Yorba Linda's city-incurred Town Center costs total some $40 million, up a bit from estimates

City-incurred costs for the 11.2-acre Yorba Linda Town Center project – expected to be mostly completed next year – will total a bit more than $40 million, according to a report reviewed by City Council members earlier this month.

That's a 7.4 percent increase from the project's initial estimated expenditures in May 2016 and a 2.9 percent increase from a February 2017 revised estimate, as noted in the report prepared by Rick Yee, assistant city engineer.

The just-completed four-story, 430-space parking structure accounts for a large portion of the higher cost, with the original near-$8.9 million contract jumping to some $10.9 million, which includes construction and such costs as design, inspection, testing, bonds, insurance and management.

From the start of construction, 10 change orders were approved for the structure. The largest involved shoring to protect the fire station at nearly $540,000. Other increases included several upgrades and paying “prevailing wages” for concrete hauling due to a new state law.

One interesting aspect of the Town Center budget involves the $17.6 million the city paid to acquire property for the project, starting with the first purchase in 1989. Most buys were made through the city's now-defunct Redevelopment Agency, which existed from 1983 to 2012.

A 2016 city budget report noted: “While the sale price of these parcels totals approximately $3.6 million, the city will only receive approximately $288,000.” The properties were sold to the council-selected developer, Zelman Retail Partners.

“Under the terms of the dissolution of the former Redevelopment Agency imposed by the state, the Successor Agency's proceeds of the property sale will be distributed to all taxing agencies receiving property tax in Yorba Linda, and the city's share of those proceeds amounts to approximately 8 percent,” the 2016 report stated.

Council members comprise redevelopment's Successor Agency, and other jurisdictions receiving 92 percent of the property sale proceeds include the county, various county and regional agencies and local school and community college districts.

Money to pay the city's project costs include funds from 2005 and 2011 Redevelopment Agency bond sales; parking fees to be paid by the developer and tenants; restricted drainage, transportation and air quality funds; the city's general fund; an internal city loan; and past and future property sales.

Some project funding is not yet available, including some proceeds from the Redevelopment Agency's 2011 bond sale, expected by July; parking fees, expected next year; and cash to be repaid by the Successor Agency for outstanding loans to the former Redevelopment Agency, expected gradually through 2022.

Among Town Center's amenities: a landscaped park, a 10-screen theater, a Bristol Farms market and several retail stores and eating establishments. A few retail and dining spaces are still available to lease.

Yorba Linda signs second five-year contract with Sheriff's Department; school district buys cameras

A new five-year policing contract with the county Sheriff's Department has been approved by Yorba Linda's City Council on a 4-0 vote, and a bid award for new security cameras at the Placentia-Yorba Linda school district's comprehensive high schools has been approved by trustees on a 5-0 vote.

The new sheriff's contract is the second five-year pact signed with the county since the council voted 3-2 in 2012 to end a 42-year arrangement with the Brea Police Department for law enforcement services.

That split tally came at the end of the city's longest-ever council meeting, totaling some nine hours over two days. The 3 a.m. vote pitted John Anderson, Nancy Rikel and Mark Schwing, who favored a sheriff's contract, against opponents Tom Lindsey and Jim Winder.

Total cost for services for the first year of the contract beginning July 1 will be $11.3 million, an increase of $638,055, or 5.98 percent, over the current year, according to a report by Assistant City Manager Dave Christian. The increase is due mainly to higher salary and benefit costs.

Increases in contracts for the sheriff's other contracting agencies, including 12 other cities, are averaging 5.87 percent, Christian noted. Interestingly, contract cost for the final year of the Brea agreement was $11.4 million.

The new contract incorporates all provisions in the previous pact, including 10 amendments dealing with staffing and annual costs added since the original agreement was signed. No staffing or service level changes are included in the new contract.

Most of the contract cost comes from providing patrol and traffic services: $1.26 million for four patrol sergeants, $5.4 million for 21 patrol deputies and close to $800,000 for three motorcycle deputies.

Leadership costs include $367,637 for a lieutenant; $157,591 for a half-time administrative sergeant; and $152,285 for a half-time investigative sergeant.

Other staffing includes $811,476 for three investigators; $118,520 for an investigative assistant; $514,898 for two community support deputies; $257,449 for a school resource deputy; $225,620 for two parking and traffic enforcement officers; $99,362 for a crime prevention specialist; and $50,000 for extra help “as needed.”

In addition, the city's portion of 12.9 staff positions shared with other jurisdictions totals $211,237 and includes deputies working in traffic and auto theft details.

The lowest and most responsive of five bids for the school security cameras was from Anaheim-based Enterprise Security for equipment, software and installation of turn-key systems at Yorba Linda, Esperanza, El Dorado and Valencia high schools at a cost not to exceed $335,000.

Each system “allows school staff to monitor visitors entering the school site, allows for more stringent access controls and provides an additional level of security,” Don Rosales, the district's purchasing director, stated in a report to trustees.

Yorba Linda City Council forms new Financing Authority, naming themselves as members

Yorba Linda's City Council members have added a new hat to their current collection of head-gear that involve their roles in municipal governance and financing city improvement projects.

Already, in addition to council duties, members function as the Successor Agency to the Redevelopment Agency and as directors of the Yorba Linda Housing Authority. They also were directors of the Yorba Linda Public Financing Authority until late last month.

That's when the Public Financing Authority was replaced by a new Yorba Linda Municipal Financing Authority for which bylaws and a conflict of interest code were adopted earlier this month.

The Municipal Financing Authority is a joint powers arrangement with the city and the Housing Authority “to assist the city with financing and refinancing city capital improvements,” Yorba Linda's Finance Director Scott Catlett reported to council members.

The old Public Financing Authority, created in 1989, was a joint powers arrangement with the city and the Successor Agency formed for the same purpose as the new Municipal Financing Authority.

A little background: The city's Redevelopment Agency, dissolved under a state mandate in 2012, began life in 1983 with a project area of 2,640 acres, including Savi Ranch and other property to the eastern city limits, including land now occupied by Hidden Hills homes.

The original project area was amended in 1990 to add 328 acres that included Old Town, as well as properties along and adjacent to the northern portion of Imperial Highway.

During the agency's peak years, annual income was in the $20 million range, garnered from the increase in property taxes collected within project areas due to the new development. Funds were spent on infrastructure, public facilities and affordable housing ventures for properties within or associated with so-called “blighted” areas.

With the demise of the Redevelopment Agency, the state allowed council members to act as a Successor Agency to wind down affairs dealing with bonds and other assorted payments. An Oversight Board aided the council with the legal requirements involved in the shut-down.

Since there is no Public Financing Authority debt outstanding and the end of Successor Agency duties is in sight, the new Municipal Financing Authority will allow the city a method to issue future certificates of participation, lease revenue bonds and tax allocation bonds.

The Oversight Board is slated to disband next month, with duties assumed by a county-wide panel. Only five of seven seats are currently filled: Council members Gene Hernandez and Tom Lindsey, city employee Pam Stoker, schools executive Dave Giordano and resident Steve Stowell.

During the 29-year existence of the Redevelopment Agency, council members received a modest $30 per-meeting stipend for sessions mostly held in conjunction with council meetings. No extra pay is planned for the new financing authority meetings.

Yorba Linda City Council adopts naming policy for parks, public facilities, replacing past practices

A first-ever policy outlining naming procedures for parks and public facilities was adopted at the May 1 Yorba Linda City Council meeting, replacing previous practices initiated by earlier councils that were often ignored by successor panels.

First use of the new policy is likely to be consideration of names for an arts center to be built adjacent a new library near the intersection of Lakeview Avenue with Lemon Drive. Construction is expected to begin in November.

The policy includes public input before an “appropriate commission,” similar to the Parks and Recreation Commission session last year that heard 400 proposals and resulted in the name “Checkers Dog Park” for a half-acre at Jean Woodward Park at 5411 Eastside Circle.

Commissioners will forward a recommended name to council, which can accept or reject the name, select a different name, approve a name that falls outside of the guidelines, or choose a name through an alternative process not outlined in the policy.

According to the policy, names “shall be noticeably different than all existing” facilities “to avoid duplication or confusion” and provide “a sense of location,” or “provide information about what can be expected at the location” or “reference long-established names for an area, park or facility.”

Facilities, the policy noted, “should have a traditional name, as well as incorporate 'Yorba Linda' where it is important...to be identified with the city.” Preferred categories of names include geographic, historic or indigenous references and native flora or natural features.

Also included are names of persons and community organizations that have made a significant contribution to the city, with individuals recognized posthumously. Names “may also be considered as a result of an agreement or donation in which terms and conditions” are approved by the council.

The city's third council adopted a motion in 1974 that parks “bear the names of trees and other flora indigenous to Yorba Linda and to the entire Southern California region,” with a possible mention of location.

In 1976, after the death of Councilman George Machado, chief architect of the city's low-density General Plan adopted in 1971 and voter-approved in 1972, the council adopted a resolution in Machado's memory.

Council resolved “to establish a policy that parks, streets and public facilities shall bear environmentally appropriate names, rather than the name of any person, living or dead.”

But Parks and Recreation Director Mike Kudron stated in a report to council that such a policy “was never established or adopted as part of the City Council policy manual.”

The city's first park in 1983 was named for Hurless Barton, whose 1924 service station, Liberty Garage, expanded into a Chevrolet dealership in 1928. He was named first city treasurer in 1967. A 1976 Machado memorial is at the southeast corner of Casa Loma Avenue and Imperial Highway.

Yorba Linda Water District directors review long-range asset management plan for infrastructure

An asset management plan that reaches as far as 100 years into the future and will act as a guide in planning for infrastructure improvements and funding alternatives was reviewed at a recent meeting of the five elected directors of the Yorba Linda Water District.

The 203-page document will play an important role as officials map plans for the future of the district that supplies water for most of Yorba Linda and parts of Placentia, Brea and Anaheim. It was prepared by Walnut Creek-based Carollo Engineers at a cost of $131,875.

Among the report's key findings and recommendations:

--A 10-year forecast for infrastructure improvements through a capital improvement program estimates $56 million in costs for 30 projects. A 100-year forecast put the total at $1.3 billion, or about $12.9 million per year.

--An appraisal of the district's 350 miles of water pipelines and 265 miles of sewer pipelines using a computer model identified 19 miles that need replacement over the next five years. Five miles pose a “high risk” and 30 miles and 28 support assets are at “medium-high” risk.

--A visual assessment of assets at 40 district facilities found “the vast majority” in “good to fair” condition. Less than 1 percent of assets were observed to be in “poor” condition.

--And most important, “A financial review found that the district's forecasted cash flow is not sufficient to cover all of the system depreciation costs, let alone the asset rehabilitation and replacement costs” that were predicted in the management plan.

“While existing unrestricted reserves are sufficient to cover this deficit for the next 10 years, the deficit increases significantly after year 10 and further reserves would be unavailable to cover the deficit,” the report forecast.

--A key recommendation: consider using existing capital replacement reserves “and take the short-term opportunity to best determine an appropriate road map for rate increases to mitigate the impacts on ratepayers” and “the district's current and desired rating from bond rating agencies.”

Since the anticipated funding needs “are outside the first 10 years, it also enables the district to continue monitoring and adjusting the forecast for future (repair and replacement) needs.”

Importantly, Carollo researchers declared that an asset management plan is “a snapshot” of district assets, which the report noted had a replacement cost of $1.07 billion in 2018 dollars.

The report stated: “Over time the assets change and so does the information about them. As asset data improves and computer system technology advances, so does the ability to improve...analyses.”

An added note: The district will host an open house 9 a.m. to 3 p.m. May 19, with a behind-the-scenes look at water delivery, featuring an infrastructure and headquarters tour, landscape workshop, prizes and refreshments at 1717 E. Miraloma Ave., Placentia.