AGENDA CITY COUNCIL FRANCHISE/PUBLIC INFRASTRUCTURE SUBCOMMITTEE MONDAY, MAY 15, :00 PM COUNCIL CHAMBERS 525 HENRIETTA STREET MARTINEZ, CA 94553

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1 AGENDA CITY COUNCIL FRANCHISE/PUBLIC INFRASTRUCTURE SUBCOMMITTEE MONDAY, MAY 15, :00 PM COUNCIL CHAMBERS 525 HENRIETTA STREET MARTINEZ, CA Call to order 2. Lease Agreements: A. Chamber of Commerce B. Eagle Marine 3. Community Choice Energy 4. Fiscal Years Capital Improvement Program 5. Public/Other Comments 6. Adjournment I hereby certify this agenda was posted on May 11, Melissa Woodin, Deputy City Clerk

2 Subcommittee Agenda May 15, 2017 Date: May 11, 2017 To: From: Prepared by: Subject: Franchise and Infrastructure Subcommittee Brad Kilger, City Manager Michael Chandler, Assistant to the City Manager Community Choice Aggregation/Energy Program Options Recommendation Receive the report and provide further direction to staff regarding whether to: 1) Prepare necessary materials for public hearing at June 7 th Council Meeting to seek inclusion in Marin Clean Energy (MCE); 2) Wait to hear formal proposal from East Bay Community Energy (EBCE); or 3) Take no action at this time to proceed with joining a CCE. Background Assembly Bill (AB) 117, which was enacted in 2002, allows cities and counties in California to implement a Community Choice Aggregation/Energy program (or CCE). CCE is a mechanism through which electrical consumers can elect to procure electricity from an alternative supplier. Most CCE programs have been formed by a collection of local government agencies, such as cities and counties, to form a Joint Powers Authority (or JPA) to administer the CCE on behalf of the member jurisdictions. The most common reason for jurisdictions to pursue CCE is to promote electricity generation from renewable energy sources, which can result in significantly lower greenhouse gas emissions attributable to those jurisdictions. The City adopted its Climate Action Plan in June Joining a CCE is projected to significantly lower greenhouse gas emissions by utilizing more renewable energy sources to offset residential and commercial energy use. AB 117 requires existing energy utilities (such as PG&E) to remain responsible for metering, billing, transmission and distribution of the electricity through the grid, and customer service functions. Customers within jurisdictions participating in CCE are automatically included within the CCE program, unless they opt out. There are currently five CCA programs in California - Marin Clean Energy (MCE; 2010), Sonoma Clean Power (2014), Lancaster Choice Energy (2015), Clean Power SF (2015), and Peninsula Clean Energy (2016). The newly-formed East Bay Community Energy (EBCE) is expected to commence service to customers in Spring Of note, both MCE and EBCE have actively lobbied Contra Costa County and its jurisdictions for membership. MCE currently has five (5) Contra Costa agencies already participating in its JPA: Richmond, San Pablo, El Cerrito, Walnut Creek, and

3 Lafayette, in addition to Benicia and all of Marin and Napa counties. EBCE is comprised of Alameda County and eleven (11) cities within that county. In October 2015, the Contra Costa County Board of Supervisors directed the County to research options for a CCE program, including: the formation of a new CCE agency in Contra Costa County; joining MCE; or partnering with Alameda on the formation of EBCE. Upon the request of the County, the City, along with every eligible agency in Contra Costa, authorized the County to acquire the jurisdictions load data from PG&E in late The Board of Supervisors revisited this item again on March 15, 2016, and directed County staff to proceed to work with cities in Contra Costa County (including Martinez) to conduct a Technical Study of alternatives for implementing Community Choice Energy. The Martinez City Council heard a presentation from Contra Costa County at the April 6, 2016 Council Meeting regarding the County s intent to commence the CCE technical study, and the Council authorized up to $15K for the City s participation in the technical study on April 20, The County Board of Supervisors unanimously voted on January 17, 2017, to narrow its CCE options to either joining MCE or EBCE (dropping the option to create a new Contra Costa-based JPA). On May 2, 2017, following completion of the Technical Study, the Board of Supervisors voted 4-1 to seek membership in MCE. Danville, Moraga and Oakley also recently voted to join MCE, and the cities of Concord, Pittsburg, and Antioch all have recommendations from the Mayor or a Council Committee to join MCE. On May 3, 2017, County staff presented an update on the Technical Study to the City Council (a copy of the PowerPoint presentation is attached for reference). A complete copy of the Technical Study and its appendices can be downloaded from: Discussion Program considerations of CCE include the following: Benefits of CCE: CCE has the potential benefits of introducing choice and competition into the electricity market; reducing greenhouse gas emissions; creating local economic development opportunities; and providing greater control over energy policy and procurement decisions. Risks of CCE: The primary concern with CCE s is the risk the they would not compete effectively with the existing energy utility due to regulatory, market, or other factors, which would threaten the financial sustainability of the program. An example is the Power Charge Indifference Adjustment (PCIA) or exit fee imposed by PG&E on CCE customers, as a means of compensating PG&E for previously-executed power contracts, and preventing the costs of these contracts to be born only by PG&E customers. Established CCE s such as MCE have thus far been able to absorb such regulatory surcharges on CCE customers in large part due to expanding membership and their rates have remained competitive with PG&E s, although there is no guarantee a CCE s rates will be lower. Consumer considerations of CCE include the following: Opt-out requirements and costs: consumers are automatically included within the CCE as a default when their jurisdiction becomes a CCE member and must request to opt-out of the 2

4 program. There is no charge to opt out of the CCE within the first 60 days of service; however, in the case of MCE (and likely EBCE as well), customers who opt out after that time will be charged a one-time $5 residential/$25 commercial administrative fee. Customers who opt out after the first 60 days of service but later wish to return to the CCE will be prohibited by PG&E from returning for one year. In addition, PG&E provides two options for customers who wish to return to PG&E after the first 60 days of service: 1. A customer may request to return to PG&E by providing 6 months advance notice. The customer will continue to receive energy from MCE for 6 months, after which time they will return to PG&E. PG&E will apply their standard rates upon the customer s return. 2. A customer may request to return to PG&E immediately, but will be subject to PG&E s Transitional Bundled Commodity Cost (TBCC) rate program for 6 months instead of PG&E s traditional rates. PG&E s TBCC rate is typically lower than the standard PG&E rate, but is considered transitional and therefore subject to uncommon spikes. As such, it can vary from month to month, which means it may be higher or lower than standard PG&E rates. Rate Implications: please see attached Sample commercial/residential comparison - MCE and PG&E charts for a projection of typical monthly charges, including the PCIA fees, based on various consumer options for selecting the extent of electrical generation from renewable energy sources. Timing Both MCE and EBCE have offered no-cost membership to Contra Costa agencies that take the necessary steps to join either CCE by June 30, 2017, as an Inclusionary Period. These steps include introduction and adoption of an ordinance approving a CCE program within the agency and the terms of the JPA Agreement; adopting a resolution requesting membership; and approving a Memorandum of Understanding. Representatives from MCE have indicated they will present during the Subcommittee meeting. Representatives from EBCE indicated they would not present at this Subcommittee meeting, as they will be seeking direction from their Board on May 17 th on how to best use their limited resources to attract Contra Costa cities into their program. Should the Subcommittee recommend the City proceed to Council for introduction of an ordinance seeking inclusion in a CCE, the initial public hearing would be held June 7 th, and assuming an affirmative vote of the Council, the remaining required actions would be taken on June 21 st in order to apply for membership within the Inclusionary Period. Fiscal Impact The City has been informed its payment due to Contra Costa County for participation in the Technical Study will be approximately $10K. There are no upfront costs for the City to join a CCE during the Inclusionary Period, as CCE and EBCE have both offered to absorb all of the initial launch expenses, including load data analysis, communication costs, and noticing requirements. 3

5 Attachments CCE in Contra Costa County Presentation to Martinez City Council May 3, 2017 Sample Residential/Commercial Comparison MCE and PG&E 4

6 Community Choice Energy (CCE) In Contra Costa County Martinez City Council May 3,

7 Current Status in Contra Costa County Technical Study of CCE is a partnership between the County and the 14 cities not already served by MCE On May 2, 2017 the Board of Supervisors and the Danville Town Council each decided to seek membership in MCE On April 26, 2017 the Moraga Town Council decided to seek membership in MCE Several other cities within the County are currently considering whether to join a CCE program MCE and EBCE both have inclusion period deadlines on June 30,

8 What is CCE? 3

9 Why CCE? Introduce choice and completion into the electricity market Reduce Greenhouse Gas Emissions Create local economic development opportunities Greater local control over energy policy and procurement decisions 4

10 CCE Elsewhere in the Bay Area Most of Bay Area is Implementing CCE Operational: Joined MCE: In Progress: Marin, Sonoma, SF, San Mateo Napa County and Cities, 5 Contra Costa Cities Alameda, Santa Clara 5

11 Scope of the Technical Study Compare CCE program options to existing PG&E service on several criteria: Rates Greenhouse Gas Emissions Development of Local Solar and other Renewable Energy Local Economic Development Impacts Compare and contrast 3 different CCE programs 6

12 MAIN FINDINGS OF TECH STUDY Contra Costa County has several options for implementing a CCE program that could result in: lower GHG emissions increased local renewable energy generation increased local job creation The electricity rates under various CCE scenarios would be similar or less than the PG&E rates. Enough technically feasible locations for renewable generation to meet a significant proportion of electricity demand (40% of these sites in Northern Waterfront). There are tradeoffs between forming a Contra Costa-only CCE versus joining existing/ongoing CCE efforts in neighboring counties 7

13 CONTRA COSTA LOAD* Does not include the five Contra Costa cities already taking MCE service, or customers who have a non-pg&e source of power 8

14 POTENTIAL SITES FOR LOCAL SOLAR 9

15 CCE LOCAL JOBS IMPACTS Jobs likely to be created from 2 factors: Electricity Rate Savings Construction and Operation of Renewable Energy Generating Facilities and CCE operations The 4 scenarios modeled in the Draft Study project additional jobs annually within the County 10

16 CONTRA COSTA CCE PROGRAM OPTIONS Options include: 1. Form a new, stand-alone CCE for County and cities not already with MCE 2. Join MCE 3. Join EBCE (Alameda County) There are pros and cons/trade-offs to each option Key Factors Examined: Rates GHG Reduction Potential Local Control/Governance Local Economic Benefits Start-Up Costs Level of Effort Program Risks Timing 11

17 FEATURES & TRADE OFFS OF CCE PROGRAM OPTIONS PROGRAM FEATURES TRADE-OFFS MCE Established CCE program with positive operating track record Five CCCo cities already members Shortest time to service commencement Formative program decisions already made Large service territory and Board; meets in San Rafael EBCE Ability to get in on ground floor and influence programs and policies East Bay regional alignment and history of cooperation Designing business plan for local renewable development Longer runway to customer enrollment New program; lots of work to be done with many program elements unknown 12

18 REMAINING WITH PG&E Experienced provider Benefits/Pros Continuity- same firm provides all services No action needed by City/County status quo May be able to join a CCE at a later date (but perhaps at some cost) Individuals can remain on bundled PG&E service even if their community is a CCE member Risks/Cons Higher GHG emissions; lower renewable content Less local renewable power generation Higher electricity rates than CCE rates under most scenarios No local control/local accountability No local input into policies and programs Less local economic development opportunity 13

19 BOARD VOTING SHARES MCE EBCE (Simple) EBCE (Weighted) 1 Contra Costa already in MCE 2 14% n/a n/a Contra Costa not yet in MCE 3 47% 56% 36% Contra Costa Total 61% 56% 36% Non-Contra Costa Communities 39% 44% 64% Largest Community (share) CC Unincorp. (8.1%) All equal Oakland (17.5%) Unincorporated CC County Share 8.1% All equal 9.0% 1. Standard EBCE voting is based on simple, one community, one vote. A weighted vote occurs only if three communities request it, and can only reverse an affirmative vote. 2. El Cerrito, Lafayette, Richmond, San Pablo, and Walnut Creek. 3. Assumes that all non-mce Contra Costa communities join the CCE with 15% opt-out. 14

20 CCE PROGRAM RISKS Risk Magnitude Mitigation Financial Risks to CCE Members Procurement-Related Risks (i.e., can t meet rate or GHG targets) Legislative and Regulatory Risks PCIA ( Exit Fee ) Uncertainty PCIA Policy Uncertainty Availability/price of low-carbon resources Low Medium-low High High High Medium Keep CCE JPA s financial obligations separate from jurisdiction s Enter into balanced portfolio of power contracts Monitor and advocate at legislature and CPUC Establish rate-stabilization fund to account for volatile PCIA Monitor and advocate at legislature and CPUC Enter into balanced portfolio of power contracts Bonding Risk Low Monitor and advocate at CPUC 15

21 CONCLUSIONS (S0 FAR) Likely able to meet or beat PG&E s retail rates. Can facilitate greater renewable generation in the County Can reduce GHGs, but need more than just increased RPS Can create 530 to 680 new jobs in County Trade-offs between different CCE options Forming a stand-alone CCE: greatest control and local benefit potential Joining MCE: quickest, but less ability to shape program. Joining EBCE: longer path than MCE, but with the opportunity to influence policies and formation Joining MCE or EBCE can be delayed but it may result in an entry fee or higher PCIA. 16

22 Next Steps MCE and EBCE both have inclusion processes underway, with upcoming deadlines of June 30 (for both programs) Membership in either program requires adoption of an ordinance to join JPA, so decisions are needed in coming weeks Likely to be future opportunities to join both programs, but not certain 17

23 Questions/Comments Visit Contact Information: Jason Crapo, Deputy Director Dept. of Conservation and Development (925)

24 Sample residential comparison MCE and PG&E For Residential rates the comparison is based on a 445 kwh typical usage (

25 Sample commercial comparison MCE and PG&E For Commercial rates the comparison is based on a 1245 kwh typical usage (

26 CITY COUNCIL FRANCHISE/PUBLIC INFRASTRUCTURE SUBCOMMITTEE Date: May 5, 2017 To: Prepared by: Subject: Franchise/Public Infrastructure Subcommittee Tim Tucker, City Engineer Fiscal Year Capital Improvement Program (CIP) Project List Recommendation: Recommend approval of the Project List for the Capital Improvement Program to the City Council. Discussion: The City Council adopts an updated five-year Capital Improvement Program (CIP) every two years. The Council allocates funding for the first two fiscal years of the Program as part of the biennial budget process. A five-year CIP enables the City to plan ahead for needed major capital projects, even when funding is not yet available. The FY to FY Project list primarily consists of projects that rehabilitate existing facilities. In addition, the City submits the updated CIP to the Contra Costa Transportation Authority to demonstrate compliance with the Measure J Growth Management Program, in order to receive local Measure J funds. Projects are grouped by type. The Project List was found consistent with the General Plan by the Planning Commission. On-going and Proposed projects are listed in Attachment 1. The list of unfunded project projects we also found consistent with the General Plan and are listed in Attachment 2. Proposed new projects include: Ward Street Undergrounding Reliez Valley Road Pathway Water Treatment Plant Ozone Generator Replacement Project Pleasant Hill Road East area Zone 2 conversion Amphitheater improvements Accomplishments: Completed Waterfront Park Renovation design. Completed Hidden Lakes Soccer Field Renovation design and construction. May 8, 2015 Subcommittee Report Item No. 4 1

27 Completed Parking Lot 4 Renovation design and construction. Completed Intermodal Phase 3 vehicular bridge. Implemented annual storm drain replacement project. Implemented annual pavement rehabilitation projects. Implemented annual water main replacement projects. Implemented Water Treatment Plant Improvements (Seismic Upgrade, Electrical Upgrade and chemical tank installation) Obtained grant funding for pedestrian and bicycle improvement projects. Completed rehabilitation of the Amtrak Train Station. Completed Pacheco Blvd. Alignment Study and Alternative Analysis Report. Installed credit card enabled parking meters and pay stations. MAJOR CAPITAL IMPROVEMENT PROJECTS OVERVIEW ROUTINE MAINTENANCE PROJECTS Pavement Management This annual project includes base failure and street paving, slurry sealing and cape sealing of both major collector streets and residential neighborhoods. Funding for this project comes from Gas Tax and Measure J return to source funds and grants. The Fiscal Year CIP budget is expected to have a significant increase in gas tax revenue based on recently approved State legislation. Measure D Pavement Maintenance Program In November of 2015, Martinez voters approved a ½ cent sales tax increase to improve the condition of our streets. The first full year of revenue will be available starting with the Fiscal Year CIP budget. Storm Drain Maintenance and Alhambra Creek Channel Maintenance Once per budget cycle, old and deteriorated storm drains are replaced. This program is primarily funded through the Clean Water Program. Other funding includes drainage and mitigation fees, and Gas Tax monies. Due to increasing regulatory requirements of other aspects of the Clean Water Program, funding for storm drain replacement may not be available in future years. FEMA reimbursement for the January 2017 flood damage may augment silt removal and other repairs in Alhambra Creek Annual Water Line Replacement Water Funds are used to replace old deteriorated water lines. The program prioritizes lines to be replaced by size, age, and condition of line. The City expects each new line that is replaced to require significantly less operating expense, including the cost of overtime for after-hours callouts. The 2017 Water Main Replacement Project utilizes the past two years of funding and borrows ahead the funds that normally would have been set aside for FYs Starting in Fiscal water funds will start to be accumulated for another water main replacement program. Annual Curb Ramp Project The City budgets Gas Tax Funds each fiscal year to ensure the continuation of this annual program. May 8, 2015 Subcommittee Report Item No. 4 2

28 Annual Sidewalk Repair Project The City budgets Gas Tax Funds each fiscal year to ensure the continuation of this annual program for City maintained sidewalks. Implementing this project annually is expected to help mitigate sidewalk trip and fall liability claims (which impact the City s operating budgets). Non gas tax revenue has been set aside to assist property owners repair their sidewalks. In addition, the City offers the option of City crews removing and disposing of the damaged sidewalks. NON-RECURRING PROJECTS Pacheco Boulevard Improvements The first phase of this project is an alignment study of Pacheco Boulevard from Blum Road to Morello Avenue. The City is the lead agency on this joint project with Contra Costa County. The Study was substantially completed in FY A traffic signal will be designed, right of way obtained, and signal constructed over FYs City Hall Improvements This project includes replacing the HVAC system and second floor windows. Projected for completion in FY John Muir Amphitheatre Improvements Several necessary improvements have been identified at the Amphitheater. They include concrete isles and seating areas, sewer system extension and electrical upgrades. A scope of work will be developed in FY with design and construction projected for completion in FY Downtown Priority Development Area (PDA) Pavement Restoration This grant funded project will rehabilitate pavement on Green and Brown Streets. This projected was delayed by Caltrans but has been rescheduled for completion in FY Downtown Pavement Preservation Project This grant funded project will rehabilitate pavement on Escobar, Ward, Las Juntas, Alhambra and Court Streets. This projected is scheduled for design FY with construction projected for completion in FY Intermodal Phase III Improvements This project includes the Alhambra Creek Bridge, Ferry Street realignment, pedestrian bridge to Amtrak station and plaza improvements. This project is fully funded with Measure J funds programmed through Contra Costa Transportation Authority (CCTA). Once the new infrastructure is in place, the City will need to budget annual maintenance operating expenses to account for proper upkeep of the new infrastructure. The Alhambra Creek Bridge Projected was completed in FY Construction of the remaining work will begin in FY Street Sign Inventory and Replacement May 8, 2015 Subcommittee Report Item No. 4 3

29 Recently adopted federal law requires local agencies to inventory and develop a sign replacement program. This project provides will provide the necessary compliance. Projected for completion in FY MEASURE H PARK BOND PROJECTS Waterfront Park This project will renovate the existing park. Improvements include additional parking, ball field lights, new picnic areas and field renovations. Projected for completion in FY Park Improvements This project will renovate Golden Hills and Highland Parks along with upgrading pathways and picnic areas in John Muir Park and Alhambra Park. Design will begin in FY with construction completion in early FY Morello Park Renovation Renovation of Morello Park will conclude the park work funded through Measure H. Picnic areas and turf renovation will comprise the project. Design will begin in FY with construction concluding in FY ENTERPRISE FUNDS MAJOR CAPITAL IMPROVEMENT PROJECTS WATER Water Meter Upgrade The majority of the water systems water meters are mechanical devices. As they age, the meters may have a tendency to under read actual water use. It is proposed that an evaluation of a scientifically significant sample size of meters be completed to determine their accuracy. A cost benefit analysis will be completed for to possible upgrade of water meters to a newer technology. St. Mary s Hydro Pneumatic System Upgrade An addition pump will be added to the pump station to increase capacity. As an alternate, an 8 diameter pipe from Zone 2 can be run and the existing pump station would no longer be necessary. Ozone Generator Replacement Many of the major components in the Oxone generation system are at or nearing the end of their useful life. Parts are no longer available for the three ozone generators. An evaluation of continuing with a similar system or converting to an oxygen-based system will be evaluated. The preferred alternative will be designed in FY with completion of construction anticipated in FY May 8, 2015 Subcommittee Report Item No. 4 4

30 PARKING DOWNTOWN PARKING STUDY With the construction of the Contra Costa County new Administrative Building and proposed Parking Garage the downtown parking needs should be re-evaluated. Contra Costa County has agreed to a joint study for the downtown area east of Ferry Street. It is proposed the study be augmented with an additional study paid through the Downtown Parking Fund that covers the downtown west of Ferry Street. NEW PARKING METERS The City has begun a program to install new IPS credit card enabled parking meters. It is proposed to add an addition 150 meters to the existing pool of IPS meters bringing the total to approximately 750 of the approximate 1,000 single space meters. PARKING LOTS - GREEN INFRASTRUCTURE As part of the Water Board Green Infrastructure requirement it is proposed to treat storm water run-off from at two of the Downtown parking lots. MARINA 2017 MARINA DREDGE The Marina requires dredging every three to five years. The City Council authorized the design of 2017 Marina Dredge. The City Council will need to approve the extent and construction budget for work anticipated to occur in September of Attachments 1. Project List 2017/19 2. Future Projects Unfunded 3. AB 1600 available funds (as of 7/1/2016) May 8, 2015 Subcommittee Report Item No. 4 5

31 ATTACHMENT 1 PROJECT LIST On-going projects PROJECT Intermodal Facility Year of Completion Funding Sources Intermodal Ferry Street Realignment FY17 Measure J Intermodal Pedestrian Overcrossing FY17 Measure J Notes MARINA - ENTERPRISE FUND On-going projects Marina Master Plan FY19 General Fund 2017 Dredge Mitigation Project FY17 General Fund Scope to be determined On-going Projects PARKING - ENTERPRISE FUND Parking Meters/Pay Stations (electronic) FY17 Parking $150,000 Green Infrastructure - Parking Lot improvements FY18 New Projects Traffic Study FY17 Parking $30,000 Parks On-going projects Morello Day Care Improvements FY17 Child Care Waterfront Park FY17 Meas. H, Meas. WW, Park Fees New Projects 2017 Measure H Park Project (Golden Hills, Highland, misc) FY17 Measure H Morello Park FY18 Measure H Ampheteater Seating Area Improvement Project FY18 Cultural Facilities Fees Need input regarding priority

32 Public Buildings New Projects City Hall HVAC and Window Replacement FY17 General Fund Streets/Transportation On-going projects Alhambra/C Street Signal FY17 Traffic Mitigation Annual Curb Ramp Project FY17 Gas Tax Annual Paving Project FY17 Gas Tax Annual Sidewalk Repair Project FY17 Gas Tax Annual Storm Drain Project FY17 NPDES Downtown PDA Pavement Restoration FY17 Gas Tax/Grant Muir/Center Signal Modifications FY17 Traffic Mitigation Pacheco Widening Project FY17 Measure J, Traffic Mitigation Sign Inventory and Replacement FY17 Gas Tax Storm Drain/Street GIS FY17 Gas Tax, NPDES, Drainage New Projects Pacheco/Arnold Signal FY17 Measure J Ward Street Undergrounding Project FY18 Rule 20A Reliez Valley Road Pathway FY17 Traffic Mitiagion/grant Linton Terrace Roadway Culvert Replacement FY17 NPDES 2017 Storm Damage Mitigation FY18 NPDES/FEMA Ferry Street Pedestrian Improvements FY17 Grant WATER - ENTERPRISE FUND On-going projects Arch Street Water Line FY17 Water Hydraulic Modeling FY16 Water St. Mary's St. Pump Station/Zone 2 conversion FY17 Water Annual Main Replacement Project FY17 Water Hillside Reservoir Access FY17 Water

33 ATTACHMENT 2 FUTURE PROJECTS (Unfunded) Bike/Pedestrian Street Maintenance Bay Trail - Marina to Joe Dimaggio Dr. Alhambra Avenue Widening Phase 3 Bay Trail - Waterfront Rd. to Iron Horse Trail Beautification Muir Station/Alhambra Way Pavement Maintenance North Court Street Railroad Quiet Zone Tavan Estates/Reliez Valley Rd. High Visibility Bile Lanes, Alhambra Ave. Pleasant Hill Road East Pedestrian Path Drainage Traffic Signals Alhambra Avenue at Franklin Canyon Alhambra Avenue Detention Basin Phase II Road Alhambra Creek Bypass Culvert Alhambra Avenue at Green Street Arreba Street Storm Drain Alhambra Avenue at Wildcroft Drive Arnold Drive at Fig Tree Lane Intermodal Facility Arnold Drive at Milano Way Ferry Landing Arnold Drive at Starflower Drive Arnold Drive at Village Oaks Shopping Parking Lot Expansion Center Berrellesa Street at Green Street Marina Morello Avenue at Center Avenue 2016 Marina Dredge Morello Avenue at Chilpancingo Parkway 2020 Marina Dredge Morello Avenue at Elderwood Drive Marina Breakwater Morello Avenue at Midhill Drive Marina Docks Muir Road at Glacier Drive Marina Restaurant Pacheco Blvd. at Bush Street Marina Roadway and Utilities Pacheco Blvd. at Arreba Street Reliez Valley Road at Horizon Drive Parks Reliez Valley Road at Blue Ridge Drive BMX Bike Park Dog Park Water System Water Treatment Plant Master Plan Projects Public Buildings Water System Master Plan Projects Alhambra Creek Plaza Improvements Zone 2 Reservoir Campbell Theater Corporation Yard Relocation Historic Train Depot John Muir Amiptheater Parking Garage Police Building Expansion Senior Center Improvements

34 WTP Flocculation Paddles FY17 Water WTP Seismic Upgrades FY17 Water New Projects Webster St. Pump Station FY18 Water Water Treatment Plant Ozone Replacement FY18 Water Zone 2 Conversion - PH Road East area FY18 Water Water Meter Upgrade Study FY17 Water $60,000 if City Choses not to go forward

35 FISCAL YEAR ENDING 6/30/16 DEVELOPER IMPACT FEES CULTURAL TRAFFIC PARK IN LIEU CHILD CARE ZONE 5 DRAINAGE FACILITIES POLICE FACILITIES PARK & REC #34 #34 #34 #34 #34 #34 #34 ENDING BALANCE 6/30/15 148, , , , , , , FEES RECEIVED 2015/16 5, , , , , , INTEREST EARNED 2015/16 1, , , , TOTAL INCOME 6, , , , , , , PROJECT EXPENDITURES: Alhambra Ave/C Street Signal (C1049) Muir/Center Signal modification (C1050) Storm Drain & Street GIS System (C1053) (50,000.00) Shell Ave Pedestrian/Bicycle Improv (C2008) Marina Vista/Pedestrian/Bicycle C2009 Waterfront Park (C5017) (545,539.00) Nancy Boyd/Mt View Park C5025 General Plan C4000 (1,067.24) TOTAL EXPENDITURES (1,067.24) (545,539.00) 0.00 (50,000.00) UNEXPENDED 6/30/16 154, , , , , , , UNSPENT FUNDS BY YEAR: FY 2005/06 FY 2006/07 15, FY 2007/08 7, , , FY 2008/09 3, , , , FY 2009/10 2, , , , FY 2010/ , , , FY 2011/12 2, , , , , FY 2012/13 5, , , , , FY 2013/14 40, , , , , , , FY 2014/15 106, , , , , , , FY 2015/16 6, , , , , , , TOTAL UNSPENT BALANCE 154, , , , , , , TOTAL ALL FEES $ 1,573,773.59