driver without a special certificate may be allowed 2 additional points, a violation received in a commercial vehicle carries 1 1/2 times the point count normally assessed (12810.5b VC). A minor, under 18 years of age, may receive a 30-day restriction for 2 points in 12 months, or be suspended for 3 points in 12 months (12814.6 VC).

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AGENDA REPORT


TO: Honorable Mayor and City Council VIA: Bob Nisbet, City Manager FROM: Susan Gonzalez, Human Resources Consultant Sandra Rickey, Management Analyst TITLE: APPROVAL OF SIDE LETTERS AND AMENDMENTS TO MEMOMRANDUMS OF

UNDERSTANDING CONCERNING THE USE OF SICK LEAVE TOWARD BEREAVEMENT LEAVE

______________________________________________________________________________ RECOMMENDATION: Adopt a resolution approving Side Letters with Local 39 and Represented Management and Amendments to the Confidential and Executive Management Compensation and Benefits Plans allowing use of up to 40 hours of sick leave toward bereavement leave. FISCAL IMPACT: There is no fiscal impact associated with this action. STRATEGIC ELEMENT: This recommendation supports the Infrastructure and Environment Element of the Strategic Plan. BACKGROUND: The City currently allows employees a maximum period of bereavement leave with pay of three consecutive working days (24 hours). Bereavement leave with pay is granted for all deaths in the employee’s immediate family not to exceed five days (total of 40 hours) during a twelve-month period except by special action of the City Council for good cause shown. For deaths outside of California, an additional day (8 hours) is granted. City staff recently discussed the bereavement leave benefit should an employee unfortunately experience two or more losses within a year. Some public agencies allow employees to apply sick leave time toward bereavement leave and there is interest by City staff to allow for this change. Sick leave and bereavement leave benefit language are memorialized in the respective Memorandums of Understanding (MOU) or Compensation and Benefit Plans. In order to allow

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this change, the City Council must amend its MOUs and Compensation and Benefit Plans. The proposed changes would allow up to 40 hours use of sick leave toward bereavement leave for City employees. ATTACHMENT: Resolution

34


A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY APPROVING SIDE LETTERS TO THE MEMORANDUMS OF UNDERSTANDING WITH LOCAL 39

AND REPRESENTED MANAGEMENT AND AMENDMENTS TO THE COMPENSATION AND BENEFITS PLANS WITH THE CONFIDENTIAL AND EXECUTIVE MANAGEMENT GROUP

ALLOWING THE USE OF SICK LEAVE FOR BEREAVEMENT LEAVE WHEREAS, Chapter 2.50 of the Half Moon Bay Municipal Code establishes a personnel system and procedures for the administration of personnel matters;

WHEREAS, said Chapter requires that the City Manager, as Personnel Officer, prepare and recommend to the City Council rules or policies and revisions and amendments to such rules and policies; and

WHEREAS, the City of Half Moon Bay is agreeable to allowing employees use up to 40 hours sick leave towards bereavement leave should an employee require additional bereavement time.

NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Half Moon Bay

has reviewed the attached Side Letters and Amendments and approves the proposed language change to the Sick Leave and Bereavement Leave provisions in the respective Memorandum of Understanding or Compensation and Benefit Plans as follows and as contained in Exhibit A to this resolution:

1. Amendment to Non-Represented Confidential Employees Compensation and Benefits Plan, July 1, 2018-June 30, 2021: Section 9.2 Sick Leave and Section 9.4 Bereavement Leave

2. Side Letter to Memorandum of Understanding with City of Half Moon Bay Represented Management Team Members, July 1, 2018-June 30, 2021: Section 9.2 Sick Leave and Section 9.4 Bereavement Leave

3. Side Letter to Memorandum of Understanding with City of Half Moon Bay International Union of Operating Engineers Stationary Local 39, AFL-CIO, July 1, 2018-June 30, 2021: Section 10.2 Sick Leave and Section 10.4 Bereavement Leave

4. Amendment to Unrepresented Executive Employees Compensation and Benefits Plan, July 1, 2018-June 30, 2021: Section 9.2 Sick Leave and Section 9.4 Bereavement Leave

35

*****************************************************************

I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 2nd day of April 2019 by the City Council of Half Moon Bay by the following vote: AYES, Councilmembers:





36

Amendment to City of Half Moon Bay Non‐Represented Confidential Employees

Compensation and Benefits Plan, July 1, 2018 – June 30, 2021

The City of Half Moon Bay hereby amends its Non‐represented Confidential Employees

Compensation and Benefits Plan, which has a term beginning on July 1, 2018 and ending on

June 30, 2021, as follows:

1) Section 9.2 – Sick Leave

Full‐time members shall accrue eight (8) hours of sick leave with pay for each month of service.

The accrual rate for part‐time employees shall be pro‐rated based on their FTE.

Sick leave may be applied to:

a. Absence necessitated by an employee’s personal illness.

b. Medical and dental appointments.

c. Purposes specified by the California Healthy Workplaces/ Healthy Families Act. All

conditions and restrictions that govern employee use of sick leave shall also apply to the

use by an employee to attend to an illness of his/her child, mother, father, mother‐in‐

law, father‐in‐law, spouse, domestic partner; domestic partner’s mother, father, or

child; and any dependent living in the same household as the employee.

d. An extension of bereavement leave in an amount not to exceed forty hours, as

provided in Section 9.4.

Sick Leave incentive: Two (2) days vacation leave will be awarded contingent upon non‐usage

of accumulated sick leave (i.e. employee authorized one additional vacation day per six (6)

months provided sick leave usage does not exceed two (2) days for that same period).

2) Section 9.4 – Bereavement Leave

The maximum period of bereavement leave with pay granted to any employee, whether full‐

time or part‐time, for each death in his/her immediate family (immediate family includes and is

limited to spouse/registered domestic partner and parents, grandparents, children,

grandchildren, and siblings of the employee and/or spouse/registered domestic partner of the

employee) shall be three (3) consecutive working days (total of 24 hours). Bereavement leave

with pay granted to an employee for all deaths in his/her immediate family shall not exceed five

(5) working days (total of 40 hours) during any twelve (12) month period except by special

action of the City Council for good cause shown, except that an additional day will be granted in

each case where the death takes place outside the State of California. Notwithstanding the

foregoing, an employee may be permitted to extend their bereavement leave by up to an

additional five (5) days per year (total of 40 hours), using their accrued sick leave balances to

cover such time off.

37

Subject to approval by the City Council, the City will implement the change to the

Compensation and Benefits Plan effective March 1, 2019. All other terms set forth in the Non‐

represented Confidential Employees Compensation and Benefits Plan shall remain unchanged.

City of Half Moon Bay

_____________________________________________

Bob Nisbet, City Manager

Date: ____________________

38

Side Letter # 2019‐01


&

International Union of Operating Engineers, Local 39 ‐ Stationary Engineers, AFL‐CIO

The City of Half Moon Bay and the International Union of Operating Engineers, Local 39 –

Stationary Engineers agree to amend the parties’ memorandum of understanding (the “Local 39

MOU”) as follows (changes noted in Bold Underline):


All regular full‐time Bargaining Unit employees shall accrue eight (8) hours of sick leave with

pay for each month of service. The accrual rate for part‐time employees shall be pro‐rated

based on their FTE.




c. An extension of bereavement leave in an amount not to exceed forty hours, as


All conditions and restrictions that govern employee use of sick leave shall also apply to the

use by an employee to attend to an illness of his/her child, mother, father, mother‐in‐law,

father‐in‐law, spouse, domestic partner; domestic partner’s mother, father or child; and any

dependent living in the same household of the employee.

Sick Leave incentive: Two (2) days vacation leave will be awarded contingent upon non‐

usage of accumulated sick leave (i.e. employee authorized one additional vacation day per

six (6) months provided sick leave usage does not exceed two (2) days for that same period).



time or part‐time, for each death in his/her immediate family (immediate family includes

and is limited to parents, grandparents, children, grandchildren, and siblings of the

employee, and/or spouse/registered domestic partner of the employee) shall be three (3)

working days (total of 24 hours). Bereavement leave with pay granted to an employee for

all deaths in his/her immediate family shall not exceed five (5) working days (total of 40

hours) during any twelve (12) month period except when allowed by approval of the City

39

Manager or special action of the City Council for good cause shown, except that an

additional day will be granted in each case where the death takes place outside the State of

California. Notwithstanding the foregoing, an employee may be permitted to extend their

bereavement leave by up to an additional five (5) days per year (total of 40 hours), using

their accrued sick leave balances to cover such time off.

Subject to approval by the City Council, the City will implement the change to this

Memorandum of Understanding effective the date of agreement as noted below. All other

terms set forth in the Local 39 MOU shall remain unchanged.

International Union of Operating Engineers, Local 39 ‐ Stationary Engineers

_____________________________________________

Bart Florence, Business Manager

_____________________________________________

Steve Crouch, Director of Public Employees

_____________________________________________

Stan Eichenberger, Business Representative

Date: ____________________


_____________________________________________


Date: ____________________

40

Side Letter # 2019‐01


&

City of Half Moon Bay Represented Management Team Members

The City of Half Moon Bay and the City of Half Moon Bay Represented Management Team

Members agree to amend the parties’ memorandum of understanding (the “Represented

Management MOU”) as follows:


All regular full‐time members shall accrue eight (8) hours of sick leave with pay for each month

of service. The accrual rate for part‐time employees shall be pro‐rated based on their FTE.




c. An extension of bereavement leave in an amount not to exceed forty hours, as


All conditions and restrictions that govern employee use of sick leave shall also apply to the use

by an employee to attend to an illness of his/her child, mother, father, mother‐in‐law, father‐in‐

law, spouse, domestic partner; domestic partner’s mother, father or child; and any dependent

living in the same household of the employee.






time or part‐time, for each death in his/her immediate family (immediate family includes and is

limited to parents, grandparents, children, grandchildren and siblings of the employee and/or

spouse/domestic partner of the employee) shall be three (3) consecutive working days (total of

24 hours). Bereavement leave with pay granted to an employee for all deaths in his/her

immediate family shall not exceed five (5) working days (total of 40 hours) during any twelve

(12) month period except by special action of the City Council for good cause shown, except

that an additional day will be granted in each case where the death takes place outside the

State of California. Notwithstanding the foregoing, an employee may be permitted to extend

their bereavement leave by up to an additional five (5) days per year (total of 40 hours), using

their accrued sick leave balances to cover such time off.

41

Subject to approval by the City Council, the City will implement the change to this

Memorandum of Understanding effective the date of agreement as noted below. All other

terms set forth in the Represented Management MOU shall remain unchanged.

Represented Management

_____________________________________________

Maziar Bozorginia, City Engineer

_____________________________________________

Jennifer Chong, Management Analyst

Date: ____________________


_____________________________________________


Date: ____________________

42

Amendment to City of Half Moon Bay Unrepresented Executive Employees Compensation

and Benefits Plan, July 1, 2018 – June 30, 2021

The City of Half Moon Bay hereby amends its Unrepresented Executive Employees

Compensation and Benefits Plan, which has a term beginning on July 1, 2018 and ending on

June 30, 2021, as follows:


All regular full‐time members shall accrue eight (8) hours of sick leave with pay for each month

of service. The accrual rate for part‐time employees shall be pro‐rated based on their FTE.




c. An extension of bereavement Leave in an amount not to exceed forty hours, as


All conditions and restrictions that govern employee use of sick leave shall also apply to the use

by an employee to attend to an illness of his/her child, mother, father, mother‐in‐law, father‐in‐

law, spouse, domestic partner; domestic partner’s mother, father or child; and any dependent

living in the same household of the employee.




2) Section 9.4 ‐ Bereavement Leave

The maximum period of bereavement leave with pay granted to any employee, whether

full‐time or part‐time, for each death in his/her immediate family (immediate family

includes and is limited to spouse/registered domestic partner and parents,

grandparents, children, grandchildren, and siblings of the employee and/or

spouse/registered domestic partner of the employee) shall be three (3) (total of 24

hours) consecutive working days. Bereavement leave with pay granted to an employee

for all deaths in his/her immediate family shall not exceed five (5) working days (total of

40 hours) during any twelve (12) month period except by special action of the City

Council for good cause shown, except that an additional day will be granted in each case

where the death takes place outside the State of California. Notwithstanding the

foregoing, an employee may be permitted to extend their bereavement leave by up to

an additional five (5) days per year (total of 40 hours) using their accrued sick leave

balances to cover such time off.

43

Subject to approval by the City Council, the City will implement the change to the

Compensation and Benefits Plan effective March 1, 2019. All other terms set forth in the

Unrepresented Executive Employees Compensation and Benefits Plan shall remain unchanged.


_____________________________________________


Date: ____________________

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AGENDA REPORT


TO: Honorable Mayor and City Council VIA: Bob Nisbet, City Manager FROM: John Doughty, Public Works Director Maz Bozorginia, City Engineer TITLE: HIGHWAY 1 SAFETY AND OPERATIONAL IMPROVEMENTS PROJECT - NORTH

(CIP PROJECT NO. 538) ______________________________________________________________________________ RECOMMENDATION: Adopt a resolution authorizing the City Manager to: 1) execute a funding agreement with the San Mateo County Transportation Authority (SMCTA) to accept Measure A funds in the amount of $300,000 for the design of Highway 1 Safety and Operational Improvements Project North (CIP Project No. 538); and 2) execute a professional services agreement with Mark Thomas and Company, Inc. (MTCO) for the preparation of Plans, Specifications, and Estimates (PS&E) in an amount not-to-exceed $945,000. FISCAL IMPACT: There are sufficient funds in the FY 18-19 Capital Improvement Program to fund the design and preparation of the PS&E for the Highway 1 Safety and Operational Improvements Project North. The CIP anticipated funding from SMCTA for design and project management as well as programmed developer funds (Ailanto Properties – Pacific Ridge Subdivision). STRATEGIC ELEMENT: This action supports the Infrastructure and Environment and Healthy Communities and Public Safety Elements of the Strategic Plan. BACKGROUND: To address the safety and operational issues along Highway 1, the City submitted two separate applications to SMCTA for funding the Highway 1 Safety and Operational Improvements Projects. On October 4, 2012, the SMCTA awarded the City $3.5 million (for design, right-of-way, and construction) for each project for a total of $7 million. These projects have been included in the City’s Capital Improvement Program as Highway 1 Safety Operational Improvements - North (CIP Project No. 538) and Highway 1 Safety Operational Improvements -South (CIP Project No. 523).

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The Highway 1 North project includes a new signalized intersection at Terrace Avenue and Highway 1 to provide a safe east-west crossing for pedestrians/bicyclists, protected turn movements for automobiles, consolidate access from Grand Blvd and Frontage Road and improves the Naomi Patridge Trail connection (across the previous access points to Highway 1). The proposed improvements also include a bicycle/pedestrian (Class I) path from N. Main Street to Spindrift Way on the east side (Eastside Parallel Trail) of the highway as well as extension of the four-lane highway configuration north to just south of Grandview Blvd with improved turning lanes, landscaped medians and green infrastructure. Bus stops will also be improved in this section to provide a better experience for transit riders including ADA compliant access. The Pacific Ridge Subdivision (Ailanto Properties, Inc.) is a 63 single-unit residential subdivision under construction at the terminus of Terrace Avenue. A traffic signal and related highway improvements are required (per Conditions of Approval) at Terrace Avenue and Highway 1 to mitigate traffic impacts from the project. The City has collected the required fees in the amount of $3,119,215 for the improvements to be implemented as part of the Highway 1 North project. On December 11, 2018, the Planning Commission adopted the Negative Declaration and approved the Coastal Development Permit for the project. Subsequently, on February 8, 2019 the California Department of Transportation approved the Permit Engineering and Evaluation Report (PEER) for the project. On March 4, 2019, staff met with the City’s Mobility Committee to discuss the various City transportation projects including the Highway 1 North project. The committee was briefed on the status and the schedule of the Highway 1 project and agreed to move forward as proposed. On March 7, 2019, the City’s Bicycle and Pedestrian Advisory Committee (BPAC) was presented with an update of the 2018-19 Capital Improvement Program, which covered the Highway 1 North project as well as a brief overview of all of the current capital projects. The committee provided comments and agreed to move forward in the design and will continue to provide feedback as the design progresses. DISCUSSION: To execute a funding agreement with SMCTA and secure these funds, the City was required to obtain the approved Caltrans PEER, the final recorded environmental clearance, and the Coastal Development Permit. All these documents have now been completed and approved for the North project and provided to SMCTA, which has prepared and approved a funding agreement to provide $300,000 to the City for the preparation of the PS&E for the project. In addition to funding by SMCTA, the City has received the committed funds from Ailanto properties (Pacific Ridge Development). MTCO has been the City’s consultant for the preparation of the preliminary design and provided extensive coordination with Caltrans for the PEER process during the past two years.

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Following approval of the environmental documents by the Planning Commission and PEER by Caltrans, MTCO has submitted a proposal and negotiated with the City for the preparation of PS&E for this project in the amount of $945,000. MTCO was selected by staff due to their familiarity with the project, the community and completion of the Caltrans PEER process. MTCO will be using the local landscape architectural firm of Kikuchi + Kankel Design Group as their subconsultant for the preparation of the highway landscape plan and community coordination for the design of the terraced walls required for the construction of the Eastside Parallel Trail as well as presentations to Planning Commission and the City Council for the visual aspects of the project as needed. Following approval by the City Council, staff will proceed with the design and preparation of the PS&E for the project. It is anticipated that the PS&E and community coordination process will be completed by Spring of 2020 followed by a request to Caltrans for a final encroachment permit. Construction is expected to start in the late Summer of 2020. ATTACHMENTS:

1. Resolution 2. Proposal - Mark Thomas and Company, Inc.

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RESOLUTION NO. C-2019-______

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH SAN MATEO COUNTY TRANSPORTATION AUTHORITY TO ACCEPT MEASURE A FUNDS IN THE AMOUNT OF $300,000 FOR DESIGN AND

EXECUTE A PROFESSIONAL SERVICES AGREEMENT WITH MARK THOMAS AND COMPANY INC. FOR PREPARATION OF THE PLANS, SPECIFICATIONS AND ESTIMATES (PS&E) IN AN AMOUNT NOT-TO-EXCEED $945,000 FOR THE HIGHWAY 1 SAFETY AND OPERATIONAL IMPROVEMENTS

PROJECT – NORTH (CIP PROJECT NO. 538)

WHEREAS, on May 24, 2012, the San Mateo County Transportation Authority (SMCTA) issued a call for projects for the Measure A Highway Program; and

WHEREAS, in response to the call for projects, the City of Half Moon Bay requested that SMCTA provide $3,500,000 in Measure A funds for Highway 1 Safety and Operational Improvements Project North; and

WHEREAS, on October 4, 2012, the SMCTA Board of Directors programmed up to

$300,000 for the design phase and $3,200,000 for the construction phase of the Project; and WHEREAS, the allocation of the Measure A funds for Design phase was conditioned on

approval of Permit Engineering Evaluation Report (PEER) and environmental clearance and the allocation for Construction is conditioned on completion of the Design phase; and

WHEREAS, on December 6, 2018, SMCTA Board of Directors allocated the funds that

were programmed through SMCTA Resolution 2012-17 for the Design phase of the Project with the allocation contingent upon the approval of the PEER and environmental clearance; and

WHEREAS, on December 11, 2018, the Planning Commission adopted the Negative Declaration and approved the Coastal Development Permit for the project and Caltrans approved the PEER on February 8, 2019, thereby satisfying the SMCTA conditions of the allocation for the Design phase, and

WHEREAS, SMCTA and the City desire to enter into an agreement to establish the

process, terms and conditions governing the allocation and expenditure of Measure A funds for the Design phase of the Project; and

WHEREAS, per the agreement between the City and Ailanto Properties (Pacific Ridge

Subdivision), a total of $3,119,215 was provided by Ailanto Properties towards the design and construction of the project, and

WHERAS, City staff has negotiated with Mark Thomas and Company Inc. and

determined that the amount of $945,000 is adequate for completing the Plans, specifications and estimates for Highway 1 Safety and Operational Improvements Project North; and

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NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Half Moon Bay hereby authorizes the City Manager to:

1) Execute an agreement with SMCTA to accept Measure A funding in the amount of $300,000 for the design, and;

2) Execute a professional services agreement with Mark Thomas and Company Inc. for preparation of the Plans, Specifications and Estimates (PS&E) in an amount not-to-exceed $945,000 for the Highway 1 Safety and Operational Improvements Project – North (CIP Project No. 538). ******************************************************************** I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 2nd day of April 2019 by the City Council of Half Moon Bay by the following vote: AYES, Councilmembers: NOES, Councilmembers: ABSENT, Councilmembers: ABSTAIN, Councilmembers: ATTEST: APPROVED: ______________________________ _______________________________ Jessica Blair, City Clerk Harvey Rarback, Mayor

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Exhibit "A" City of Half Moon Bay SR 1/North Project – Master Scope of Services

Page 1

Updated: March 25, 2019

Exhibit “A” SCOPE OF SERVICES

FOR CITY OF HALF MOON BAY “SR 1/NORTH MAIN STREET TO SPINDRIFT WAY INTERSECTION

PS&E”

General Conditions and Requirements. This project will be subject to the following general conditions and requirements: Consultant will carry out the instructions as received from the City Project Manager and will cooperate

with Caltrans and any others working on the project. In those instances where Consultant believes a better design or solution to the problem is possible,

Consultant will promptly notify the City Project Manager of these concerns, together with the reasons therefore.

The plans, specifications and design reports will be reviewed by the City and Caltrans staff for

conformity with applicable Design Standards, the approved PEER, and the approved Environmental Document. The responsibility for accuracy and completeness of such items remains solely that of the consultant.

The plans, designs, estimates, calculations, reports, and other documents furnished under this scope of

services will be of a quality acceptable to the City and Caltrans. The criteria for acceptance will be a product of neat appearance, well-organized, technically and grammatically correct, and checked with the preparer and checker identified. The minimum standard of appearance, organization and contents of the drawings shall be that of similar types produced by Caltrans.

The page identifying preparers of engineering reports, the title sheet for specifications, and each sheet

of plans, shall bear the professional seal, certificate number, registration classification, expiration date of the certificate, and signature of the professional engineer(s) responsible for preparation.

Consultant will establish direct contact with governmental, regulatory, resource agencies, and others

for the purpose of obtaining information, expertise, and assistance in developing baseline data and resource inventories. Consultant will maintain a record of all such contacts, and shall transmit copies of those records to the City on a regular basis. Formal submittal to regulatory agencies shall only be made after approval of submittal by City staff.

BASIS OF DESIGN

This project will improve State Route (SR) 1 from N. Main Street (PM 29.17) to Spindrift Way (PM 30.0) per the approved PEER, more specifically as follows:

• In the northbound direction, two through-lanes will be extended from Silver Avenue to approximately 600 feet north of Terrace Avenue and will conform to the one existing lane prior to Grandview Boulevard intersection. This will require construction of two retaining walls.

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• Intersection of Terrace Avenue and SR 1 will be signalized with interconnected to local frontage road.

• In the southbound direction, left turn traffic from Grandview Boulevard will have a separate receiving lane, providing for two through-lanes to match existing two through-lanes at Silver Avenue. Existing two-lanes between Terrace Avenue and N. Main Street will be shifted approximately 10 feet easterly to accommodate one curve radius and to eliminate two compound radii alignment.

• In the southbound direction, Belleville Boulevard will be restricted to a right in – right out “T” intersection and will not have left turn access onto northbound SR 1.

• The existing intersections of Grand Avenue and Frontage Road will be eliminated. • Frontage Road will be extended from terminus at SR 1 southerly to Grand Boulevard with a

new retaining wall to avoid right of way acquisition. • Pedestrian/bicycles access will be provided as a Class I multi-use path along the east side of

SR 1 between N. Main Street and Spindrift Way, requiring two new retaining walls to avoid right of way acquisition.

• The existing Class I multi-use path on west side of SR 1 will be realigned to allow for new Frontage Road expansion and closure of SR 1 and Grand Boulevard intersection.

• Raised concrete median with landscaping will be constructed from North Main Street to Terrace Avenue and from Terrace Avenue to 100’ south of Grandview Boulevard.

• The median and shoulders within the project limits will be landscaped in accordance with the Highway Design Manual and encroachment permit manual.

DETAILED SCOPE OF SERVICES Task 1 - Project Management Task Description. Consultant shall provide project management services to assure delivery of the project on schedule, within budget, and according to established quality control goals. Project management shall also include active coordination with City and Caltrans staff, plus coordination with adjacent property owners, on an as-needed basis. 1.1 General Project Management.

Supervise, coordinate and monitor design for conformance with City and Caltrans standards and policies

Maintain project files in accordance with Caltrans’ filing system. At the end of project, submit one full sets of project file.

Prepare CPM schedule and submit to PDT for review and approval. Once schedule is approved, this schedule shall become the base line schedule. Consultant shall submit monthly updates showing the original baseline schedule and the current status.

Apply for Caltrans encroachment permit for design and survey work (Caltrans permit fee not included, City to pay for permit fees)

Prepare monthly progress reports and invoices Correspondence and memos

1.2 Meetings

Regular bi-monthly design coordination meetings (up to 4). Assist and participate in progress

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meetings. The Consultant, at or before these progress review meetings, shall supply two copies of all completed or partially completed reports, studies, plans, specifications, and estimates which have been developed or altered during the previous month.

Informal design meetings may be held on an as-needed basis (up to 2). If important design

decisions are made, informal minutes shall be prepared by the Consultant and distributed to the appropriate team members and the project file.

1.3 Quality Control Program. Consultant shall implement and maintain the following quality control

procedures during the preparation of plans and documents relating to this project:

Geometric Engineering Drawings Phase. The Quality Control Manager's primary responsibility is to seek for any major "fatal" deficiencies, non-compliance with Caltrans standards and flaws.

Intermediate Design Submittals:

o Plans are reviewed for conformity to standards, consistency, and appropriate design

approach. o Design and calculations are checked. o All related correspondence and memoranda are routed and received by affected persons and

then filed in the appropriate file. o Where different disciplines are involved, steps will be taken to assure that conflicts and mis-

alignment do not exist. Final Design Submittal

o The Quality Control Manager shall perform an independent review of the final PS&E for

constructability. o All plans, calculations, documents, and other items submitted shall be marked clearly as

being fully checked, and that the preparation of the material has followed the quality control plan established for the work.

Project Management Deliverables:

1 copy of the Quality Control Plan 1 copy of the project files 1 copy of the CPM Chart 1 copy of monthly schedule updates 1 copy of the Record of Minutes plus distribution 1 copy of Monthly Progress Reports and invoices

Task 2 - Preliminary Engineering Phase – 35% Phase Task Description. The first item of work in this task will be to assemble and review the existing data. The remaining focus of this task is to perform field surveys, mapping, technical reports, and prepare 35% drawings. 2.1 Data Gathering. Assemble all available data from the City and Caltrans, including previous

studies, as-builts, air photos, parcel maps, records of survey, available utility maps, assessor's maps, etc. Verify intersection channelization patterns, street lighting standards and equipment, major activity centers, pedestrian activity, and bicycle and parking usage.

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Review data and develop data request log. Identify a need for supplemental information.

Deliverables: Data Request Log and Updates as needed. 2.2 Field Surveys and Mapping. Field surveys shall consist of updating Caltrans digital

photogrammetric mapping, supplemented with field topography for determination of accurate elevations at conforms, and critical right-of-way or other controls. Specifically, the detailed survey information shall be prepared as follows:

Perform GPS Survey in accordance with Caltrans’ GPS Survey Policy, but not submitting

formal GPS report to Caltrans under ABC Mapping Guidelines. Set 9 photo-crosses, paint and perform level runs and GPS Survey ties.

Prepare hardcopy survey of the existing control lines and monumentation based on Caltrans right

of way map and field survey ties to existing survey points. Prepare digital mapping in accordance with Caltrans requirements. Digital mapping shall be

submitted in both AutoCad format. Digital mapping submittal shall include aerotirangulation report, control point printouts, diapositives, aerial panel and analytical point values, air photo index maps, and digital format of mapping, but not submitting formal mapping to Caltrans under ABC Mapping Guidelines. Digital mapping will be along SR 1 – approximately 4,800 feet in length.

Perform field surveys necessary for design for conforms, and along SR-1 at the edge of

pavement, roadway crown, temporary conforms for stage construction, locations of culverts, storm drainage facilities, utility covers, and inverts. Surveys shall consist of roadway cross-sections at 50 feet intervals within Caltrans right of way.

Supplement topography with the location of existing fences, poles, signs, street lights, and trees as needed for final design.

Field locate visible utility facilities such as manholes, utility poles and bases, guy anchors,

vaults, fire hydrants, and valve boxes. Survey points and lines shall be established, marked, identified, referenced, and documented as

required, to complete the PS&E in accordance with the Caltrans Survey Manual. A copy of all original survey documents resulting from this contract, including original field

data, adjustment calculations, final results, and appropriate intermediate documents shall be delivered to City.

Prepare and establish centerline control plan, using existing Caltrans right of way map and

verified/tied-in survey points. Deliverables: Survey notes and plots, closures and survey control plan

Digital mapping submittals 2.3 Compile Base Plans of Existing Facilities. Base mapping shall consist of digital plans of field-

surveyed information, plus right-of-way, control, and property ownership information.

Deliverables: 3 sets of base mapping

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2.4 Utility Plans and Potholing. This phase consists of compiling base mapping for use by utilities in

marking their facilities, and evaluating for potential conflicts. The following procedures shall be followed:

Request system mapping and as-builts from utility companies. Compile mapping on base plans, using system mapping, as-built information, and visible and

surveyed locations of surface utility facilities. Prepare cover letter for utility companies. After review and approval by City staff, send plans

and cover letter to utilities for their confirmation and/or location of facilities. Revise utility mapping per utility comments. Return corrected utility mapping to utilities "for information only".

High risk utilities will be pothole during PS&E in accordance with Caltrans High Risk Policy. It

is estimated for budgeting purposes 20 potholings Deliverables: Two sets of utility plans

Draft and final cover letter Final utility mapping plans Potholing of 20 utilities +

2.5 Geotechnical Design & Materials Report: Our subconsultant, PARIKH Consultants, Inc., will prepare a Geotechnical Design & Materials Report for the proposed roadway widening project and the embankments for the north segment of the highway improvements between Main Street and Spindrift Way. Near Main Street the roadway will be widened using embankment fill. Four retaining walls are proposed along the east and west side of the highway to accommodate the widening. These walls are grouped together and maybe further broken down to smaller segments. These walls will be investigated, and reports prepared under the Foundation Report scope since Caltrans requires separate Foundation Reports for each wall. Pavement design will be based on the proposed widening of the roadway, new trail segments and bus pullout areas. Majority of the widening will be adjacent to the new walls and will be based on imported fill material. There will be some at grade trail sections and bus pullout areas that will be investigated for existing pavement and R values.

These explorations will be closer to and within the Caltrans ROW therefore it will require Caltrans encroachment permits.

GEOTECHNICAL DESIGN & MATERIALS REPORT (GDMR)

A GDMR will be prepared to serve as additional basis for design.

a) Research and Data Collection PARIKH will review readily available geologic and soil literature in the vicinity of the site including previous geotechnical studies for the project.

b) Permits/Underground Service Alert (USA) Clearances PARIKH will identify and comply with local permit requirements. They will field locate the borings and call for USA clearance. A drilling permit will be required from the San Mateo County Environmental Health Department. An encroachment permit from Caltrans will also

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be needed and procured by the client. Access through private properties will also be required since some of the areas appear to be confined by the highway on the west side and private properties on the east side. We are assuming that the client (agency) will provide access permission through these properties. Due to the limited accessibility and overhead power lines some of the work may require a track mounted rig and/or portable drilling equipment.

c) Field Exploration For the proposed roadway and embankment the boring program will consist of 8 borings to 5’ depth for the pavement work. The drilling will be performed using truck mounted rig, hand tools or possibly portable equipment depending upon the site access. It is assumed that the access permission will be provided by others if necessary. The drill cuttings will be dispersed in the field.

PARIKH will also classify and log subsurface soil conditions encountered in each test boring at the time of exploration. “Relatively undisturbed” and bulk samples of substrata from test borings will be obtained. The borings will be drilled and capped in accordance with the permit requirements. It is anticipated the borings will be required to be backfilled with cement grout.

d) Laboratory Testing Perform laboratory tests on representative soil samples such as moisture density, R-value tests, gradation analyses, corrosion tests and Plasticity Index test, and any other tests as necessary.

e) Soils Analysis/Evaluation Perform engineering analyses and develop design recommendations for the proposed embankment foundations. Pavement design will be based on the R-vale test results and Traffic Index values (to be provided by others).

f) Draft Geotechnical Design & Materials Report: PARIKH will prepare draft GDMR that will consist of preliminary recommendations for, embankments and pavement design, summary of the exploration, laboratory test results, and boring logs in a Draft Report.

g) Final Geotechnical Design & Materials Report: PARIKH will prepare a final report, including responses to review comments from the agencies. T h e Report will also include discussions on construction considerations of the proposed grading operations, laboratory corrosion test summary, and relevant backup data used in the preparation of the report. For shallow borings LOTB may not be prepared as the data can be tabulated.

h) Review and Design Consultations: PARIKH will provide consultation to the design team and review documents as appropriate.

FOUNDATION REPORT FOR ALL FOUR RETAINING WALLS (Separate Foundation Report for each wall as per Caltrans):

As discussed above, four retaining walls are proposed along the corridor. Three walls are on the east side of the highway and one wall will be on the west side. The retaining walls are assumed to be approximately 5-20’ high. Standard Type 1 walls are shown in the GED set provided by Mark Thomas & Company however this may be modified based on the investigation results. As per Caltrans requirements each retaining wall will require a separate Foundation Report. The scope will be similar to the one discussed above, however the Foundation report will be prepared in accordance to Caltrans standards and guidelines. Also due to the height of the walls the borings may range between 30’ to about 60’ deep. This will require site access for a truck or track

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mounted drill rig and access through private properties. We are assuming that the Client will provide such access permits.

a) Research and Data Collection PARIKH will review readily available geologic and soil literature in the vicinity of the site including previous geotechnical studies for the project.

b) Permits/Underground Service Alert (USA) Clearances Permit requirements will be similar to the scope discussed above. PARIKH will identify and comply with local permit requirements. They will field locate the borings and call for USA clearance.

c) Field Exploration For the proposed retaining walls the boring program will consist of 8 borings ranging from 30 feet to 60 feet depth depending on the height of the wall. The drilling will be performed using truck or track mounted rig, hand tools or possibly portable equipment depending upon the site access. It is assumed that the access permission will be provided by others if necessary. The drill cuttings will be dispersed in the field.

d) Laboratory Testing Perform laboratory tests on representative soil samples such as moisture density, unconfined compression, gradation analyses, corrosion tests and Plasticity Index test, and any other tests as necessary.

e) Soils Analysis/Evaluation Perform engineering analyses and develop design recommendations for the proposed retaining walls and embankment foundations. The retaining wall foundations are planned to use Caltrans Standard Type 1 design.

f) Draft Foundation Report: PARIKH will prepare draft Foundation Report that will consist of preliminary recommendations for retaining walls foundations, summary of the exploration, laboratory test results, and boring logs in a Draft Report. Seismic design will be based on Caltrans standards. Wall foundations may have to be augmented based on the soil conditions and loading conditions.

g) Final Foundation Report: PARIKH will prepare a final Foundation Report, including responses to review comments from the agencies and final design recommendations for the four retaining walls. T h e Report will also include discussions on construction considerations of the proposed foundations, grading operations, laboratory corrosion test summary, and relevant backup data used in the preparation of the report. LOTB will be prepared in accordance with Caltrans standards.

h) Review and Design Consultations: PARIKH will provide consultation to the design team and review documents as appropriate.

2.6 Drainage Report. Prepare drainage report delineating existing drainage system, proposed watershed, area calculation, hydraulic analysis/drainage flow and proposed drainage system. Submit to Caltrans as draft, incorporate Caltrans’ comments and submit final 5 copies of Drainage Report

2.7 Storm Water Data Report. Prepare short form storm water data report, summarizing project

impacts to water quality, general mitigation measures, and recommended best management practices, including temporary and permanent erosion control and onsite mitigation for water quality. Submit to Caltrans as draft, incorporate Caltrans’ comments and submit final 5 copies of Storm Water Data

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Report 2.8 ADL Report. Prepare aerially lead deposit report. It is anticipated that 40 hand auger borings to 2.5

fee in depth with collecting three soils samples for each boring. Laboratory analysis will include:

o 120 samples for Total Lead o 20 samples for CAM 17 metals o 20 samples for TPHg/BTEX/MTBE o 20 samples for TPHd/mo o 15 samples for Pesticides o Up to 50 samples for soluble (WET or TCLP) lead

2.9 Supplemental Design Decision Document. Prepare supplemental design decision document to

keep same alignment in the southbound direction from Terrace Avenue to So. Main Street, with a compound curves.

2.10 Other Reports (Traffic TMP, SWPPP, Lane Closure Report, Right of Way Data). It is

anticipated that other technical reports are not required for this project. 2.11 35% PS&E Drawings. Prepare 35% plans, following the concepts presented in the approved

PEER, are follows:

o Title Sheet o Typical Sections o Layout o Striping o Signal Layout Plan o Landscape Concept Plan – Median area will be landscaped with similar plant species

existing to the south of the project area. All landscape design services will be performed by Kikuchi-Kankel Design Group.

Deliverables: 5 hard copies and PDF version

Task 3 and 4 - Detailed Project Design (Task 3 is 65% PS&E and Task 4 is 100% Final PS&E Phases) PS&E. This task includes the preparation of the PS&E.

The PS&E package shall be submitted at 65% & 95% combined, and 100% (Final) stages of completion, including assisting the City during the bidding period. The intent of intermediate submittals is to define the project for review by the City and Caltrans staff, and to allow for major comments prior to the investment of significant design effort in design details. The approach will be to develop a skeleton plan set, based on the Geometric Approval Drawings, and build upon the set by adding plan information and additional detail sheets until a complete, buildable, and biddable package is reached. The PS&E will be prepared to Caltrans format. The following roadway and project specifications will comprise the final plan package:

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Roadway Plans

Plan

Scale Estimated Number

of Sheets

1. Title Sheet

1”=5,000’

1

2. Typical Cross Sections 1”=10’ 3 3. Standard Plan Sheet 2 4. Layout 1”=50’ 5 5. Profile/Superelevations 1”=50’H and 1”=5’V 3 6. Construction Details 10 7. drainage and Utility Plan 1”=50’ 12 8. Stage Construction and Traffic Handling 1”=100’ or smaller 10 9. Construction Area Signs 2

10. Pavement Delineation & Sign Plans & Quantities 5 11. Summary of Quantities 3 12. Signal 3 13. Electrical – Lighting 1 14. Landscaping, Erosion Control and WPC 15

Total Estimated Roadway Plan Sheets

75

Project Specifications City will provide City’s standard boiler sections for Notice Inviting Bids, Instruction to Bidders, Bid Documents, and Contract Documents. Consultant will prepare Special Provisions and merge City’s boiler sections to provide Project Specification.

Caltrans Construction Encroachment Process

Consultant shall prepare Caltrans construction encroachment permit application for City’s submittal and assist City in securing construction encroachment permit.

Right-of-Way Engineering It is anticipated that four temporary construction easements would be required for the construction of

the retaining walls. The scope for right of way engineering is only to prepare plats and description for the temporary construction easement and not the entire Caltrans’ right of way requirements, i.e. right of way engineering map, appraisal map, record map and filing of record of survey.

Bidding Phase. Advertising and bidding procedures will be the responsibility of the City.

Consultant shall provide one electronic copy of the plan and project specification for City’s use in bidding the project. The Consultant shall assist the City during the bidding period as required. While the project is being advertised for bids, all questions concerning the intent shall be referred to the City Project Engineer for resolution. The Consultant shall provide consultation with City staff in

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the interpretation of the contract documents. The interpretation of these items shall be analyzed for a decision by the City, as to the proper procedure required. Corrective action shall either be in the form of an addendum prepared by the Consultant and issued by the City, or by a covering change order after the award of the construction contract.

BILLING AND TOTAL CONTRACT AMOUNT

Invoices will be submitted monthly on a time and material basis in accordance with the attached Exhibit A-1 “Charge Rate Schedule”. Above services will be performed not to exceed $945,000. This contract includes extra work allocation budget of $11,000 to be approved by City of Half Moon Bay. Detailed breakdown of cost by task is attached as Exhibit A-2.

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EXHIBIT A-1

MARK THOMAS & CO. CHARGE RATE SCHEDULE

60

*Rates subject to escalation with new hourly rate schedule as of July 1, 2019

EXHIBIT A-1 Mark Thomas & Company, Inc. Rate Schedule

HOURLY CHARGE RATE RANGES

OTHER DIRECT COSTS

Project Support/Coordination Services Sr. Project Accountant $112 - $148 Project Accountant $95 - $112 Sr. Project Coordinator $110 - $139 Project Coordinator $85 - $110 Sr. Project Assistant $85 - $104 Project Assistant $47 - $85 Sr. Technical Writer $88 - $126 Technical Writer $47 - $88 Sr. Graphic Designer $101 - $132 Graphic Designer $66 - $101

Urban Planning/Landscape Architecture Services Sr. LAUD Division Manager $246 - $258 LAUD Division Manager $214 - $246 Sr. LAUD Project Manager $186 - $214 LAUD Project Manager $170 - $186 Landscape Architect II $120 - $170 Landscape Architect I $95 - $120 Landscape Designer II $82 - $113 Landscape Designer I $63 - $82 Intern $47 - $72

Engineering Services Sr. Principal $410 - $441 Principal $378 - $410 Sr. Engineering Manager $299 - $365 Engineering Manager $268 - $299 Practice Area Leader $268 - $299 Sr. Project Manager $208 - $268 Sr. Technical Lead $208 - $268 Project Manager $181 - $208 Technical Lead $181 - $208 Sr. Project Engineer $154 - $181 Sr. Technical Engineer $154 - $181 Project Engineer $139 - $154 Design Engineer II $117 - $139 Design Engineer I $88 - $117 Sr. Technician $107 - $139 Technician $72 - $110 Intern $47 - $72

Survey Services Sr. Survey Manager $202 - $248 Survey Manager $199 - $221 Sr. Project Surveyor $181 - $199 Project Surveyor $151 - $169 Sr. Surveyor $129 - $161 Surveyor $115 - $135 Lead Survey Technician $143 - $157 Sr. Survey Technician $107 - $143 Survey Technician $90 - $130 Survey Intern $61 - $89 Single Chief $138 - $162 Single Chainman $118 - $132 Apprentice $54 - $106 1 Person Field Crew $138 - $162 2 Person Field Crew $257 - $323 3 Person Field Crew $311 - $455

District Management Services Deputy District Manager $227 - $268 Sr. Inspector $107 - $142 Inspector $72 - $107

Grant Writing Services Sr. Funding Specialist $155 Funding Specialist $125

Construction Management Services

Resident Engineer $236 Construction Inspector $159

Special Services Expert Witness $405 Strategic Consulting $405

Reimbursables including, but not limited to: Reproductions, Filing Fees and Field Expenses Mileage Outside Consultant Fees

Cost Plus 5% Per IRS Rate Cost Plus 5%

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EXHIBIT A-2

DETAILED FEE BREAKDOWN BY TASKS

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EXHIBIT A-2 Fee Breakdown Detail - Final PS&E for SR 1 Terrace Avenue Project (North Project) Prepared by Mark Thomas & Co.

City of Half Moon Bay Date: 3/25/2019

TASKProject

ManagerLead Proj.

EngrDesign

EngineerLandscape Architect CADD

Survey Mgr

2-Person Crew

Project Coord

Kikuchi (Landscape)

Subtotal by Phases

$331.54 $195.91 $140.27 $156.73 $114.53 $177.40 $295.37 $93.43

1 Project Management, Admin & QC 1.1 Project Management 12 18 12 64 106 $15,3651.2 Meetings 36 36 24 96 $22,7501.3 Invoicing 12 40 52 $6,0881.4 Quality Management Plan 4 32 22 58 $11,043

Subtotal Phase 1 PM $55,2472 35% Design Phase

2.1 New AutoCAD Base Map by Radman 0 $8,800 $8,8002.2 Field Survey for Controls 12 14 36 62 $14,4912.3 Field Survey for Design 4 6 24 32 92 158 $38,102

2.4-1 Geotechnical/Materials Design Report 4 4 $30,812 $32,1382.4-2 Geotechnical/Foundation Report 4 4 $128,753 $130,0792.4-3 ADL Report 4 2 6 $40,000 $41,6072.4-4 Supplemental Design Decision Doc 4 8 12 8 32 $5,4932.4-5 Potholing by Best Testlab 0 $30,000 $30,0002.5 Layout 12 48 132 138 330 $47,7032.6 Retaining Wall Type Selection Report 8 36 92 82 218 $32,0022.7 Landscape 0 23,600 $23,6002.8 Signal 4 12 44 44 104 $14,8882.9 Drainage Report 4 54 92 24 174 $27,559

2.10 Storm Water Data Report 4 12 28 12 56 $8,9792.11 Striping & Signing 4 8 32 38 82 $11,734

Subtotal Phase 2 - 35% PS&E $467,6843 65% Design Phase

3.1 Review 35% 4 12 8 12 36 $6,6803.2 Plats and Description 2 8 12 36 82 140 $22,5843.3 Update Title, typical & layout 8 48 98 92 246 $36,3403.4 Retaining Wall Laout, Elevation & Detail 8 32 92 102 234 $33,5093.5 Utilities/Drainage 6 68 96 98 268 $40,0013.6 Landscape 0 0 25,000 $25,0003.7 Signal 4 16 54 66 140 $19,5943.8 Striping & Signing 4 24 36 44 108 $16,1173.9 Specifications/Estimates 8 66 92 28 194 $32,876

Subtotal Phase 3 - 65% PS&E $232,7014 100% Design and Bid Phase

4.1 Review 65% 4 8 8 4 24 $4,6434.2 Update Title, typical and layout 4 52 52 48 156 $24,3054.3 Retaining Wall/Independent Check 4 38 88 52 182 $27,0704.4 Utilities/Drainage 4 40 60 72 176 $25,8254.5 Landscape 0 15000 $15,0004.6 Signal 8 24 36 44 112 $17,4434.7 Striping & Signing 4 32 32 42 110 $16,8944.8 Specifications/Estimates 4 44 62 24 134 $22,4054.9 Update Fact Sheets 4 32 36 $7,595

4.10 Encroachment Permit Processing 4 32 36 $7,5954.11 Bid Phase Support 4 24 12 12 52 $9,592

MTCo Hours

MTCo Total Hours

MTCo & Subs

Total Cost

Radman (Mapping)

Parikh (Geo)

GeoCon (ADL)

63

TASKProject

ManagerLead Proj.

EngrDesign

EngineerLandscape Architect CADD

Survey Mgr

2-Person Crew

Project Coord

Kikuchi (Landscape)

Subtotal by Phases

$331.54 $195.91 $140.27 $156.73 $114.53 $177.40 $295.37 $93.43

MTCo Hours

MTCo Total Hours

MTCo & Subs

Total Cost

Radman (Mapping)

Parikh (Geo)

GeoCon (ADL)

4.12 Extra Work Budget Allocation $11,000Subtotal Phase 4 - Final Design Phase $189,368

Total Hours and Cost 196 882 1,272 138 1,078 128 128 104 3,926 63,600 $8,800 $229,565 $944,492 $945,000

x Hourly Rate $110.00 $65.00 $46.54 $52.00 $38.00 $58.86 $98.00 $31.00

= Subtotal (Hourly Rate) $21,560 $57,330 $59,199 $7,176 $40,964 $7,534 $12,544 $3,224 $209,531

x Indirect Cost Multiplier 1.74 1.74 1.74 1.74 1.74 1.74 1.74 1.74

= Subtotal (Indirect Cost) $37,514 $99,754 $103,006 $12,486 $71,277 $13,109 $21,827 $5,610 $364,584

x Fixed Fee 0.100 0.100 0.100 0.100 0.100 0.100 0.100 0.100

= Subtotal (Fixed Fee) $5,907 $15,708 $16,220 $1,966 $11,224 $2,064 $3,437 $883 $57,411

= TOTAL (Hourly Rate + Indirect + Fixed Fee) $64,982 $172,793 $178,425 $21,628 $123,465 $22,708 $37,808 $9,717 $631,526

Subconsultants $301,965Total MTCo Cost $632,034

Task 4.12 - Extra Work Allocation to be approved by City $11,000 TOTAL PROPOSED COST $945,000

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AGENDA REPORT


TO: Honorable Mayor and City Council VIA: Bob Nisbet, City Manager FROM: John Doughty, Public Works Director Maz Bozorginia, City Engineer TITLE: MULTI-WAY STOP CONTROL ANALYSIS – INTERSECTION OF MIRAMONTES

AVENUE AND PILARCITOS AVENUE EXTENSION (HATCH ELEMENTARY SCHOOL) ______________________________________________________________________________ RECOMMENDATION: Adopt a resolution authorizing the installation of a multi-way stop sign at the intersection of Miramontes Avenue and Pilarcitos Avenue Extension. FISCAL IMPACT: The cost associated with installing one new stop sign and thermoplastic striping is estimated to be $1,500. The funding is available through the Public Works/Streets Maintenance fund and no additional appropriation is requested with this action. STRATEGIC ELEMENT: This action supports the Infrastructure and Environment, Healthy Communities and Public Safety, and Inclusive Governance Elements of the Strategic Plan. BACKGROUND: In 2018, Cabrillo Unified School District completed the construction of Pilarcitos Avenue Extension (southern extension of Pilarcitos Avenue) to provide a new vehicular access to Pilarcitos and Hatch Elementary Schools from Kelly Avenue. The new roadway created a three-way intersection at Miramontes Avenue which currently has a stop sign on two legs and has two crosswalks which are heavily used during school drop off and pick up hours. Pilarcitos Avenue Extension, the existing stop signs and crosswalks are within the Cabrillo School District property. Miromontes Avenue, a public street, is the only leg of this intersection that does not have a stop sign at this three-way intersection.

Representatives from the Cabrillo Unified School District have notified the City of safety concerns regarding this three-way intersection. The District stated concerns regarding pedestrian and bicyclist safety due to the site conditions and reckless driving. The intersection is heavily used during the school drop off and pick up hours.

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DISCUSSION: This “T” intersection is controlled by two existing STOP signs on Pilarcitos Avenue Extension as well as two crosswalks; one across Pilarcitos Avenue Extension and one across Miramontes Avenue, all within the School District property. The proposed stop sign is on Miramontes Avenue within the public right of way. The California Manual on Uniform Traffic Control Devices (Cal-MUTCD) outlines the process to determine stop sign applications. Section 2B.06 “STOP Sign Applications” states the use of STOP signs on the minor-street approaches should be considered if engineering judgment indicates that a stop is required because of at least one of the following conditions:

A. Vehicular Traffic Volumes exceed 6000 vehicles per day B. A restricted view exists that requires road users to stop in order to adequately observe

conflicting traffic on the through street or highway; C. There were at least three accidents within the 12-month period.

City staff conducted a field investigation of the intersection to review the warrant conditions for subsection B of the Cal-MUTCD. It was determined that due to the existing utility cabinets and a large tree at the southwest corner of the intersection, sight distance is an issue for vehicles at this intersection, and pedestrians and bicyclists are hard to detect. A STOP-warrant memo was completed and is on file with the Public Works Department. The memo provides a more detailed warrant analysis and is available upon request.

Miramontes Avenue End (Looking East to the new Pilarcitos Avenue Extension)

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This item was discussed by the Traffic Safety Committee and agreed upon by its members which includes Coastside Fire Protection District and San Mateo County Sherriff’s Office. Notifications were hand-delivered to the residents in the immediate vicinity regarding this council meeting and the proposed Stop Sign. Due to the inadequate corner sight distance, staff recommends adopting a resolution authorizing the installation of multi-way stop signs at the intersection of Miramontes Avenue and Pilarcitos Avenue Extension. ATTACHMENT: Resolution

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A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY TO AUTHORIZE THE INSTALLATION OF MULTI-WAY STOP SIGNS AT THE INTERSECTION OF

MIRAMONTES AVE AND PILARCITOS AVENUE EXTENSION

WHEREAS, representatives from the Cabrillo Unified School District notified the City of

safety concerns regarding the intersection of Miramontes Avenue and Pilarcitos Avenue Extension, which is adjacent to Hatch Elementary and Pilarcitos Schools. The District stated concerns regarding pedestrian and bicyclist safety due to the site distance issues. The intersection is heavily used during the school drop off and pick up hours; and

WHEREAS, the California Manual on Uniform Traffic Control Devices (Cal-MUTCD) outlines the process to determine stop sign applications (Section 2B.06); and

WHEREAS, City staff conducted a field investigation of the intersection to review the warrant conditions per Section 2B.06 of the Cal-MUTCD. Staff determined that due to the roadway alignment, the lack of adequate sight distance requires an additional traffic control device;

NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Half Moon Bay hereby authorizes the installation of multi-way stop signs at the intersection of Miramontes Avenue and Pilarcitos Avenue Extension.

***************************************************************** I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 2nd of April 2019 by the City Council of Half Moon Bay by the following vote: AYES, Councilmembers:





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AGENDA REPORT


TO: Honorable Mayor and City Council VIA: Bob Nisbet, City Manager FROM: John Doughty, Public Works Director Maziar Bozorginia, City Engineer TITLE: SEWER AUTHORITY MID-COASTSIDE FISCAL YEAR 2019-2020 OPERATIONS AND

MAINTENANCE (GENERAL) BUDGET ______________________________________________________________________________ RECOMMENDATION: Adopt a resolution approving the Fiscal Year 2019-2020 Sewer Authority Mid-Coastside (SAM) Operations and Maintenance (O&M) Budget expressly noting the City protest of any and all costs associated with the repair and replacement of the Intertie Pipeline System (IPS) consistent with the terms set forth in the September 13, 2017 Stipulation and Order and conditioned upon the creation of a Capital Reserve Fund for IPS Backbone Infrastructure. FISCAL IMPACT: The SAM’s proposed O&M (General) budget for Fiscal Year (FY) 2019/20 totals $7,414,433 of which the City’s share is $4,131,899. SAM O&M costs will be paid from City sewer revenues (sewer user fees) and a one-time transfer of funds from the Sewer Capital Fund. BACKGROUND: The Sewer Authority Mid-Coastside a Joint Powers Authority (JPA) is made up of three member-agencies: City of Half Moon Bay (City), Granada Community Services District (Granada), and the Montara Water and Sanitary District (Montara). Each year, the three member-agencies must adopt the SAM budgets, which include, General Operation and Maintenance, and Projects. In FY 2017-18, the City and its SAM Board representatives asserted during the budget development process that the Intertie Capital Replacement Project does not serve or directly benefit City sewer rate payers and should not be included as part of the City’s cost burden. This assertion was followed by the filing of a Complaint for Declaratory Relief which seeks judicial declaration for a variety of issues including affirming the City does not benefit from the Intertie Pipeline System and the City need not fund its replacement and reconstruction. Under a subsequent Stipulation and Order entered by the court on September 17, 2017, the City agreed to fund the Intertie Pipeline System (IPS) project, under protest, pending the outcome of the

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City’s request for declaratory relief. Under this stipulation, the City agreed to fund, under protest, an additional $1,505,000 in FY 2017/18. On June 5, 2018 the City Council adopted the FY 2018/19 SAM Operations and Maintenance (General) Budget. The budget request from SAM totaled $6,197,273. The City’s share of the initial approved budget was $3,360,430 (54.2% share). On March 19, 2019 the City Council adopted a resolution approving an amendment to the Sewer Authority Mid-Coastside (SAM) Operations and Maintenance Budget adding $328,000 ($181,777.60 City Share) in additional funds for contract services and authorizing budget augmentation as follows:

1) $55,420 for additional legal counsel services for ERF lawsuit and special projects by SAM legal counsel ($100,000 total); and

2) $55,420 for special legal counsel services for ERF lawsuit and special projects ($100,000 total); and

3) $33,252 for contract accounting services ($60,000 total); and 4) $16,626 for fire control and related permits at the treatment plant ($30,000 total); and 5) $12,446 inspection and installation of fire sprinkler system at the treatment plant

($23,000 total); 6) $8,313 for contract electrical work for fire control system at the treatment plant

($15,000 total). Over the course of the last two months, agency representatives have met with the SAM General Manager to discuss the budget, capital projects and the related issues. These meetings and discussions have included both the Operating Budget and the capital projects for the upcoming year. The JPA states that the Board is to accept the proposed budget and forward to member-agencies prior to the end of March each year. On March 11, 2019, the SAM Board met to discuss the draft Fiscal Year 2019-20 General (O&M) Budget. The Board unanimously authorized the General Manager to forward the draft budget to the member-agencies for review and possible approval (the draft budget is included as Attachment 2 to this report). DISCUSSION: Overview The sewer utility (enterprise) is funded by the users of the City’s collection system. User fees fund: 1) day-to-day maintenance, cleaning and repair of the collection system (sewer mains, pump stations and manholes); 2) treatment of effluent (by SAM); and 3) capital repair and replacement (Capital Reserve). Sewer rates are set in accordance with State law. State law in its simplest terms mandates that fees not exceed the actual/anticipated costs of operating, managing and replacing the sewer system. Historically, the City has allocated funding internally to two distinct enterprise funds; Fund 05 (Sewer Operating Fund) and Fund 06 (Sewer Capital Fund). Fund 05 has been used to fund maintenance of the collection system and costs

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associated with treatment and disposal of effluent. Fund 05 serves as a capital reserve fund which is used in the construction of replacement of the collection system such as the Ocean Colony Pump Station and Force Main Project (planned for FY 2019-20). City sewer rates fund both operations and capital replacement. City sewer rates have not been adjusted for several years. Meanwhile costs of maintenance, cleaning, effluent treatment and construction of capital replacements has steadily increased to the point that annual costs are now exceeding the annual fees received. In FY 2019/20, SAM related costs for the City are increasing by 23-percent over the prior year. The increase is driven by a number of factors including the allocation of additional funds for a Capital Reserve fund for IPS Backbone Infrastructure; maintenance of the treatment plant and cost of living adjustments (COLA) for agency staff. As with FY 2018/19, staff is recommending the transfer of Sewer Capital funds (Fund 06) to the Sewer Operating Fund (Fund 05) to cover SAM related expenses. The use of Sewer Capital Funds today may have implications in the future on our ability to fund necessary capital replacements. The City’s funding of Intertie Pipeline System capital replacement and maintenance continues to exacerbate the structural funding issues with user rates. In the coming year, staff will be evaluating options to address the long-term funding of sewer utility services and capital costs. First, it is anticipated that a new rate study will be completed and presented to the City Council during the fiscal year. Secondly, staff will be re-evaluating the structure of the sewer enterprise fund which may include the consolidation of funds 05 and 06 into a single sewer enterprise fund. Any recommended changes will be subject to City Council review and approval. Additionally, the City, Montara and Granada are in mediated settlement discussions and it is hoped that there will be resolution of the City’s request for Declaratory Relief in FY 2019/20. Settlement or court action may have significant implications on the rate structure prospectively for the City; $1.25 million ($700,000 City share) is allocated to IPS backbone infrastructure in FY2019/20 with an additional $5 million from all agencies committed for the ensuing four fiscal years. Absent resolution in the first quarter of FY 2019/20, the City is unlikely to be able to complete and adopt updated sewer rates prior to end of the fiscal year. The City of Half Moon Bay has actively participated in the governance and oversight of the Sewer Authority Mid-Coastside (SAM) as a member of the Joint Powers Authority (JPA). The City’s interest is to ensure that City ratepayers receive the best possible sewer (collection and treatment) services at the lowest reasonable cost. The draft budget forwarded to the City of Half Moon Bay includes an overall increase in operating and capital costs as well as an increase in the City’s share of the flow-based allocation from 55.42% to 56%. Fiscal restraint and proactive response to emerging issues including capital maintenance by SAM staff will be critical to limiting emergencies and budget augmentations during the fiscal year. The O&M budget, as proposed for Fiscal Year 2019/20, is made up of four Divisions; Administration, Treatment, Environmental and Infrastructure. As discussed in each of the prior two fiscal years, the City would prefer the Infrastructure Division be removed from the O&M

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budget and placed in a “Capital Projects Budget”. According to the JPA Agreement, Projects (capital projects) are funded based on ownership. Ownership has been defined as City of Half Moon Bay (50.5%), Granada Sanitary District (29.5%) and Montara Water and Sanitary District (20%). Per the JPA, the City’s share of Capital Projects would be locked in at 50.5-percent annually (as opposed to the fluctuating O&M allocation, proposed at 55.42% for this coming fiscal year). This again is an issue to be addressed with the City’s request for Declaratory Relief. The overall SAM budget is proposed to increase by 23-percent FY 2019-20 (over the adopted FY 2017-18 budget). The increases are due in part to capital projects, increased preventive maintenance, 1.0 FTE new position and Cost of Living (COLA) and other benefit related adjustments for current staff. The draft budget also includes the second installment of funding for fines for the Administrative Civil Liability Complaint R2-2017-1024 (app. $122,000 assessment to City). Assessments Per the Joint Powers Authority, the O&M budget is allocated based on the percentage share of sewer flows to the SAM Treatment Plant. The draft budget includes an increase in the City’s share of the SAM O&M Budget from 55.42% to 56-percent based upon the SAM adopted calculation and methodology of plant flows. The City’s measured flows, as calculated under SAM’s formula, have increased over the last three years from 49.7 percent (FY 2015-16) to 56 percent (proposed in FY 2019/20). The increase for FY 2019/20 is quite small. City staff are hopeful that this reflects a stabilizing of the flows following recalibrations of flow meters in Montara and Granada. The City continues to advocate for a simpler non-flow-based allocation (assessment methodology). A fixed percentage basis would provide for more certainty in long term rate setting and SAM related budgeting. The issue will not be resolved with this fiscal year budget. Cost Allocations The SAM Draft Budget is separated into four distinct divisions. Those operational Divisions are identified in the Overview Section of this report and within the Draft SAM Budget Document (Exhibit A to the Resolution). The SAM General Manager has assured the City (and other agencies) that the allocations built into the divisions are consistent with the flow-based allocation for each agency. IPS Backbone Capital Reserve Fund Agency General Managers have suggested and recommended the creation of a special Capital Reserve Fund for IPS Backbone Infrastructure. The impetus for this fund is to provide SAM staff flexibility in the design, programming and construction of critical backbone IPS work over the course of the next five years. Rather than requesting varying amounts of funds each year (based upon planned work), agencies would commit $1.25 annually to the fund. This methodology provides SAM flexibility while provides greater budgeting certainty to each agency over the next five years. The City’s contribution to this fund in FY 2019/20 is $700,000

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(56%). As in the last two fiscal years. The City contribution is made under protest awaiting resolution of the City’s request for Declaratory Relief. Capital Projects As noted previously, the City has been working closely with the SAM General Manager and Member-Agency General Managers on the capital projects list for FY 2019-20. The capital projects list has been prepared under two principles: 1) address IPS backbone infrastructure needs; and 2) provide preventive maintenance and value-added improvements at the treatment plant. Value0added projects include repair/replacement of equipment requiring significant emergency/unscheduled repairs, those that save energy and/or chemical costs and those reducing volume and weight of solids at the end of processing. Capital projects for FY 2019/20 are included in pages 44-66 of Attachment 2. As noted earlier, the City would prefer Capital Projects be included in a separate “Capital” Budget, now is not the time to resolve this ongoing issue. Conclusion The City Council has adopted and maintained a rate structure that provides for the accrual of capital and operating reserves to ensure that needed sewer improvements within the City are replaced in accordance with their life cycle. Projects like the Ocean Colony Pump Station and Force Main Replacement Project can be designed, bid and constructed prior to failure and without resulting special assessment or drastic rate adjustment. The City initiated work on a rate study in 2017. This rate study was placed on hold, in part, pending conclusion of the Declaratory Relief action as the funding of current and future Intertie Pipeline System (IPS) replacements for Granada and Montara represent a significant cost to City ratepayers. The IPS costs will be increasing in the coming years based upon the improvements identified in the SAM Draft 20-Year Capital Improvement Program. These costs include approximately $16-18 million in IPS related capital replacement and repair. The City maintains that the cost of the IPS replacement is not be the responsibility of City ratepayers who derive no direct service or benefit from the IPS. As noted earlier, the City has entered into mediated settlement discussions in hopes of resolving the issue of IPS funding. Staff is recommending the City Council approve a resolution adopting the Fiscal Year 2019-20 Sewer Authority Mid-Coastside (SAM) Operation & Maintenance (O&M) Budget expressly noting:

1) The City protests any and all costs associated with the repair and replacement of the Intertie Pipeline System (IPS) consistent with the terms set forth in the September 13, 2017 Stipulation and Order; and

2) SAM shall create a Capital Reserve Fund for IPS Backbone Infrastructure and place an accrual of $1.25 million ($700,000 City protested share) in the fund in FY 2019/20.

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ATTACHMENTS:

1. Resolution approving the Sewer Authority Mid-Coastside Operation and Maintenance Budget for FY 2019/20

2. Draft SAM Budget for FY 2019/20

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Resolution No. C-2019-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY

APPROVING THE SEWER AUTHORITY MID-COASTSIDE GENERAL (OPERATIONS AND

MANAGEMENT) BUDGET FOR FISCAL YEAR 2019-2020

WHEREAS, City of Half Moon Bay representatives have reviewed and provided input on the

proposed General Budget of the Sewer Authority Mid-Coast (SAM) Budget for Fiscal Year (FY)

2019/20; and

WHEREAS, the proposed SAM General (Operations and Maintenance) Budget for FY

2019/20 totals $7,414,433; and

WHEREAS, the City’s share of the FY 2019/20 SAM General (Operations and Maintenance)

Budget totals $4,131,899; and

WHEREAS, optimally, SAM would prepare a separate Capital Budget for all capital

maintenance and replacement projects; and

WHEREAS, the September 13, 2017 Stipulation and Order regarding Expenses and

Assessments for the Sewer Authority Mid-Coastside in the matter of City of Half Moon Bay v.

Granada Community Services District et al. (“declaratory relief action”) Santa Clara Superior

Court Case No. 17CV316927 provides that the City shall be deemed to approve under protest

that part of SAM’s 2017-18 General Budget characterized as the “Infrastructure Division”, which

includes the IPS and Portola Pump Station;

WHEREAS, the SAM FY 2018/19 and FY 2019/20 Budgets includes Infrastructure Division

items that are at issue in the pending declaratory relief action, and which the City seeks to pay

under protest based on the same terms set forth in the September 13, 2017 Stipulation and

Order;

WHEREAS, the City of Half Moon Bay agrees, under protest, to fund up to $700,000 in FY

2019/20 for IPS capital replacement and maintenance provided an IPS Backbone Infrastructure

Capital Reserve Fund is created by SAM and funded by Montara and Granada for a total of

$1.25 million this fiscal year; and

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WHEREAS, the City of Half Moon Bay continues to advocate for an alternate, non-flow-

based allocation methodology for assessing SAM operations costs to make long term rate

structuring and budgeting easier for all agencies; and

WHEREAS, the costs of sewer treatment services (O&M) for FY 2019/20 will be funded from

City Sewer Enterprise Funds including a one-time transfer of funds from the Sewer Capital Fund

(Fund 06).

NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Half Moon Bay

approves the General (O&M) Budget of SAM for FY 2019/20 of $7,414,433 of which the City’s

flow-based allocation is $4,131,899 expressly noting the City protest of any and all costs

associated with the repair and replacement of the Intertie Pipeline System (IPS) consistent with

the terms set forth in the September 13, 2017 Stipulation and Order and conditioned upon the

creation of a Capital Reserve Fund for IPS Backbone Infrastructure.

***************************************************************** I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 2nd day of April, 2019 by the City Council of Half Moon Bay by the following vote: AYES, Councilmembers:




ATTEST: APPROVED: ___________________________ ______________________________ Jessica Blair, City Clerk Harvey Rarback, Mayor

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March 11, 2019 Agenda Item No: 4C

Page 1

BOARD MEMBERS: J. Blanchard B. Dye R. Lohman D. Penrose D. Ruddock K. Slater-Carter ALTERNATE MEMBERS: S. Boyd M. Clark A. Eisen J. Harvey H. Rarback

SEWER AUTHORITY MID-COASTSIDE

Staff Report

TO: Honorable Board of Directors

FROM: Beverli A. Marshall, General Manager

SUBJECT: Discuss Proposed General Budget for Fiscal Year 2019/20 and

Authorize the General Manager to Submit it to the Member

Agencies for Approval

Executive Summary

The purpose of this report is to allow the Board to discuss the proposed General Budget

for Fiscal Year 2019/20.

Fiscal Impact

The operation and maintenance expenditure budget for Fiscal Year 2019/20 is $7.64

million. This is an overall increase of $1.69 million from the FY 2018/19 adopted budget,

which is primarily due to increasing infrastructure spending and increasing staff to meet

workload needs, including succession planning. The impact to the member agency

assessments is:

Assessments for Each Member Agency FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 $ %

Actual Actual Adopted Proposed Change Change

Half Moon Bay $2,103,982 $3,461,445 $3,366,042 $4,131,899 $ 765,857 23%

GCSD $1,164,955 $1,527,134 $1,445,332 $1,753,394 $ 308,062 21%

MWSD $ 848,240 $1,324,462 $1,252,372 $1,529,139 $ 276,767 22%

Total $4,117,177 $6,313,041 $6,063,747 $7,414,433 $1,350,686 22%

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Strategic Plan Compliance

The recommendations in the proposed budget comply with SAM Strategic Plan Goal 3:

“Consider long-term costs and ensure that finances are stable and understandable by

the board, member agencies, and the public.”

Background and Discussion/Report

The General Budget includes all operation and maintenance (O&M) costs for SAM and

are allocated to four divisions (Administrative Services, Treatment, Environmental

Compliance, and Infrastructure). The proposed budget includes obligations for wages

and benefits defined in employment and bargaining contracts, increases in retirement

contributions, and other non-discretionary expenses.

Not all factors were known at the time that this budget was prepared. Therefore, staff

made the following assumptions in determining changes from the FY 2018/19 adopted

budget.

Projects identified in the 5-Year Infrastructure Plan will be funded.

Adding one position to the 14 positions included in the adopted FY 2018/19

budget. All applicable merit step increases will be earned per the MOU with Local

No. 39.

All budgeted positions will be filled if vacant. There are currently no vacant positions

in the JPA functions.

All services, supplies, and utilities will be increased by a 4% CPI.

Budget Overview

The proposed Budget, including the proposed infrastructure projects, has been

discussed by the member agency managers. The presentation today is for discussion

and to finalize the proposed budget.

HMB$4,131,899

56%

GCSD$1,753,394

24%

MWSD$1,529,139

20%

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Of the total General Budget, $2.49 million (32%) is for wages and benefits. The cost of

infrastructure improvements is $2.04 million (27%). Professional services (10%) and

Engineering services (6%) account for a significant percentage of the budget due to

SAM’s dependency on contractors and consultants for technical and specialized

services. Utilities and equipment purchases are significant portions (7% and 5%) of the

budget as well.

All other expenses (liability insurance, professional memberships, uniform services,

conferences, training, permits, licenses, etc.) make up approximately 13% of the total

budget.

The most significant changes in the Administrative Services division budget are

increasing the legal services ($46,000) to respond to the recent litigation and

professional services ($60,000) to outsource key accounting functions.

The most significant changes in the Treatment division budget are increasing staff by an

additional Maintenance Technician ($112,181), cost of living adjustment (COLA) and

Wages$1,711,978

22%

Benefits$773,135

10%

Engineering$467,000

6%

Legal$102,500

1%

Professional Services

$749,809 , 10%

Memberships$33,100

Insurance$63,000 , 1%

Misc.$42,723

1%

Utilities$519,758

7%Training

$43,600 , 1%Equip Rental$140,500 , 2%

Maint Services$228,100 , 3%

Chemicals$184,000

2%

Permits$33,000

Supplies$105,031

1%

Equipment$398,500

5%

Infrastructure$2,035,000

27%

Claims$3,500

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other wage and benefit increases ($164,424), increases in services and supplies based

on a 4% COLA ($152,617), and additional maintenance services for small projects

($95,600).

Professional services is the largest portion of the Environmental Compliance division

because SAM is dependent upon outsourced laboratory services. Staff anticipates that

the new TNI standards for laboratories will result in a significant increase in the fees

charged by the outside laboratories. In addition to the outsourced lab costs, the division

budget includes the annual cost of the First Flush program.

The Infrastructure division increased from $1.72 million in Fiscal Year 2018/19 to $2.49

million (45%) in FY 2019/20 to address critical projects identified in the 5-Year Capital

Improvement Plan.

Changes in Expenses

The significant overall changes in the expense categories are as follows. The numbers

are correlated to the line items on the budget spreadsheets.

1. Wages: increased $204,680 to include one additional position (Maintenance

Technician), negotiated COLA, and application of step increases, where

appropriate.

2. Premium Pay: increased $15,590 for negotiated changes in standby pay,

certification pay, and overtime pay.

3. Health Benefits: increased $44,515 for the additional position and negotiated

COLA on health premiums.

4. Retirement Contributions: increased $38,657 due to changes in the CalPERS

contribution rates for classic members and the additional position.

5. Retirement Medical: increased $4,855 for contributions as negotiated in the

successor MOU and the Unrepresented Employees Manual.

6. Misc. Benefits: increased $9,631 for benefits as negotiated in the successor MOU

and the Unrepresented Employees Manual.

7. Personnel Subtotal: total increase in personnel costs is $317,929 (15%).

8. Legal Services: increased $46,000 based on anticipated expenses for FY 2019/20

(does not include any expenses related to the HMB lawsuit).

80


Page 5


9. Engineering Services: increased $365,000 for design and project management

services for projects identified in the 5-Year CIP.

10. Professional Services: decreased $52,191 to reflect one-time expenses in FY

2018/19.

11. Professional Memberships: decreased $2,000 based on anticipated reductions.

12. Insurance Premiums: increased $12,000 to reflect anticipated increases in

property, liability, pollution, and professional liability premiums.

13. Misc. Expenses: decreased $36,917 to reflect one-time expenses in FY 2018/19.

14. Utilities: increased $15,028 for electricity, gas, and water based on anticipated rate

increases.

15. Travel & Training: increased $1,150 based on anticipated training needs of staff

and participation in industry conferences for management team.

16. Equipment Rental: increased $80,500 to reflect anticipated expenses related to

infrastructure projects.

17. Building & Maintenance Services: increased $69,100 for contractors to perform

necessary maintenance tasks at the treatment plant and pump stations.

18. Chemicals: increased $50,000 based on anticipated increases in the Bay Area

Chemical Consortium rates for FY 2019/20.

19. Permits & Licenses: no anticipated changes in permit fees.

20. Supplies: increased $53,351 to reflect anticipated rate increases and needs.

21. Equipment: increased $67,500 to reflect vehicle replacement and small project

needs.

22. Infrastructure: increased $702,500 to address the projects identified in the 5-Year

CIP.

23. Claims/Penalties: decreased to reflect anticipated claims for FY 2019/20.

24. Non-Personnel Subtotal: total increase in non-personnel costs is $1,369,520

(36%).

81


Page 6


Changes in Revenue

Of the total O & M revenue, the majority (97%) is from assessments paid by the JPA

member agencies. The allocation between the agencies is based on the flow from the

preceding calendar year. The flow allocations fluctuate from year to year.

Historical Flow Allocations

The remaining revenue comes from the Non-Domestic Waste Source Control Program

fees (2%), and miscellaneous revenue (1%).

Challenges

SAM’s Reserve Policy requires a balance of two months of operating reserve ($1.27

million) and $1.25 million in emergency repair reserve for a total reserve of $2.43

million. As of January 31, 2019, SAM had $1.28 million invested with LAIF, which is the

total of the Emergency Repair Reserve. The Money Market account at Tri-Counties

Bank has $500,000, which is dedicated to the Operating Reserve. To be compliant with

the reserve policy, $750,000 is needed to meet the reserve minimum in addition to the

assessments needed to pay for FY 2019/20 expenses. Staff did not incorporate any

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

2012 2013 2014 2015 2016 2017 2018

50.0% 48.9% 49.7% 50.7% 52.2% 55.4% 55.7%

28.7% 31.3% 28.5% 28.7% 26.2% 24.0% 23.6%

21.3% 19.8% 21.8% 20.6% 21.5% 20.6% 20.6%

HMB GCSD MWSD

Assessments$7,414,433

97%

NDWSCP Fees$149,800

2%

Misc. Revenue$90,500

1%

82


Page 7


additional funding in the proposed budget to address this issue due to the significant

increase from the infrastructure projects.

Unanticipated cost increases and emergency maintenance projects continue to be an

issue due to the lack of reserves and access to rate stabilization funds. Staff shifts

projects and costs to accommodate these unplanned expenses and reduce the need for

mid-year budget increases. Unfortunately, not all projects or maintenance costs can be

adjusted to meet these unanticipated costs.

CalPERS continues to increase contribution rates, which will be a significant cost until

the workforce transitions and the majority of classic employees retire.

Staff Recommendation

Staff recommends that the Board of Directors discuss the proposed budget and

authorize the General Manager to submit it to the member agencies for approval.

Supporting Documents

Attachment A: Proposed General Budget for FY 2019/20

83

1

General Budget

Fiscal Year 2019/20

84

GENERAL BUDGET FISCAL YEAR 2019/20

2

EXECUTIVE SUMMARY

The Joint Exercise of Powers Agreement (Agreement) that created SAM and governs

its day-to-day operations specifies that “The total expenses of operation and

maintenance shall be shared in a manner based on flows into the single consolidated

treatment plant.” The General Budget is divided into Administrative Services, Treatment,

Environmental Compliance, and Infrastructure.

The budget includes obligations for wages and benefits defined in employment and

bargaining contracts, increases in retirement contributions, and other non-

discretionary expenses.

JPA Income & Expenses

Operating Income

Assessments - City of Half Moon Bay 4,131,899

Assessments - Granada Community Services District 1,753,394 Assessments - Montara Water & Sanitary District 1,529,139

NDWSCP Fees 149,800 Miscellaneous Revenue 70,500

Total Operating Income $ 7,634,733 Operating Expenses

Wages 1,711,978 Benefits 773,135

Legal Services 102,500 Engineering Services 467,000

Professional & Technical Services 749,809 Professional Memberships 33,100

Insurance Premiums 63,000 Miscellaneous Expenses 42,723

Utilities 519,758 Travel & Training 43,600

Equipment Rental/Lease 140,500 Building & Maintenance Services 228,100

Chemicals 184,000 Permits & Licenses 33,000

Supplies 105,031 Equipment 398,500

Infrastructure Projects 2,035,000 Claims & Penalties 3,500

Total Operating Expenses $ 7,634,233

Net Operating Income $ 500 Non-Operating Income

Interest Income 20,000 Total Non-Operating Income $ 20,000

Contribution to Reserve Funds $ 20,500 85


3

The overall increase from the adopted budget for Fiscal Year 2018/19 to the proposed

budget for Fiscal Year 2019/20 is $1.69 million (28%). This is primarily due to

increased staffing to meet service level needs, infrastructure spending, and wage and

benefit adjustments.

Of the total General Budget, $2.49 million (32%) is for wages and benefits. The cost of

infrastructure improvements is $2.04 million (27%). Professional services (10%) and

Engineering services (6%) account for a significant percentage of the budget due to

SAM’s dependency on contractors and consultants for technical and specialized

services. Utilities and equipment purchases are significant portions (7% and 5%) of the

budget as well.

All other expenses (liability insurance, professional memberships, uniform services,

conferences, training, permits, licenses, etc.) make up approximately 13% of the total

budget.

Wages$1,711,978

22%

Benefits$773,135

10%

Engineering$467,000

6%

Legal$102,500

1%

Professional Services

$749,809 , 10%

Memberships$33,100

Insurance$63,000 , 1%

Misc.$42,723

1%

Utilities$519,758

7%

Training$43,600 , 1%

Equip Rental$140,500 , 2%

Maint Services$228,100 , 3%

Chemicals$184,000

2%

Permits$33,000

Supplies$105,031

1%

Equipment$398,500

5%

Infrastructure$2,035,000

27%

Claims$3,500

Expense by Category

86


4

Division Budgets by Fiscal Year

FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 $ %


Administration $1,299,471 $1,155,846 $1,134,659 $1,249,451 $ 114,792 10%

Treatment $2,550,331 $2,944,735 $2,944,958 $3,678,880 $ 733,922 25%

Environmental $ 155,551 $ 151,643 $ 149,667 $ 220,902 $ 71,235 48%

Infrastructure $ 348,721 $3,047,274 $1,717,500 $2,485,000 $ 767,500 45%

Total $4,354,074 $7,299,498 $5,946,784 $7,634,233 $1,687,449 28%

The Administrative Services division increased $114,792 (10%). The significant impacts

are from to COLA and benefit changes per the Local 39 MOU and increases in legal

services.

The Treatment division increased $733,922 (25%), which is mostly due to the additional

Maintenance Technician position, COLA and benefit changes per the Local 39 MOU,

and increased preventive maintenance at the plant.

The Environmental Compliance division budget increased $71,235 (48%) primarily

based on anticipated increases in outsourced laboratory service fees due to the

implementation of new TNI standards. In FY 2017/18, SAM paid for two years of the

First Flush program with the San Mateo County RCD. There were no costs budgeted in

FY 2018/19 for this program, but there will be in FY 2019/20.

The Infrastructure division increased $767,500 to address the projects in the 5-Year

Capital Improvement Plan, including assessment of the Princeton segment of the

Intertie Pipeline System (IPS) and design of the replacement for the Montara to Portola

segment of the IPS.

Of the total revenue, the majority (97%) is from assessments paid by the JPA member

agencies. The increase of $1.35 million is to begin design and replacement of the

remaining segments of the IPS, starting with the segments from the Montara Pump

Station down to the Portola Pump Station. The assessments to the member agencies

are (rounded to nearest $):

Total Assessments for Each Member Agency

FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 $ %


Half Moon Bay $2,103,982 $3,461,445 $3,366,042 $4,131,899 $ 765,857 23%

GCSD $1,164,955 $1,527,134 $1,445,332 $1,753,394 $ 308,062 21%

MWSD $ 848,240 $1,324,462 $1,252,372 $1,529,139 $ 276,767 22%

Total $4,117,177 $6,313,041 $6,063,746 $7,414,433 $1,350,686 22%

87


5

The member agency assessments are allocated based on flow percentages from the

previous calendar year. This allocation varies each year.

Assessments by Agency (in 1,000’s)

Staffing at SAM was kept low for many years to reduce the impact on member agency

assessments. Recognizing that a significant number of employees have reached or

exceeded the CalPERS plan retirement age (55), staffing has been increased as part of

succession planning. In addition, the high cost of living makes it difficult for SAM to

recruit and retain staff that can meet the requirement to be on standby and respond

within 60 minutes. The following table reflects the staffing for SAM functions over the

past six years.

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

JPA 8.85 8.85 8.525 10.75 11.00 13.00 14.00

HMB$4,131,899

56%

GCSD$1,753,394

24%

MWSD$1,529,139

20%

$1,544 $1,544 $1,980 $2,104

$3,461 $3,366 $4,132

$884 $988 $1,135 $1,165

$1,527 $1,445

$1,753

$657 $624

$869 $848

$1,324 $1,252

$1,529

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

$8,000

FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20

HMB GCSD MWSD

88

FY 2016/17

ACTUAL

FY 2017/18

ACTUAL

FY 2018/19

ADOPTED

FY 2018/19

ESTIMATE

FY 2019/20

PROPOSED

EXPENDITURES

Personnel

1 Wages 1,138,705 1,225,723 1,421,598 1,351,358 1,626,278 204,680 14%

2 Premium Pay 79,043 73,243 70,110 59,348 85,700 15,590 22%

3 Health Benefits 231,008 255,994 299,467 284,802 343,982 44,515 15%

4 Retirement Cont. 164,725 145,698 258,001 268,208 296,658 38,657 15%

5 Retirement Medical 16,598 22,331 30,773 30,490 35,628 4,855 16%

6 Misc. Benefits 56,719 58,682 87,235 71,355 96,866 9,631 11%

7 Subtotal 1,686,798 1,781,671 2,167,184 2,065,562 2,485,113 317,929 15%

Non-Personnel

8 Legal Services 52,254 98,537 56,500 200,407 102,500 46,000 81%

9 Engineering Services 244,106 292,396 102,000 172,794 467,000 365,000 358%

10 Professional Services 717,325 680,764 802,000 1,037,756 749,809 (52,191) -7%

11 Prof. Memberships 37,697 38,670 35,100 31,374 33,100 (2,000) -6%

12 Insurance Premiums 26,251 205,646 51,000 63,071 63,000 12,000 24%

13 Misc. Expenses 107,160 44,656 79,640 37,102 42,723 (36,917) -46%

14 Utilities 537,117 425,533 504,730 515,299 519,758 15,028 3%

15 Travel & Training 13,217 16,054 42,450 33,689 43,600 1,150 3%

16 Equipment Rental 77,655 169,149 60,000 85,464 140,500 80,500 134%

17 Bldg & Maint Services 155,141 281,465 159,000 239,775 228,100 69,100 43%

18 Chemicals 132,592 131,994 134,000 179,932 184,000 50,000 37%

19 Permits & Licenses 30,923 51,194 33,000 29,643 33,000 - 0%

20 Supplies 68,974 61,412 51,680 95,195 105,031 53,351 103%

21 Equipment 118,034 1,067,664 331,000 505,063 398,500 67,500 20%

22 Infrastructure Projects 48,500 1,952,693 1,332,500 1,192,500 2,035,000 702,500 53%

23 Claims/Penalties 300,330 - 5,000 3,256 3,500 (1,500) -30%

24 Subtotal 2,667,276 5,517,827 3,779,600 4,422,318 5,149,120 1,369,520 36%

25 TOTAL 4,354,074 7,299,498 5,946,784 6,487,880 7,634,233 1,687,449 28%

Key Changes

Additional Maintenance position effective 7/1/19 for succession purposes 112,181$

COLA 5% effective 7/1/19 and applicable step increases 152,269$

PERS unfunded liability increase effective 7/1/19 35,559$

Increase contributions to medical, dental, vision premiums 17,920$

Additional legal costs for on-going litigation 46,000$

Increase supplies and services 4% for CPI 171,020$

Engineering costs for CIP projects 450,000$

CIP projects as described in 5-Year Plan (less engineering costs) 702,500$

1,687,449$

CHANGE FROM

FY 2018/19

ORIGINAL

OPERATION & MAINTENANCE TOTAL(Includes: Administrative Services, Treatment, Environmental Compliance, and Infrastructure)

6

89

FY 2016/17

ACTUAL

FY 2017/18

ACTUAL

FY 2018/19

ADOPTED

FY 2018/19

ESTIMATE

FY 2019/20

PROPOSED

REVENUE

By Type:

26 JPA Assessments 4,117,177 6,313,041 6,063,747 6,391,746 7,414,433 1,350,686 22%

27 Contract Services - - - - - - 0%

28 NDWSCP Fees 86,642 109,238 126,525 149,347 149,800 23,275 18%

29 Misc. Fees - - - - - - 0%

30 Interest Earnings 8,950 20,184 6,500 19,680 20,000 13,500 208%

31 Misc. Revenue 34,375 66,827 500 140,516 70,500 70,000 14000%

32 To/(From) Reserves - - - - - - 0%

33 4,247,144 6,509,290 6,197,272 6,701,289 7,654,733 1,457,461 24%

By Agency:

34 Half Moon Bay 2,103,982 3,461,445 3,366,042 3,547,754 4,131,899 765,857 23%

35 Granada CSD 1,164,955 1,527,134 1,445,332 1,524,052 1,753,394 308,062 21%

36 Montara WSD 848,240 1,324,462 1,252,372 1,319,940 1,529,139 276,767 22%

37 4,117,177 6,313,041 6,063,747 6,391,746 7,414,433 1,350,686 22%

Key Changes

Assessments reflect increased funding for infrastructure projects, maintenance, staff 1,350,686

Increased leachate deliveries per contract 23,275

Increase in interest earnings 13,500

Overhead revenue from Contract Services 70,000

Set aside funds for IPS projects -

1,457,461

Authorized Positions:

Operating Fund FTE 10.75 11.00 13.00 13.00 14.00 1.00 8%

Other Funds FTE - - - - - - -

10.75 11.00 13.00 13.00 14.00 1.00 8%

7

CHANGE FROM

FY 2018/19

ORIGINAL

OPERATION & MAINTENANCE TOTAL(Includes: Administrative Services, Treatment, Environmental Compliance, and Infrastructure)

90


8

OPERATION & MAINTENANCE

PROGRAM DESCRIPTION

This section of the budget provides the service descriptions and performance metrics

for the different Operation & Maintenance (O & M) functions by division. O & M

(Administrative Services, Treatment, Environmental Compliance, and Infrastructure)

staffing remained static until 2016/17. In FY 2016/17, the cost for staff that supervise

and provide support for the contract collection services was reallocated to keep the JPA

staff independent of the contract staff. This was to clearly identify which staff might be

affected if the contract services were terminated. The following staffing summary

reflects the historical cost allocation of staff in O & M.

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

JPA 8.85 8.85 8.85 8.525 10.75 10.50 13.00 14.00

The Joint Exercise of Powers Agreement (JEPA) stipulates that the total expenses of

operation and maintenance of all of the components of the Present Project (intertie

pipeline and attendant pump facilities, ocean outfall, treatment plant) shall be shared in

a manner based on flows.

Operation & Maintenance Flow Calculations

HMB GCSD MWSD

FY 2019/20 55.7% 23.6% 20.6% (Based on Calendar Year 2018)

FY 2018/19 55.4% 24.0% 20.6%

(Based on Calendar Year 2017)

Variance 0.3% -0.4% 0.0%

FINANCIAL DETAILS

The following is a list of budget categories, what is included in each category, and the

changes between the FY 2018/19 and 2019/20 budgets. 91


9

Budget Line # FY 2018/19 FY 2019/20

1. Wages $1,421,597 $1,626,278

Increased for COLA adjustments and step increases

per MOU and Unrepresented Employee Manual.

Includes the addition of one Maintenance Technician.

2. Premium Pay $70,110 $85,700

Overtime paid for staff to perform tasks outside of

normal work times.

3. Health Benefits $299,467 $343,982

The cost of medical, dental, and vision benefits

provided to employees based on the MOU and

Unrepresented Employees Manual. Includes the

addition of one Maintenance Technician.

4. Retirement Contributions $258,026 $296,658

SAM pays the employer contribution to CalPERS for

retirement benefits in compliance with PEPRA.

5. Retirement Medical $30,773 $35,628

Includes contributions to a Health Retirement Account

for future retirees as well as current retiree medical

premiums.

6. Misc. Benefits $87,235 $96,866

Includes Medicare, long-term and short-term disability,

workers compensation, and matching funds to a 457

plan. Includes the addition of one Maintenance

Technician.

7. Personnel Subtotal $2,167,234 $2,485,113

Subtotal of all wage and benefit costs.

8. Legal Services $46,500 $56,500

Increased based on anticipated number of meetings

and special projects. Does not include funds for

defense of SAM in the lawsuit by HMB.

9. Engineering Services $102,000 $467,000

Increased to provide technical design and project

management related to infrastructure projects.

92


10


10. Professional Services $802,000 $749,809

Includes ongoing services that are specialized and

need to be performed by consultants rather than staff.

11. Professional Membership $35,100 $33,100

Includes memberships in professional organizations for

SAM and employees that keeps them current in

industry practices and improves how SAM serves the

community.

12. Insurance Premiums $51,000 $63,000

Property, liability, and pollution premiums based on

utilization rates.

13. Misc. Expenses $79,640 $42,723

Includes incidental expenses (uniforms laundry

services, radio and alarm systems, offsite storage,

postage, claims, copier, phone system support,

property taxes, etc.) not reflected in other categories.

14. Utilities $504,730 $519,758

Electricity, water, telephone, solid waste, etc.

Increased to reflect anticipated rate changes.

15. Travel & Training $42,450 $43,600

Training and travel related costs for attendance at

industry conferences and seminars, and other related

events to allow staff to keep current on technical skills

and industry best practices.

16. Equipment Rental/Lease $60,000 $140,500

Short-term rental or lease of equipment (generators,

storage tanks, etc.).

17. Building & Maintenance Services $159,000 $228,100

Includes janitorial, landscaping, and other regular

building maintenance services.

18. Chemicals $134,000 $184,000

Includes chemicals used in the treatment of wastewater

to meet regulatory standards.

93


11


19. Permits & Licenses $33,000 $33,000

Annual costs for permits with local, regional and state

agencies. Increase reflects anticipated changes in fees.

20. Supplies $51,680 $105,031

Office, computer, breakroom, and safety supplies.

21. Equipment Purchase $331,000 $398,500

Purchase of equipment for repair and rehabilitation of

SAM facilities not included in infrastructure projects.

22. Infrastructure Projects $1,332,500 $2,035,000

Contract construction costs are included in this

category. Includes costs associated with projects that

exceed $50,000 each.

23. Claims/Penalties $5,000 $3,500

Decreased to reflect claim experience.

24. Non-Personnel Subtotal $3,779,600 $5,149,120

Subtotal of all costs not associated with wages and

benefits.

25. Total $5,947,273 $7,634,233

Total of all costs (sum of Personnel and Non-Personnel

subtotals).

94

FY 2016/17

ACTUAL

FY 2017/18

ACTUAL

FY 2018/19

ADOPTED

FY 2018/19

ACTUAL

FY 2019/20

PROPOSED

EXPENDITURES

Personnel

1 Wages 459,592 481,408 506,020 395,594 522,759 16,739 3%

2 Premium Pay - 1,896 200 9,888 7,600 7,400 3700%

3 Health Benefits 68,829 87,037 93,840 72,485 98,532 4,692 5%

4 Retirement Cont. 44,599 62,917 106,996 98,266 112,318 5,322 5%


6 Misc. Benefits 21,295 18,812 22,364 19,295 25,207 2,843 13%

7 Subtotal 607,756 665,254 746,460 611,189 785,588 39,128 5%

Non-Personnel

8 Legal Services 52,254 93,089 56,500 195,207 102,500 46,000 81%

9 Engineering Services 7,244 - 2,000 - 2,000 - 0%

10 Professional Services 177,172 94,563 108,950 305,371 165,631 56,681 52%

11 Prof. Memberships 26,512 27,586 25,000 25,000 25,000 - 0%

12 Insurance Premiums 26,251 205,646 51,000 63,071 63,000 12,000 24%

13 Misc. Expenses 25,407 13,034 27,840 14,870 16,751 (11,089) -40%

14 Utilities 26,043 19,382 20,180 27,466 25,200 5,020 25%

15 Travel & Training 9,081 7,444 16,500 16,689 17,500 1,000 6%

16 Equipment Rental 9,638 13,567 10,000 10,089 10,500 500 5%

17 Bldg & Maint Services 15,517 11,511 37,000 22,871 10,500 (26,500) -72%

18 Chemicals - - - - - - 0%

19 Permits & Licenses - - - - - - 0%

20 Supplies 10,468 4,770 8,229 6,069 9,280 1,051 13%

21 Equipment 5,798 - 20,000 27,808 12,500 (7,500) -38%

22 Infrastructure Projects - - - - - - 0%

23 Claims/Penalties 300,330 - 5,000 3,256 3,500 (1,500) -30%

24 Subtotal 691,715 490,592 388,199 717,768 463,863 75,664 19%

25 TOTAL 1,299,471 1,155,846 1,134,659 1,328,957 1,249,451 114,792 10%

Key Changes

COLA 5% effective 7/1/19 and applicable step increases 16,739

Increase contributions to medical, dental, vision premiums and misc. benefits 14,935

PERS unfunded liability increase effective 7/1/19 5,322

Additional legal costs for on-going litigation 46,000

Increase professional services for outside accounting services 56,681

Increase utilities, supplies, misc. expenses by 4% CPI 21,703

Eliminate one-time expenses in FY 2018/19 (46,589)

Total 114,792

By Category

CHANGE FROM

FY 2018/19

ORIGINAL

ADMINISTRATIVE SERVICES

12

95

FY 2016/17

ACTUAL

FY 2017/18

ACTUAL

FY 2018/19

ADOPTED

FY 2018/19

ACTUAL

FY 2019/20

PROPOSED

REVENUE

By Type:

26 JPA Assessments 991,864 816,375 1,128,147 1,388,147 1,249,451 121,304 11%


28 NDWSCP Fees - - - - - - 0%

29 Misc. Fees - - - - - - 0%

30 Interest Earnings 8,950 20,184 6,500 19,680 20,000 13,500 208%

31 Misc. Revenue 34,375 66,827 500 500 500 - 0%

32 (From) Reserves - - - - - - 0%

33 1,035,189 903,386 1,135,147 1,408,327 1,269,951 134,804 12%

By Agency:

34 Half Moon Bay 502,565 538,137 624,994 769,034 696,291 71,297 11%

35 Granada CSD 284,951 55,561 270,755 333,155 295,475 24,720 9%

36 Montara WSD 204,348 222,677 232,398 285,958 257,684 25,286 11%

37 991,864 816,375 1,128,147 1,388,147 1,249,451 121,304 11%

Key Changes

Assessments reflect increased funding for wages, benefits, and legal services 121,304$

Increase in interest earnings 13,500$

134,804


Operating Fund FTE 3.50 4.00 4.00 4.00 4.00 - 0%

Other Funds FTE - - - - - - 0%

3.50 4.00 4.00 4.00 4.00 - 0%

13

ADMINISTRATIVE SERVICESBy Category

CHANGE FROM

FY 2018/19

ORIGINAL

96


14

ADMINISTRATIVE SERVICES DIVISION

PROGRAM DESCRIPTION

The Administrative Services division provides administrative and financial support to the

Board of Directors, the General Manager and all SAM divisions. Its function includes:

overall planning and coordination of SAM activities, including finance, human resources,

and risk management; management of SAM’s information systems and web site; and

Board services. There is little public contact by office staff. Contact with member agency

staff and vendors is often coordinated via Administrative Services and information

management is a significant role.

This division is responsible for all payroll related items including wage and benefits

administration, CalPERS reporting, recruitment, employee relations, training, as well as

administration of the District’s self-insurance and loss prevention programs.

The financial staff in Administrative Services is responsible for maintaining detailed

financial records; accounts payable processing; issuing, tracking and collection of

accounts receivables; payroll processing; employee benefits accounting; fixed asset

management; financial planning; budget development; debt administration; centralized

procurement; coordination of the District’s audits.

Administrative Services operations are managed by the Supervisor Administrative

Services. The following organizational chart reflects the reporting structure for this

division.

97


15

The following staffing summary reflects the historical cost allocation for this division.

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

JPA 4.00 4.00 3.93 3.98 4.00 3.50 4.00 4.00

FINANCIAL DETAILS

The following is a list of key budget categories, what is included in each category, and

the changes between the FY 2017/18 and 2018/19 budgets.


1. Wages $506,020 $522,759

Increased for COLA adjustments and step increases

per MOU and Unrepresented Employees Manual.

Includes wages for staff allocated to this division and

the fees paid to SAM Directors for days of service.

2. Premium Pay $200 $7,600


normal work times.

3. Health Benefits $93,840 $98,532

Increased to reflect the cost of medical, dental, and

vision benefits provided to employees based on the

MOU and Unrepresented Employees Manual.


SAM pays the employer contribution to CalPERS for

retirement benefits in compliance with PEPRA.

GeneralManager

Supervisor of Admin Services

AdministrativeAssistant

AccountingTechnician

98


16



Includes contributions to a Health Retirement Account

for future retirees as well as current retiree medical

premiums.

6. Misc. Benefits $22,364 $25,207


workers compensation, and matching funds to a 457

plan.

7. Personnel Subtotal $746,460 $785,588

Subtotal of all costs associated with SAM staff wages

and benefits

8. Legal Services $56,500 $102,500

Increased based on anticipated number of meetings

and special projects. Does not include funds for

defense of SAM in the lawsuit by HMB.


Increased to provide general support unrelated to

infrastructure or maintenance projects.


Includes ongoing services that are specialized and

need to be performed by consultants rather than staff.

Assumes a 4% CPI increase to these services.


Includes memberships in professional organizations for

SAM and employees that keeps them current in

industry practices and improves how SAM serves the

community.

12. Insurance Premiums $51,000 $63,000

Property, liability, and pollution premiums based on

utilization rates.

13. Misc. Expenses $27,840 16,751

Incidental expenses (offsite storage, postage, claims,

phone system, etc.) not reflected in other categories. 99


17


14. Utilities $20,180 $25,200

Electricity, water, telephone, internet connections, etc.

based on FY 2017/18 projections and anticipated rate

changes.

15. Travel & Training $16,500 $17,500




and industry best practices.

16. Equipment Rental $10,000 $10,500

Short-term rental of equipment for less than a fiscal

year and annual cost of multi-year leased equipment

(copier, phones, etc.).


Includes janitorial, landscaping, and other regular

building maintenance services.

18. Chemicals $0 $0

There are no chemical costs charged to Administrative

Services.

19. Permits & Licenses $0 $0

There are no permit and license costs charged to

Administrative Services.

20. Supplies $8,229 $9,280

Office, computer, breakroom, and general supplies.

21. Equipment $20,000 $12,500

Purchase of replacement computers, small office and

ergonomic equipment.

22. Infrastructure Projects $0 $0

Contract construction costs for projects that exceed

$50,000 each.

23. Claims/Penalties $5,000 $3,500

Decreased to reflect claim experience. 100


18


24. Non-Personnel Subtotal $388,688 $463,863


benefits.

25. Total $1,134,659 $1,249,451

Total of all costs for Administrative Services (sum of

Personnel and Non-Personnel subtotals).

The significant changes in the Administrative Services division from the Adopted Budget

for FY 2018/19 included in the FY 2019/20 budget are as follows.

1. Increased the retirement contributions budget to CalPERS for classic employees

based on projected rate changes and blended with PEPRA rates.

2. Increased legal services to account for litigation and special projects.

GOALS

Provide effective and efficient administrative support to the Board and other

divisions.

Maintain responsive and efficient customer service.

Ensure that SAM is protected against loss through risk and claim management.

Manage information systems, web site, and social media pages.

Review administrative, financial, and personnel policies each year for compliance

and relevance.

ACHIEVEMENTS

Submitted the Annual Financial and Salary & Compensation reports to the State

Controller’s Office by the deadline.

Implemented objectives identified in the SAM Strategic Plan.

Reviewed and updated administrative, financial, and personnel policies.

Presented budget to Board and member agencies by deadlines.

PROGRAM OBJECTIVES

Manage the processing and review of SAM contracts.

Maintain records of benefits, including employee leave balances, retirement

contributions, and employer-provided insurance policies.

Recruit and retain highly qualified candidates for vacant positions.

Maintain up-to-date personnel files.

Provide on-going clarifications of definitions and conditions of employment. 101


19

Evaluate personnel policies and procedures and make appropriate revisions.

Process employee payroll per employee contracts. Process accounts payable

on a weekly basis. Issue, track and collect accounts receivable.

Maintain accounting files on Capital Improvement projects and Fixed Assets.

Provide monthly budget reports each month.

Conform with GAAP (Generally Accepted Accounting Principles).

Manage and prioritize division activities on an ongoing basis.

Work with other divisions to implement procedures that result in cost savings,

increased efficiencies, and improved customer service.

Provide general administrative support to all divisions for centralized services.

Efficiently and effectively manage information technology and systems, including

the SAM website and social media sites.

PERFORMANCE MEASURES

Submit the Annual Financial and Salary & Compensation reports to the State

Controller’s Office by the deadline.

Implement objectives identified in the SAM Strategic Plan.

Review and update, as necessary, administrative, financial, and personnel

policies.

Complete annual audit and present it to the Board no later than December 31.

Present budget to Board and member agencies in a timely manner.

102

FY 2016/17

ACTUAL

FY 2017/18

ACTUAL

FY 2018/19

ADOPTED

FY 2018/19

ACTUAL

FY 2019/20

PROPOSED

EXPENDITURES

Personnel

1 Wages 608,420 711,375 878,692 924,075 1,063,771 185,079 21%

2 Premium Pay 77,787 70,432 69,095 49,169 77,500 8,405 12%

3 Health Benefits 152,910 163,163 199,410 206,989 240,000 40,590 20%

4 Retirement Cont. 109,564 78,267 142,110 161,988 175,000 32,890 23%


6 Misc. Benefits 32,627 38,234 62,571 50,513 69,435 6,864 11%

7 Subtotal 984,222 1,070,116 1,365,058 1,407,101 1,641,663 276,605 20%

Non-Personnel

8 Legal Services - - - - - - 0%

9 Engineering Services 42,223 129,141 15,000 86,597 15,000 - 0%


11 Prof. Memberships 11,185 11,084 10,000 6,374 8,000 (2,000) -20%

12 Insurance Premiums - - - - - - 0%

13 Misc. Expenses 33,532 18,860 41,200 15,260 18,367 (22,833) -55%

14 Utilities 511,074 406,151 484,500 487,832 494,500 10,000 2%

15 Travel & Training 4,111 8,385 22,500 16,500 22,500 - 0%

16 Equipment Rental 68,017 155,582 50,000 75,375 130,000 80,000 160%

17 Bldg & Maint Services 139,624 269,954 122,000 216,903 217,600 95,600 78%

18 Chemicals 124,950 129,656 130,000 171,074 175,000 45,000 0%

19 Permits & Licenses 30,923 51,194 33,000 25,377 33,000 - 0%

20 Supplies 52,638 47,677 31,200 68,741 73,650 42,450 136%

21 Equipment 64,746 200,273 208,000 179,711 383,000 175,000 84%


23 Claims/Penalties - - - - - - 0%

24 Subtotal 1,566,109 1,874,619 1,579,900 1,821,255 2,037,217 457,317 29%

25 TOTAL 2,550,331 2,944,735 2,944,958 3,228,356 3,678,880 733,922 25%

Key Changes

Additional Maintenance Technician 112,181$

COLA, applicable step increases, CalPERS rate changes 164,424$

Engineering: technical support for small repair projects -$

Professional Services: preventive maintenance 34,100$

Building maintenance services for small (<$50k) projects 95,600$

Replace equipment and vehicles that are beyond useful life 175,000$

Increase services, supplies, chemicals, etc. by 4% CPI 152,617$

Total 733,922$

By Category

CHANGE FROM

FY 2018/19

ORIGINAL

TREATMENT

20

103

FY 2016/17

ACTUAL

FY 2017/18

ACTUAL

FY 2018/19

ADOPTED

FY 2018/19

ACTUAL

FY 2019/20

PROPOSED

REVENUE

By Type:

26 JPA Assessments 2,209,193 2,562,043 2,821,458 2,821,458 3,461,880 640,422 23%


28 NDWSCP Fees 86,643 91,535 123,500 146,775 147,000 23,500 19%

29 Misc. Fees - - - - - - 0%

30 Interest Earnings - - - - - - 0%

31 Misc. Revenue - - - 140,016 70,000 70,000 0%

32 (From) Reserves - - - - - - 0%

33 2,295,836 2,653,578 2,944,958 3,108,249 3,678,880 733,922 25%

By Agency:

34 Half Moon Bay 1,138,924 1,364,809 1,566,767 1,566,767 1,929,229 362,462 23%

35 Granada CSD 645,762 671,255 671,582 671,582 818,679 147,097 22%

36 Montara WSD 424,507 525,979 583,109 583,109 713,972 130,863 22%

37 2,209,193 2,562,043 2,821,458 2,821,458 3,461,880 640,422 23%

Key Changes

Assessments reflect increased funding for wages, benefits, and small repair projects 640,422

Increased leachate deliveries per contract 23,500

Overhead revenue from Contract Services 70,000

733,922


Operating Fund FTE 6.25 6.50 8.75 8.75 9.75 1.00 11%


6.25 6.50 8.75 8.75 9.75 1.00 11%

21

TREATMENTBy Category

CHANGE FROM

FY 2018/19

ORIGINAL

104


22

TREATMENT DIVISION

PROGRAM DESCRIPTION

The Treatment division is responsible for the safe, economical, and environmentally

acceptable treatment and reclamation of all sanitary wastewater flows from the City of

Half Moon Bay, Granada Community Services District, and the Montara Water &

Sanitary District. The division is responsible for the reliability and integrity of systems

and equipment at the Plant and the operation and maintenance of three SAM pump

stations and the transmission pipeline. Staff performs predictive and preventive

maintenance programs, corrective and rehabilitative maintenance, and in-house

equipment and process improvements.

Over recent years we have lost some of the key personal and with that institutional

knowledge and ability. While staff is trying to keep up with the current needs of an aging

system we have had to bring in people that specialize in certain pieces of equipment as

necessary. We are also finding that a growing portion of our equipment no longer has

parts available on the primary market which can be problematic at best.

Division services are supervised by the Supervisor of Treatment/Field Operations. The

following organizational chart reflects the reporting structure of the division.

Tim CostelloSpvr Treatment/Field Operations

Lead Operator(2.0 FTE)

Operator-in-Training(1.0 FTE)

Operator I/II/III

(2.0) FTE

Maintenance Technician

I/II/III(2.00 FTE)

Kishen PrathivadiEngineer

Utility Worker

(1.00 FTE)

105


23

The following staffing summary reflects the historical cost allocation for the division.

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

JPA 4.60 4.60 4.70 4.275 5.95 6.25 8.75 9.75

FINANCIAL HIGHLIGHTS




1. Wages $878,692 $1,063,771

Increased for COLA adjustments and merit step

increases, where applicable, per MOU; addition of a

new Maintenance Technician.

2. Premium Pay $69,095 $77,500


normal work times as well as standby pay.

3. Health Benefits $199,410 $240,000

Increased to reflect new position. The cost of medical,

dental, and vision benefits provided to employees

based on the MOU or Unrepresented Employees

Manual.


Increased to reflect new position. SAM pays the

employer contribution to CalPERS for retirement

benefits in compliance with PEPRA.


Increased to reflect new position.

6. Misc. Benefits $62,571 $69,435

Increased to reflect new position. Includes Medicare,

long-term and short-term disability, and workers

compensation.

7. Personnel Subtotal $1,365,058 $1,641,663

Subtotal of all costs associated with wages and

benefits.

8. Legal Services $0 $0

There are no legal services budgeted to Treatment. 106


24



Specialized services related to small (<$50,000)

projects.


Services that are specialized and need to be performed

by contractors rather than staff (GIS software hosting,

electrical maintenance, safety training, permit

compliance assistance, SSMP audit and updates,

outfall inspection, inspections, SCADA support, etc.).


Memberships in professional organizations for SAM

and employees that keeps them current in industry

practices and improves how SAM serves the

community.

12. Insurance Premiums $0 $0

There are no insurance premiums charged to

Treatment.

13. Misc. Expenses $41,200 $18,367

Includes incidental expenses (uniform services, radio

and alarm systems, etc.) not captured in other

categories. Significant decrease due to new uniform

services contract.

14. Utilities $484,500 $494,500

Electricity, water, telephone, solid waste, etc. Increased

to reflect anticipated rate changes.

15. Travel & Training $22,500 $22,500




and industry best practices and safety training.

16. Equipment Rental/Lease $50,000 $130,000


storage tanks, etc.). 107


25



Preventive maintenance and emergency repairs on

structures and stationary equipment that do not extend

the life expectancy of the asset. Includes small

(<$50,000) repair projects.

18. Chemicals $130,000 $175,000

Includes chemicals (sodium hypochlorite, polymer,

ferric chloride) used in the treatment of wastewater to

meet regulatory standards.

19. Permits & Licenses $33,000 $33,000

Annual costs for permits with local, regional and state

agencies.

20. Supplies $31,200 $73,650

Office, computer, safety, and general supplies.

21. Equipment $208,000 $383,000

Purchase of equipment for repair and rehabilitation of

SAM facilities not captured in infrastructure projects.

22. Infrastructure $0 $0

There are no project costs budgeted to Treatment.

These costs are generally reflected in the Infrastructure

division and exceed $50,000 per project.

23. Claims/Penalties $0 $0

There are no claims/penalties budgeted to Treatment.



benefits.

25. Total $2,944,958 $3,678,880

Total of all costs for Treatment (sum of Personnel and

Non-Personnel subtotals).

The significant changes in the Treatment division from FY 2018/19 included in the FY

2019/20 budget are:

108


26

1. Add one new Maintenance Technician to address workload and standby needs

as well as succession planning.

2. Increased the retirement contributions budget to CalPERS for classic employees

based on projected rate changes and blended with PEPRA rates.

3. Small (<$50k) repair/replace projects at plant and pump stations.

4. Increased funds for preventive maintenance on electrical, pumps, and other key

equipment.

GOALS

Operate the wastewater system for current and future customers with safe,

efficient, and cost-effective treatment services.

Achieve 100% compliance with all NPDES limits for conventional pollutants.

Maintain appropriate capacities and effective operations and assure no spills or

overflows at SAM facilities.

Maintain SAM facilities at a level that assures uninterrupted quality service and

no process interruptions due to equipment failures.

Promote the development and education of staff to assure the ongoing ability to

operate, maintain, troubleshoot and repair all systems and equipment.

Maintain equipment and facilities to improve reliability and reduce operating and

maintenance costs.

HIGHLIGHTS

Performed process related laboratory analysis for the Environmental Compliance

division on weekends.

Conducted all required annual safety training programs.

Administered the Trucked Waste Acceptance Program.

Worked to optimize processes to improve reliability.

Developed and implemented standard operating procedures (SOPs) for

operations and maintenance functions.

Purchased and implemented new computer maintenance management system to

replace outdated system.

PROGRAM OBJECTIVES

Perform required preventive and predictive maintenance to eliminate spills,

overflows, bypasses, or discharge permit violations, and to minimize the

possibility of equipment breakdowns

Promote comprehensive training of division personnel. 109


27

Continue to promote and provide a safe and healthy environment for all staff,

contractors, and community.

Develop and implement maintenance plan for routine maintenance on all

equipment.


Meet all effluent quality targets described in the NPDES permit.

Perform all routine maintenance tasks in a timely manner.

110

FY 2016/17

ACTUAL

FY 2017/18

ACTUAL

FY 2018/19

ADOPTED

FY 2018/19

ACTUAL

FY 2019/20

PROPOSED

EXPENDITURES

Personnel

1 Wages 55,899 32,940 36,886 31,689 39,748 2,862 8%

2 Premium Pay 1,256 915 815 291 600 (215) -26%

3 Health Benefits 7,281 5,794 6,217 5,328 5,450 (767) -12%

4 Retirement Cont. 9,812 4,514 8,895 7,954 9,340 445 5%

5 Retirement Medical 227 502 553 461 500 (53) -10%

6 Misc. Benefits 2,434 1,636 2,300 1,548 2,223 (76) -3%

7 Subtotal 76,909 46,301 55,666 47,271 57,861 2,195 4%

Non-Personnel

8 Legal Services - - - - - - 0%

9 Engineering Services - - - - - - 0%


11 Prof. Memberships - - 100 - 100 - 0%


13 Misc. Expenses 550 12,474 10,600 6,972 7,605 (2,995) -28%

14 Utilities - - 50 0 57 7 15%

15 Travel & Training 25 225 3,450 500 3,600 150 4%

16 Equipment Rental - - - - - - 0%

17 Bldg & Maint Services - - - - - - 0%

18 Chemicals 7,642 2,338 4,000 8,858 9,000 5,000 125%

19 Permits & Licenses - - - - - - 0%

20 Supplies 5,868 8,965 12,251 20,384 22,101 9,850 80%

21 Equipment 7,490 1,587 3,000 - 3,000 - 0%



24 Subtotal 78,642 105,342 94,001 97,588 163,041 69,040 73%

25 TOTAL 155,551 151,643 149,667 144,859 220,902 71,235 48%

Key Changes

COLA, applicable step increases, CalPERS rate changes 2,195$

4% CPI increase for utilities, services, and supplies 12,040$

Professional Services: First Flush Annual Program and Outreach support 45,000$

Pilarcitos Creek Meter Support 12,000$

Total 71,235$

By Category

CHANGE FROM

FY 2018/19

ORIGINAL

ENVIRONMENTAL COMPLIANCE

28

111

FY 2016/17

ACTUAL

FY 2017/18

ACTUAL

FY 2018/19

ADOPTED

FY 2018/19

ACTUAL

FY 2019/20

PROPOSED

REVENUE

By Type:

26 JPA Assessments 170,045 162,064 146,642 146,641 218,102 71,460 49%


28 NDWSCP Fees (1) 17,703 3,025 2,572 2,800 (225) -7%

29 Misc. Fees - - - - - - 0%


31 Misc. Revenue - - - - - - 0%

32 (From) Reserves - - - - - - 0%

33 170,044 179,767 149,667 149,213 220,902 71,235 48%

By Agency:

34 Half Moon Bay 66,605 84,597 81,720 81,720 121,544 39,823 49%

35 Granada CSD 37,765 42,461 34,678 34,678 51,578 16,899 49%

36 Montara WSD 65,675 35,006 30,243 30,243 44,981 14,738 49%

37 170,045 162,064 146,642 146,641 218,102 142,696 97%

Key Changes


Operating Fund FTE 0.50 0.25 0.25 0.25 0.25 - 0%


0.50 0.25 0.25 0.25 0.25 - 0%

29

ENVIRONMENTAL COMPLIANCEBy Category

CHANGE FROM

FY 2018/19

ORIGINAL

112


30

ENVIRONMENTAL COMPLIANCE DIVISION

PROGRAM DESCRIPTION

The Environmental Compliance division provides services and oversight in four areas:

National Pollutant Discharge Elimination System (NPDES) permit compliance,

Laboratory Operations, Non-Domestic Waste Source Control (NDWSCP) Program, and

Pollution Prevention (P2) Program. NPDES permit compliance involves maintaining

compliance with permit parameters, implementing investigations and additional

sampling programs to address specific pollutants, developing action plans to reduce

these pollutants and reporting levels of progress to the Regional Board. The in-house

laboratory conducts analyses of various plant samples for process control, some

NPDES permit parameters, and special projects as needed. We do contract with

outside lab analysis for NPDES requirements that our in-house lab is not certified to do

to be in compliance with ELPA, (Environmental Lab Accreditation Program).

The NDWSC Program includes evaluating facilities and dischargers within SAM’s

service area that could adversely affect the SAM collection system and/or treatment

plant, evaluating discharge permit applications and issuing permits, performing

inspections, sampling and monitoring and conducting enforcement when needed. The

P2 Program focuses on educating commercial businesses and residents on pollutants

that are harmful to the collection system, treatment plant and the environment, including

fats, oils, and grease (F.O.G.), and how to reduce or eliminate them. Public information,

plant tours, and participation in outreach activities are significant elements.

Division functions are supervised by the Operations Superintendent. The following

organizational chart reflects the reporting structure of the division.

Supervisor of Treatment/Field

Operations 113


31

The following staffing summary reflects the historical cost allocation for the division.

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

JPA 0.25 0.25 0.225 0.275 0.50 0.25 0.25 0.25




Budget Line # FY2018/19 FY 2019/20

1. Wages $36,886 $39,748

Increased for COLA adjustments.

2. Premium Pay $815 $600

Special compensation for certification above that

required by the position.

3. Health Benefits $6,217 $5,450

The cost of medical, dental, and vision benefits

provided to employees based on the MOU or

Unrepresented Employees Manual.


SAM pays the employer contribution but no portion of

the employee contribution to CalPERS for retirement

benefits. SAM is in compliance with PEPRA.

5. Retirement Medical $553 $500

Increased to reflect contributions in compliance with

GASB.

6. Misc. Benefits $2,300 $2,223


workers compensation.

7. Personnel Sub-total $55,666 $57,861



There are no legal services budgeted to EC.

9. Engineering Services $0 $0

There are no engineering costs budgeted to EC. 114


32



Services that are specialized and must be performed by

outside laboratories and consultants (SVCW,

laboratories, SMCRCD, event registration, etc.).

Change reflects anticipated fee increases based on

new TNI standards.

11. Professional Membership $100 $100

The cost of maintaining membership in CWEA.


There are no insurance premiums budgeted to EC.

13. Misc. Expenses $10,600 $7,605

Includes incidental expenses (outreach materials,

postage, etc.) not reflected in other categories.

14. Utilities $0 $0

There are no utility costs budgeted to EC.

15. Travel & Training $3,450 $3,600


industry conferences, seminars, and other related

events to keep current on technical skills and industry

practices and required safety training.

16. Equipment Rental/Lease $0 $0


storage tanks, etc.) for less than a fiscal year.

17. Building & Maintenance Services $0 $0

There are no building maintenance services budgeted

to EC.

18. Chemicals $4,000 $9,000

Includes chemicals used in the laboratory.


There are no permits or licenses budgeted to EC.

115


33


20. Supplies $12,251 $22,101

Lab and general supplies including materials for biology

student field trips to the plant.

21. Equipment $3,000 $3,000

Purchase of equipment and tools for the laboratory to

replace noncompliant or inoperable equipment.

22. Infrastructure Projects $0 $0

There are no project costs budgeted to EC.


There are no claims or penalties budgeted to EC.

24. Non-Personnel Subtotal $94,001 $163,041


benefits.

25. Total $149,667 $220,902

Total of all costs for EC (sum of Personnel and Non-

Personnel subtotals).

The significant changes in the Environmental Compliance division from the Adopted

Budget for FY 2018/19 included in the FY 2019/20 budget are:

1. Increased retirement contributions to CalPERS for classic employees based on

projected rate changes.

2. Increased professional services to reflect costs associated with pollution

prevention and outreach requirements in new NPDES permit and TNI standards.

GOALS

Achieve and maintain 100 % compliance with the District’s NPDES permit

requirements, including the NDWSC and Pollution Prevention (P2) programs.

Promote and maintain a positive, safe and productive work environment while

cultivating a sense of environmental stewardship.

Promote and maintain representative sampling, perform exceptional analyses

and accurately report data collected to evaluate industrial and commercial

discharges, the operational status of the treatment plant and the quality of the

bio-solids generated.

116


34

Effectively regulate dischargers of industrial, commercial and other types of

wastewater to protect the sanitary sewer system, the treatment plant, staff, the

public and the environment.

Effectively implement the Pollution Prevention (P2) Program and provide public

outreach to reduce and or prevent the discharge of pollutants to the collection

system, treatment plant and the environment; this includes implementing tools to

measure the progress of these efforts.

Effectively build and maintain partnerships with other agencies that have similar

requirements and goals (Green Business Program, Household Hazardous

Waste/Pharmaceutical Collection, Bay Area Pollution Prevention Group, etc.)

Maintain Environmental Laboratory Accreditation Program (ELAP) certification for

conventional pollutants and coliform bacteria.

ACHIEVEMENTS

Identified deficiencies in the necessary ELAP certification requirements and

implemented necessary changes.

Performed the annual NDWSC program inspections and sampling at commercial

facilities and inspections at food service establishments (FSEs) and dentists in

the SAM’s service area.

Conducted classroom tours of the treatment plant for over 280 students.

PROGRAM OBJECTIVES

Perform all required sampling, inspections, studies and outreach to comply with

the District’s NPDES permit, NDWSCP and Pollution Prevention programs,

F.O.G. program, and process control.

Maintain compliance with all programs and requirements listed above.

Maintain ELAP certification for laboratory functions.

Continue to educate and increase the level of awareness on pollution prevention

and water quality issues with the goals of changing behavior and decreasing the

volume of pollutants entering the treatment plant and the bay.

Participate in public outreach activities such as the Half Moon Bay Art & Pumpkin

Festival and Pacific Coast Dream Machines.

Distributed informational materials, brochures, and notices regarding proper

discharge of wastes to residents, commercial businesses, and public events.

Coordinate Plant Tour program for Half Moon Bay High School biology students.


Complete 100% NDWSCP inspections as required by SAM permits. 117


35

Meet and maintain ELAP compliance requirements.

Complete all of the necessary annual continued learning units to maintain

required Environmental Compliance Inspector and Laboratory Analyst

certifications from the California Water Environment Association.

118

FY 2016/17

ACTUAL

FY 2017/18

ACTUAL

FY 2018/19

ADOPTED

FY 2018/19

ACTUAL

FY 2019/20

PROPOSED

EXPENDITURES

Personnel

1 Wages 14,794 - - - - - 0%

2 Premium Pay - - - - - - 0%

3 Health Benefits 1,988 - - - - - 0%

4 Retirement Cont. 750 - - - - - 0%

5 Retirement Medical 16 - - - - - 0%

6 Misc. Benefits 363 - - - - - 0%

7 Subtotal 17,911 - - - - - 0%

Non-Personnel

8 Legal Services - 5,448 - 5,200 - - 0%

9 Engineering Services 194,639 163,255 85,000 86,197 450,000 365,000 429%

10 Professional Services - 59,786 200,000 200,000 - (200,000) -100%

11 Prof. Memberships - - - - - - 0%


13 Misc. Expenses 47,671 288 - - - - 0%

14 Utilities - - - - - - 0%

15 Travel & Training - - - - - - 0%

16 Equipment Rental - - - - - - 0%

17 Bldg & Maint Services - - - - - - 0%

18 Chemicals - - - - - - 0%

19 Permits & Licenses - - - 4,266 - - 0%

20 Supplies - - - - - - 0%

21 Equipment 40,000 865,804 100,000 297,544 - (100,000) -100%

22 Infrastructure Projects 48,500 1,952,693 1,332,500 1,192,500 2,035,000 702,500 53%


24 Subtotal 330,810 3,047,274 1,717,500 1,785,707 2,485,000 767,500 45%

25 TOTAL 348,721 3,047,274 1,717,500 1,785,707 2,485,000 767,500 45%

Key Changes

Assess and plan for replacement of remaining IPS sections 767,500$

By Category

CHANGE FROM

FY 2018/19

ORIGINAL

INFRASTRUCTURE

36

119

FY 2016/17

ACTUAL

FY 2017/18

ACTUAL

FY 2018/19

ADOPTED

FY 2018/19

ACTUAL

FY 2019/20

PROPOSED

REVENUE

By Type:

26 JPA Assessments 746,075 2,772,559 1,967,500 2,035,500 2,485,000 517,500 26%


28 NDWSCP Fees - - - - - - 0%

29 Misc. Fees - - - - - - 0%


31 Misc. Revenue - - - - - - 0%

32 To/(From) Reserves - - - - - - 0%

33 746,075 2,772,559 1,967,500 2,035,500 2,485,000 517,500 26%

By Agency:

34 Half Moon Bay 395,888 1,473,902 1,092,561 1,130,233 1,384,836 292,275 0%

35 Granada CSD 196,477 757,857 468,317 484,637 587,663 119,346 0%

36 Montara WSD 153,710 540,800 406,622 420,630 512,502 105,880 0%

37 746,075 2,772,559 1,967,500 2,035,500 2,485,000 517,500 26%

Key Changes

Assessments allocated based on CY 2018 flow calculation


Operating Fund FTE 0.50 0.25 - - - - 0%


0.50 0.25 - - - - 0%

37

INFRASTRUCTUREBy Category

CHANGE FROM

FY 2018/19

ORIGINAL

120


38

INFRASTRUCTURE DIVISION

PROGRAM DESCRIPTION

The Infrastructure Division is responsible for the management and technical support

necessary to develop and manage an infrastructure program and provide project

management and construction inspection services of SAM facilities.

Division services are managed by the Engineer; however, none of the related personnel

costs are allocated to this division. The following staffing summary reflects the historical

cost allocation to this division.

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

JPA 0.00 0.00 0.00 0.00 0.80 0.50 0.0 0.0





1. Wages $0 $0

All personnel costs have been reallocated to Treatment.

2. Premium Pay $0 $0


3. Health Benefits $0 $0


4. Retirement Contributions $0 $0

All personnel costs have been reallocated to Treatment. 121


39


5. Retirement Medical $0 $0


6. Misc. Benefits $0 $0


7. Personnel Subtotal $0 $0



Costs associated with general contract review

reallocated to Administration.


Engineering services requiring specialized certification

or skills will be performed by consulting engineers.

10. Professional Services $200,000 $0

Specialized services that cannot be provided by staff.

11. Professional Memberships $0 $0

There are no professional memberships budgeted to

Infrastructure.


There are no insurance premiums budgeted to

Infrastructure.

13. Misc. Expenses $0 $0

There are no utilities budgeted to Infrastructure.

14. Utilities $0 $0

There are no utilities budgeted to Infrastructure.

15. Travel & Training $0 $0

There are no costs budgeted to Infrastructure.

16. Equipment Rental $0 $0


storage tanks, etc.).

122


40


17. Building & Maintenance Services $0 $0

Preventive maintenance and emergency repairs on

structures and stationary equipment that do not extend

the life expectancy of the asset.

18. Chemicals $0 $0

There are no chemical costs budgeted to Infrastructure.


Permits related to projects.

20. Supplies $0 $0

There are no supply costs budgeted to Infrastructure.

21. Equipment $100,000 $

Equipment costs associated with projects that exceed

$50,000.

22. Infrastructure $1,332,500 $2,035,000

Contract construction costs are included in this

category. Includes costs associated with projects that

exceed $50,000 each.


There are no costs budgeted to Infrastructure.



benefits.

25. Total $1,717,500 $2,485,000

Total of all costs for Treatment (sum of Personnel and

Non-Personnel subtotals).

The Infrastructure division budget increased from $1.72 million to $2.49 million in FY

2019/20. The significant changes in the Infrastructure division are:

1. Increased to fund projects identified in the 5-Year CIP. The projects planned for

this fiscal year are:

Intertie Pipeline System – Princeton Segment $100,000

Intertie Pipeline System – Montara to Portola Segment $1,300,000

Montara Pump Station – Repair Electrical Conduits $120,000 123


41

Princeton Pump Station – Pump Station Bypass $100,000

WWTP – Influent Pump Electrical Conduit $110,000

WWTP – Shade Canopy for Chemical Storage & Pump $55,000

WWTP – Anaerobic Digester Heat Exchanger & Shell $100,000

WWTP – Install WAS Gravity Thickener & Storage $300,000

WWTP – Replace Digester Gas Flare System $300,000

GOALS

To provide engineering analysis and project development for cost effective

implementation of all SAM facility infrastructure projects.

To effectively plan and implement future rehabilitation and replacement of the

facilities to maintain an efficient, reliable system and to provide timely response

with plan review for new development.

To maintain accurate reproducible records of facility improvements and records.

To keep informed of all construction that may affect SAM facilities.

HIGHLIGHTS

Directed design approval, implementation and construction inspection for all

facility projects.

Infrastructure Projects completed in FY 2018/19:

Portola Pump Station – Replace Pump #1

Portola Pump Station – Replace ATS

WWTP – Replace Chemical Pump System

PROGRAM OBJECTIVES

Provide research, design, bidding and construction inspection services for

infrastructure projects.

Prioritize infrastructure projects to meet SAM needs, compliance with new

regulatory requirements, and update 5-Year CIP.

124

PROJECT REASONING:

PROJECT

TOTAL

EXPENSED

PRIOR

YEARS

ACTUAL

FY 2018/19

PROPOSED

FY 2019/20

PROPOSED

FY 2020/21

PROPOSED

FY 2021/22

EXPENDITURES

Personnel

1 Wages - - - - - -

2 Premium Pay - - - - - -

3 Health Benefits - - - - - -

4 Retirement Cont. - - - - - -

5 Retirement Medical - - - - - -

6 Misc. Benefits - - - - - -

7 Subtotal - - - - - -

Non-Personnel

8 Legal Services - - - - - -

9 Engineering Services 350,000 - - 100,000 250,000 -

10 Professional Services - - - - - -

11 Prof. Memberships - - - - - -

12 Insurance Premiums - - - - - -

13 Misc. Expenses - - - - - -

14 Utilities - - - - - -

15 Travel & Training - - - - - -

16 Equipment Rental - - - - - -

17 Bldg & Maint Services - - - - - -

18 Chemicals - - - - - -

19 Permits & Licenses - - - - - -

20 Supplies - - - - - -

21 Equipment - - - - - -

22 Infrastructure Projects - - - - - -

23 Claims/Penalties - - - - -

24 Subtotal 350,000 - - 100,000 250,000 -

25 TOTAL 350,000 - - 100,000 250,000 -

PROJECT DESCRIPTION:

This section of the Intertie Pipeline System has never been assessed for its condition. Once the assessment has

been completed, staff will have a better idea of when this project should be completed within the 5-Year Capital

Improvement Plan. Staff estimates that the design documents, drawings, specifications, and cost estimates will be

completed in FY 2020/21.

The Intertie Pipeline System has demonstrated a

vulnerability to breaks, resulting in regulatory violations

and human health risks as well as environmental

damage. This section needs to be assessed and then

design and construction will be prioritized based on the

outcome.

FORCE MAIN: PRINCETON SECTION REPAIR/REPLACE

42

125

PROJECT

TOTAL

EXPENSED

PRIOR

YEARS

ACTUAL

FY 2018/19

PROPOSED

FY 2019/20

PROPOSED

FY 2020/21

PROPOSED

FY 2021/22

REVENUE

By Type:

26 JPA Assessments 350,000 - - 100,000 250,000 -

27 Contract Services - - - - - -

28 NDWSCP Fees - - - - - -

29 Misc. Fees - - - - - -

30 Interest Earnings - - - - - -

31 Misc. Revenue - - - - - -

32 (From) Reserves - - - - - -

33 350,000 - - 100,000 250,000 -

By Agency:

34 Half Moon Bay 195,047 - - 55,728 139,319.47 -

35 Granada CSD 82,769 - - 23,648 59,120.98 -

36 Montara WSD 72,183 - - 20,624 51,559.55 -

37 350,000 - - 100,000 250,000 -

43

FORCE MAIN: PRINCETON SECTION REPAIR/REPLACE

126

PROJECT REASONING:

PROJECT

TOTAL

EXPENSED

PRIOR

YEARS

ACTUAL

FY 2018/19

PROPOSED

FY 2019/20

PROPOSED

FY 2020/21

PROPOSED

FY 2021/22

EXPENDITURES

Personnel

1 Wages - - - - - -






7 Subtotal - - - - - -

Non-Personnel


9 Engineering Services 350,000 - - 350,000 - -





14 Utilities - - - - - -




18 Chemicals - - - - - -


20 Supplies - - - - - -

21 Equipment - - - - - -

22 Infrastructure Projects 1,625,000 - - 950,000 675,000 -


24 Subtotal 1,975,000 - - 1,300,000 675,000 -

25 TOTAL 1,975,000 - - 1,300,000 675,000 -


FORCE MAIN: MONTARA TO PORTOLA SECTION REPAIR/REPLACE

The Intertie Pipeline System has demonstrated a

vulnerability to breaks, resulting in regulatory violations

and human health risks as well as environmental

damage. This section needs to be repaired to prevent

sanitary sewer overflows.

This section of the Intertie Pipeline System is original and has never been assessed for its condition. It is similar in

age and material to the section repaired between the Portola Pump Station and the gravity section of the IPS. The

design documents, drawings, specifications, and cost estimates will be completed in FY 2019/20 and construction

will begin at the end of that year and continue into FY 2020/21.

44

127

PROJECT

TOTAL

EXPENSED

PRIOR

YEARS

ACTUAL

FY 2018/19

PROPOSED

FY 2019/20

PROPOSED

FY 2020/21

PROPOSED

FY 2021/22

REVENUE

By Type:

26 JPA Assessments 1,975,000 - - 1,300,000 675,000 -


28 NDWSCP Fees - - - - - -

29 Misc. Fees - - - - - -


31 Misc. Revenue - - - - - -


33 1,975,000 - - 1,300,000 675,000 -

By Agency:

34 Half Moon Bay 1,100,624 - - 724,461 376,162.57 -

35 Granada CSD 467,056 - - 307,429 159,626.65 -

36 Montara WSD 407,320 - - 268,110 139,210.78 -

37 1,975,000 - - 1,300,000 675,000 -

FORCE MAIN: MONTARA TO PORTOLA SECTION REPAIR/REPLACE

45

128

PROJECT REASONING:

PROJECT

TOTAL

EXPENSED

PRIOR

YEARS

ACTUAL

FY 2018/19

PROPOSED

FY 2019/20

PROPOSED

FY 2020/21

PROPOSED

FY 2021/22

EXPENDITURES

Personnel

1 Wages - - - - - -






7 Subtotal - - - - - -

Non-Personnel


9 Engineering Services - - - - - -





14 Utilities - - - - - -




18 Chemicals - - - - - -


20 Supplies - - - - - -

21 Equipment - - - - - -

22 Infrastructure Projects 120,000 - - 120,000 - -


24 Subtotal 120,000 - - 120,000 - -

25 TOTAL 120,000 - - 120,000 - -


MONTARA PUMP STATION: EXTERIOR ELECTRICAL CONDUITS

Ranked Priority Level 1 based on a risk for loss of total radio

communication and complete power outage as well as a safety risk.

46

The project involves replacing degraded conduits and exposed wiring and installing new stainless steel junction

boxes.129

PROJECT

TOTAL

EXPENSED

PRIOR

YEARS

ACTUAL

FY 2018/19

PROPOSED

FY 2019/20

PROPOSED

FY 2020/21

PROPOSED

FY 2021/22

REVENUE

By Type:

26 JPA Assessments 120,000 - - 120,000 - -


28 NDWSCP Fees - - - - - -

29 Misc. Fees - - - - - -


31 Misc. Revenue - - - - - -


33 120,000 - - 120,000 - -

By Agency:

34 Half Moon Bay 66,873 - - 66,873 - -

35 Granada CSD 28,378 - - 28,378 - -

36 Montara WSD 24,749 - - 24,749 - -

37 120,000 - - 120,000 - -

47

MONTARA PUMP STATION: EXTERIOR ELECTRICAL CONDUITS

130

PROJECT REASONING:

PROJECT

TOTAL

EXPENSED

PRIOR

YEARS

ACTUAL

FY 2018/19

PROPOSED

FY 2019/20

PROPOSED

FY 2020/21

PROPOSED

FY 2021/22

EXPENDITURES

Personnel

1 Wages - - - - - -






7 Subtotal - - - - - -

Non-Personnel







14 Utilities - - - - - -




18 Chemicals - - - - - -


20 Supplies - - - - - -

21 Equipment - - - - - -



24 Subtotal 100,000 - - 100,000 - -

25 TOTAL 100,000 - - 100,000 - -


PRINCETON PUMP STATION: REHABILITATE BYPASS SYSTEM

Ranked Priority Level 1 based on a risk for complete power outage as

well as a safety risk.

In the case of a pump station system failure, there is no method for bypassing the pumps. This functionality is critical

to emergency operation and routine maintenance.

48

131

PROJECT

TOTAL

EXPENSED

PRIOR

YEARS

ACTUAL

FY 2018/19

PROPOSED

FY 2019/20

PROPOSED

FY 2020/21

PROPOSED

FY 2021/22

REVENUE

By Type:

26 JPA Assessments 100,000 - - 100,000 - -


28 NDWSCP Fees - - - - - -

29 Misc. Fees - - - - - -


31 Misc. Revenue - - - - - -


33 100,000 - - 100,000 - -

By Agency:

34 Half Moon Bay 55,728 - - 55,728 - -

35 Granada CSD 23,648 - - 23,648 - -

36 Montara WSD 20,624 - - 20,624 - -

37 100,000 - - 100,000 - -

PRINCETON PUMP STATION: REHABILITATE BYPASS SYSTEM

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132

PROJECT REASONING:

PROJECT

TOTAL

EXPENSED

PRIOR

YEARS

ACTUAL

FY 2018/19

PROPOSED

FY 2019/20

PROPOSED

FY 2020/21

PROPOSED

FY 2021/22

EXPENDITURES

Personnel

1 Wages - - - - - -






7 Subtotal - - - - - -

Non-Personnel







14 Utilities - - - - - -




18 Chemicals - - - - - -


20 Supplies - - - - - -

21 Equipment - - - - - -


23 Claims/Penalties - - - - - -

24 Subtotal 110,000 - - 110,000 - -

25 TOTAL 110,000 - - 110,000 - -


WWTP: INFLUENT PUMP ELECTRICAL CONDUITS

Replace all damaged electrical wires and conduits leading to the

influent pumps. These are exposed and are a safety hazard.

50

Replaces critical electrical wires and conduits to all influent pumps. These are damaged and vulnerable to further

degradation. If the electrical wires should fail, there would not be a method for continuing to pump into the plant as

well as a safety hazard.133

PROJECT

TOTAL

EXPENSED

PRIOR

YEARS

ACTUAL

FY 2018/19

PROPOSED

FY 2019/20

PROPOSED

FY 2020/21

PROPOSED

FY 2021/22

REVENUE

By Type:

26 JPA Assessments 110,000 - - 110,000 - -


28 NDWSCP Fees - - - - - -

29 Misc. Fees - - - - - -


31 Misc. Revenue - - - - - -


33 110,000 - - 110,000 - -

By Agency:

34 Half Moon Bay 61,301 - - 61,301 - -

35 Granada CSD 26,013 - - 26,013 - -

36 Montara WSD 22,686 - - 22,686 - -

37 110,000 - - 110,000 - -

51

WWTP: INFLUENT PUMP ELECTRICAL CONDUITS

134

PROJECT REASONING:

PROJECT

TOTAL

EXPENSED

PRIOR

YEARS

ACTUAL

FY 2018/19

PROPOSED

FY 2019/20

PROPOSED

FY 2020/21

PROPOSED

FY 2021/22

EXPENDITURES

Personnel

1 Wages - - - - - -






7 Subtotal - - - - - -

Non-Personnel







14 Utilities - - - - - -




18 Chemicals - - - - - -


20 Supplies - - - - - -

21 Equipment - - - - - -



24 Subtotal 55,000 - - 55,000 - -

25 TOTAL 55,000 - - 55,000 - -


WWTP: CHEMICAL STORAGE SHADE CANOPY

The previous chemical storage tank and pumps were exposed to the

elements. This created a hostile environment for this equipment, which

required replacement sooner than expected useful life.

52

Creates a canopy over the new equipment to extend its useful life by minimizing exposure to sun and the elements.

135

PROJECT

TOTAL

EXPENSED

PRIOR

YEARS

ACTUAL

FY 2018/19

PROPOSED

FY 2019/20

PROPOSED

FY 2020/21

PROPOSED

FY 2021/22

REVENUE

By Type:

26 JPA Assessments 55,000 - - 55,000 - -


28 NDWSCP Fees - - - - - -

29 Misc. Fees - - - - - -


31 Misc. Revenue - - - - - -


33 55,000 - - 55,000 - -

By Agency:

34 Half Moon Bay 30,650 - - 30,650 - -

35 Granada CSD 13,007 - - 13,007 - -

36 Montara WSD 11,343 - - 11,343 - -

37 55,000 - - 55,000 - -

53

WWTP: CHEMICAL STORAGE SHADE CANOPY

136

PROJECT REASONING:

PROJECT

TOTAL

EXPENSED

PRIOR

YEARS

ACTUAL

FY 2018/19

PROPOSED

FY 2019/20

PROPOSED

FY 2020/21

PROPOSED

FY 2021/22

EXPENDITURES

Personnel

1 Wages - - - - - -






7 Subtotal - - - - - -

Non-Personnel







14 Utilities - - - - - -




18 Chemicals - - - - - -


20 Supplies - - - - - -

21 Equipment - - - - - -



24 Subtotal 100,000 - - 100,000 - -

25 TOTAL 100,000 - - 100,000 - -


WWTP: ANAEROBIC DIGESTER HEAT EXCHANGER

The existing equipment is past its useful life, outdated, and is a known

vulnerability. The shell and tube bundle have been degraded by

corrosive liquid.

Install a stainless steel heat exchanger and shell to replace the outdated equipment and avoid corrosion.

54

137

PROJECT

TOTAL

EXPENSED

PRIOR

YEARS

ACTUAL

FY 2018/19

PROPOSED

FY 2019/20

PROPOSED

FY 2020/21

PROPOSED

FY 2021/22

REVENUE

By Type:

26 JPA Assessments 100,000 - - 100,000 - -


28 NDWSCP Fees - - - - - -

29 Misc. Fees - - - - - -


31 Misc. Revenue - - - - - -


33 100,000 - - 100,000 - -

By Agency:

34 Half Moon Bay 55,728 - - 55,728 - -

35 Granada CSD 23,648 - - 23,648 - -

36 Montara WSD 20,624 - - 20,624 - -

37 100,000 - - 100,000 - -

WWTP: ANAEROBIC DIGESTER HEAT EXCHANGER

55

138

PROJECT REASONING:

PROJECT

TOTAL

EXPENSED

PRIOR

YEARS

ACTUAL

FY 2018/19

PROPOSED

FY 2019/20

PROPOSED

FY 2020/21

PROPOSED

FY 2021/22

EXPENDITURES

Personnel

1 Wages - - - - - -






7 Subtotal - - - - - -

Non-Personnel







14 Utilities - - - - - -




18 Chemicals - - - - - -


20 Supplies - - - - - -

21 Equipment - - - - - -



24 Subtotal 300,000 - - 300,000 - -

25 TOTAL 300,000 - - 300,000 - -


WWTP: WASTE ACTIVATED SLUDGE GRAVITY THICKENER

Existing equipment allows for effective thickening of the sludge,

thereby improving primary clarifier performance, less belt press time,

and lower sludge hauling costs.

Install waste activited sludge gravity thickener to reduce sludge hauling costs, address storage shortage, and

prolong the useful life of other sludge dewatering assets.

56

139

PROJECT

TOTAL

EXPENSED

PRIOR

YEARS

ACTUAL

FY 2018/19

PROPOSED

FY 2019/20

PROPOSED

FY 2020/21

PROPOSED

FY 2021/22

REVENUE

By Type:

26 JPA Assessments 300,000 - - 300,000 - -


28 NDWSCP Fees - - - - - -

29 Misc. Fees - - - - - -


31 Misc. Revenue - - - - - -


33 300,000 - - 300,000 - -

By Agency:

34 Half Moon Bay 167,183 - - 167,183 - -

35 Granada CSD 70,945 - - 70,945 - -

36 Montara WSD 61,871 - - 61,871 - -

37 300,000 - - 300,000 - -

WWTP: WASTE ACTIVATED SLUDGE GRAVITY THICKENER

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140

PROJECT REASONING:

PROJECT

TOTAL

EXPENSED

PRIOR

YEARS

ACTUAL

FY 2018/19

PROPOSED

FY 2019/20

PROPOSED

FY 2020/21

PROPOSED

FY 2021/22

EXPENDITURES

Personnel

1 Wages - - - - - -






7 Subtotal - - - - - -

Non-Personnel







14 Utilities - - - - - -




18 Chemicals - - - - - -


20 Supplies - - - - - -

21 Equipment - - - - - -



24 Subtotal 300,000 - - 300,000 - -

25 TOTAL 300,000 - - 300,000 - -


WWTP: DIGESTER GAS FLARE SYSTEM REPLACEMENT

Asset is past its useful life and is a known vulnerability if system failed.

The proposed combined heat and power system will provide both a

reduction in greenhouse gas emissions and a reduction in PG&E

purchased power costs for the plant. It will also result in an

improvement on existing flare system, for which parts are no longer

available.

Replace digester gas flare and accessories and install combined heat and power system.

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141

PROJECT

TOTAL

EXPENSED

PRIOR

YEARS

ACTUAL

FY 2018/19

PROPOSED

FY 2019/20

PROPOSED

FY 2020/21

PROPOSED

FY 2021/22

REVENUE

By Type:

26 JPA Assessments 300,000 - - 300,000 - -


28 NDWSCP Fees - - - - - -

29 Misc. Fees - - - - - -


31 Misc. Revenue - - - - - -


33 300,000 - - 300,000 - -

By Agency:

34 Half Moon Bay 167,183 - - 167,183 - -

35 Granada CSD 70,945 - - 70,945 - -

36 Montara WSD 61,871 - - 61,871 - -

37 300,000 - - 300,000 - -

WWTP: DIGESTER GAS FLARE SYSTEM REPLACEMENT

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TUESDAY, APRIL 2, 2019 CITY OF HALF MOON BAY REGULAR ... · Page 1 of 1 BUSINESS OF THE COUNCIL OF...

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